Chap 3 Approaches

Communicating Approaches

Chap

3Key Ideas

•Formal and Informal communication•Coordination of people and groupsOrganization Models

Organizational Communication

1Copyright Cengage © 2011

Consider this . . . Consider this . . .

It is structure that enables It is structure that enables people to work together, and in so people to work together, and in so doing to accomplish things doing to accomplish things beyond the abilities of beyond the abilities of unorganized individuals.unorganized individuals.

Wagner & Hollenbeck, Organizational Behavior, Southwestern, 2004


Read or describe the case studyAnswer the following questions:

What type of informal/formal communication was used at Enron?

Which organizational model was used?What role did rank and yank play in

Enron’s unethical practices?

Copyright Cengage © 2011 3

The Rise and Fall of EnronThe Rise and Fall of Enron

Formal CommunicationFormal CommunicationIncludes 3 types of communication Inside the organization. . .Includes 3 types of communication Inside the organization. . .

Downward UpwardHorizontal

Messages flow laterallylaterally between people of the same rank.

Messages flow upwardupward through the chain of command—i.e., from employee to boss.

Messages flow downwarddownward through the chain of command—i.e., from manager to employee.


Downward CommunicationDownward Communication

Employee performance appraisals Job instructions Job rationale Policy & procedures Motivational appeals


Upward CommunicationUpward Communication

Employee work, achievements & progress

Employee opinions & feelings Outlines of work problems Ideas for improvement


Informal CommunicationInformal Communication This is commonly known as The

Grapevine Indicates the health of the organization Adds to employee satisfaction &

commitment Indicates employee concerns >


Informal CommunicationInformal Communication Is 75-95% accurate Travels fast Effective managers use The

Grapevine


Informal CommunicationInformal CommunicationIndicates the health of the organization

Adds to employee satisfaction & commitment

Indicates employee concerns

Is 75-95% accurate

Travels fast

Information carried by the “Grapevine” . . Information carried by the “Grapevine” . . ..

Thom

as P

erde

w/Fo

cus G

roup

/Pict

ureQ

uest


Coordination of People and GroupsCoordination of People and GroupsMutual adjustment – horizontal

communication between peers who meet to make work decisions

Direct supervision – supervisors have the authority to organize and direct work

Standardization – specific written standards for tasks, output levels, skills and workplace norms


Organization Models: Organization Models: Traditional (or Classical) ModelTraditional (or Classical) Model


Scientific Bureaucratic

Standardized employee tasks Organization Structure

Example: Taylor’sExample: Taylor’s Best Best WayWay

•Scientific design of each task•Scientific selection of workers•Adequate training and rewards for productivity•Division of both labor and responsibilities

Example: Fayol’s Fayol’s Best WayBest Way

•Specific organizational structure•Clear division of labor•Formal chain of command

Fayol’s BridgeFayol’s Bridge


AA

CCBB

GGFFEEDD

Fayol’s bridge:Fayol’s bridge:Bypasses chainBypasses chainOf commandOf command

Normal line of communication

X XXXXXXXXXX

Human Relations ModelHuman Relations Model


MayoMayo

Human Relations ModelHuman Relations ModelPioneered by Elton Mayo and

colleagues between 1927 and 1932Based on conclusions of Hawthorne

plant studyWorkers in relaxed congenial work

groups with supportive supervisors are more productive

Peer relationships significantly influences productivity


Human Resources ModelHuman Resources Model

QCQC Theory YTheory Y

McGregorMcGregor

TeamsTeams


Human Resources and Human Human Resources and Human Relation ModelsRelation Models

Human Relations• People wish to be liked and respected.• If there needs are met, employees will

produce for the organization.• Managers should convince workers that

they are valuable team members.• Managers should allow employee

participation in routine decision making.• Sharing information with employees will

increase their satisfaction, which will improve their morale and reduce resistance to authority, thus improving productivity.

Human Resources• Most people desire a sense of

accomplishment.• Most employees have untapped

resources and are capable of more than most jobs allow.

