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Organizational Communication

Organizational Communication. John A. Cagle. Max Weber: Theory of Bureaucracy. Organization is a system of purposeful interpersonal activity designed to coordinate tasks. Power is the ability of a person to influence others and overcome resistance.

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Organizational Communication

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  1. Organizational Communication John A. Cagle

  2. Max Weber: Theory of Bureaucracy • Organization is a system of purposeful interpersonal activity designed to coordinate tasks. • Power is the ability of a person to influence others and overcome resistance. • Legitimate authority is power authorized formally by the organization. • Bureaucratic authority is power vested in supervisors and managers by virtue of rules.

  3. Theoretical Priorities in Organizational Communication • 1940s: What effects do downward directed communications have upon employees? • 1950s: How do small-group networks affect organizational performance and members’ attitudes and behaviors? • 1960s: What do organizational members perceive to be communication correlates of “good” supervision? • 1970s: What are the communication components and correlates of organizational communication climates?What are the characteristics and distribution of “key” communication roles within organizational networks? • ‘til now: Organizations are a system of interdependent variables. • What are the strategic parts of the system? • What is the nature of their mutual dependency? • What are the main processes in the system which link the parts together and facilitate their adjustment to each other? • What are the goals sought by the system?

  4. Gordon Lippitt’s Organizational Health • Task dimensions • Goal focus • Communication adequacy • Optimum power utilization • Social dimensions • Resource utilization • Cohesiveness • Morale • Growth dimensions • Innovativeness • Autonomy • Adaptation • Problem-solving adequacy

  5. Organizational Hierarchy – Bureaucratic Structure

  6. Communication Network

  7. Peter F. Drucker’s Key Leadership • Key leadership tasks must be done if the organization is to be successful. • On the other hand, the organization cannot function unless the routine tasks are taken care of as well. • The answer, of course, is effective delegation of these routine tasks so the key leaders have time for their genuinely more important responsibilities.

  8. Key Leadership Tasks • Thinking through the mission of the organization • Setting the standards and good examples • Building the human organization • Relating to the “public” • Perform “ceremonial” functions • Attend to crisis after crisis whenever necessary

  9. Requirements for Key Leadership • Analysis of key leadership tasks • Key leadership tasks assigned • Key leadership team • Delegation of operating tasks

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