• Managers should tap and guide each employee’s hidden talents and creativity to harmonize with organizational goals.

• Managers should allow (and encourage employee participation in routine and important decision making situations

• Employee satisfaction is a by-product of improved performance


McGregor’s Theory XMcGregor’s Theory X

Messages travel downward

Upward messages limited Fear & distrust of

management Decisions made by top

management


Bureaucratic

McGregor’s Theory YMcGregor’s Theory YMessages travel up and down in the

organizationDecisions shared & based on input

from all levelsFeedback is encouraged in an

upward direction >


McGregor’s Theory YMcGregor’s Theory YAtmosphere of confidence & trust

existsDownward messages satisfy needs of

employeesDecision making is based on

messages from all levels improving decision accuracy and quality


Beliefs of Theory X and Y ManagersBeliefs of Theory X and Y ManagersTheory X (Traditional)

1. The average person has an inherent dislike of work and will avoid if possible.

2. Most people will not strive to achieve organizational objectives unless they are coerced, controlled, directed, and threatened with punishment

3. The average person prefers to be directed, whishes to avoid responsibility, has relatively little ambition, and wants security above all else.

Theory Y (Human Resources)1. The use of physical and mental energy in work

is as natural as play and rest.2. External control and threats are not only ways

to motivate workers to meet organizational objectives. A person who is committed to the objectives will exercise self-direction and self-control.

3. Commitment to objectives is a motivator and a function of rewards and achievement.

4. Under proper conditions, workers learn not only to accept but also to seek responsibility.

5. The capacity to exercise a relatively high degree of ingenuity and creativity is widely distributed in the population

6. The intellectual potentialities of most people are only partly utilized in modern organizations.


Elements of Likert’s Four SystemsElements of Likert’s Four Systems Supportive relationships based

on trust Group decision making and

group supervision High performance goals Formal and informal

communication


© Ja

son

Harri

s

Systems/Contingency ModelSystems/Contingency Model


FiedlerFiedlerCultureCulture

Theory ZTheory Z

SituationSituation

One model doesOne model does not fit all not fit all

Systems TheorySystems TheoryConcerned with the organization as a

wholeAll types of communication and

feedback essentialOne person can affect the entire

organizationUsed to build and maintain corporate

cultureCopyright Cengage © 2011 23

Contingency TheoryContingency TheoryLeadership depends on three variables

Leader-follower relations (liked or not liked) Position of power (powerful or weak) Task structure (organized or not

organized)Task or traditional leadership best when

Manager well liked or is dislikedTasks well-defined or is poorly defined >


Contingency TheoryContingency TheoryHuman Relations Orientation best

whenManager is moderately likedManager is somewhat powerfulTasks are moderately defined


Path-Goal TheoryPath-Goal TheoryDeveloped by Robert House (1971)Identified factors of job performance

and satisfactionSatisfaction with jobUncertainty and difficulty of jobCommunication style of supervisor


Transformational ModelTransformational Model


Virtual Virtual MultiunitMultiunit

Communication Patterns:Communication Patterns:Traditional ModelTraditional Model

Rational, task-oriented, usually written

Social side less important Structured roles define expectations Expectations determined by position Mainly downward


Communication Patterns:Communication Patterns:Human Relations ModelHuman Relations Model

Supportive, but mainly downward Employee needs treated with TLC Feedback from employees &

grapevine Communication skills used to

develop & maintain relationshipsCopyright Cengage © 2011 29

Communication Patterns:Communication Patterns:Human Resources ModelHuman Resources Model

Team oriented & participative Info & feedback flow freely up &

down Informal communication encouraged Communication skills needed at all

levels


Communication Patterns:Communication Patterns:Systems/Contingency ModelSystems/Contingency Model

No single best way to communicate Communication influenced by

situation Communication flexibility valued Requires communication skills at all

levels


Communication Patterns:Communication Patterns:Transformational ModelTransformational Model

Horizontal communication essential Upward & downward communication

used Awareness of frame-of-reference

differences Much communication electronic


Documents

Chap 3 Approaches