Organisational Communication Com 202-5 ( Essential for exams)

1. Organisational Communication Com 202-5 (Essential for exams)

3. “Out beyond ideas of wrong doing and right doing there is a field. I will meet you there.” (Rumi 12 CE)

4. THE EXAM Time: 2 hours Marks: 100 marks Format: 4 questions, you choose 3 Question 1: Study Unit 1 Question 2: Study Unit 2 Question 3: Study Unit 3 Question 4: Study Unit 4

5. Compulsory text book chapters • 3 • 4 • 11

6. The BIG PICTURE course overview (SG: vi-vii)

7. Topics & Essential Outcomes for Study Unit 1 • Define Organisational communication. • Explain how the various Organisational communication networks function. • Discuss the 6 communication characteristics of networks.

8. Key Concepts Definition of O.C. …an understanding of the influence of the context of an organisation on communication processes and the manner in which the symbolic nature of communication distinguishes it from other forms of organisational behaviour.” (Miller 2003) T.B:74

9. Networks as Channels T.B:77-80 [Exam qu.1] The BIG 5 Networks • Chain • Y • Wheel • Circle • All-Channel

10. 6 Communication Characteristics of Networks (S.G: 5) [Exam qu.1] • Size: big=more distortion • Content and Function: task-formal/social, innovation,-all channels • Formality: task orientated • Centralisation or Dominance: one person • Multiplexity: overlap of networks • Network Openness: all channel +network = 2 way…..chain+ wheel= 1way

11. Conflict (TB:81,82,84) Definition [Exam qu.1] • “The interaction of independent people, • who perceive the opposition of goals, aims and values • and who see other parties potentially interfering with the realisation of these.” (Putman & Poole 1987)

12. Conflict is there fore:[Exam qu.1]

13. 2 greatest causes in the workplace in SA [Exam qu.1] • Increased diversity • Continued discrimination

14. 5 Levels of organisational conflict (TB:82) [Exam qu.1] 1. Intrapersonal 2. Interpersonal

15. 3. Intragroup 4. Intergroup

16. 5. Interorganisational

17. “5” common strategies to manage conflict (TB:84) [Exam qu.1] “3rd party Interventions” Solution 1. Dictation 2. Arbitration Agreement

18. 3rd party Interventions (cont) Agreement 3. Mediation

19. Non third party strategies Agreement Negotiation

20. Communication with Groups and Teams (TB:95-97) Formal Groups. (e.g.) Marketing Dept HR Dept. Exsec. Management • Rules, regulations, policy • Work harmoniously with other formal groups for org. to deliver its goals • Appointed by organisation .

21. Informal Groups Examples • Union social club group of friends • Voluntary membership, - alongside formal • People who have similar values, norms, attitudes • Characterised by group cohesion and defensiveness

22. Group have 2 main Processes Task (the work) • work orientated interactions, gathering, sharing information • analysing problems, designing solutions etc

23. Transactional (interpersonal communication) • verbal and non verbal communication • develop climate and identity of the team • Give and take interactions, message of members for each other • Require leadership, role taking, and communication skills.

24. Advantages and Disadvantages of working in teams (TB:96)

25. Team Communication pg. 96-97 A team is: A diverse group of people shared leadership an identity Mutually defined goals Work within other context s and systems

26. The reasons for implementing teams in organisations • Improve quality and customer service – work more intelligently • Enhance productivity • Impact of TQM • Individual’s responsibility in defined in terms of the team’s responsibility.

27. Theoretical approaches to Organisational Management[Question 2 Exam]

28. Forces for Change TB:109-110 Restraining Forces “prevents” changeForces Driving Forces- “pushes” changeeas

29. Demands made by employees . Desire to increase knowledge/new methods of org. Demands for appeal systems Shorter product life cycle Need for different distribution channels Shortage of raw materials Changing capital markets Work powers Increased consumerism Environmental issues Government regulation Changing cultural and social values Complacency Threat to status Fear of increased responsibility Threat to economic factors – leading to psychological threat Existing power and social relationships Security and fear of the unknown Lack of effective change strategy Don’t perceive need to change Lack of confidence in management to cope with change Pressure groups

30. Communication and Change (TB:122-126) Organisations need to communicate with employees because people need to be/do:

31. Communication in Classical Management Principles • Downward, minimally upward formal, basic media utilised • Clarify long and short term goals • Change ‘unacceptable attitudes and mould new ones by manipulation • Diminish fear and suspicion caused by mis/unclear information or lack of info • Prepare for & unjust to change

32. Assessment of classical management approach to communication

33. Distort downward information: screening & manipulating = suspicion & mistrust Disadvantages Communication starvation – fill gapsrumour & apathy Upward communication by employees experience S.M. as Unreceptive, rejection, failure to act, distant, unclear channels, undemocratic.

34. , Instructions lack : information, expertise & insight, Instructions passed down through layers of management Do not make sense loose original meaning. Instructions lack : information, expertise & insight, Unsuitable for change processes - employees do no know how to change, ill informed and cannot communicate with management

35. Humanistic approaches to organisational communication Principles Trust and openness lad to better communication information Competence of person receiving the communication should be adequate. Participatory decision making with adequate information provided. Reflect: goals of management, channel process, innovation and growth. Allows for formal, informal, internal and external information flow. Attempts to place communication in an open system so sharing can take place.

36. Assessment of humanistic & knowledge management approaches to communication Advantages Improves Performance Productivity Motivation Focus on mission Empowered teams Adaptation to change Attainment of higher order needs Curbs destruct conflict and competition because of: 1. Team work 2. Participative decision making Respect for diversity Employees allowed self expression Encourages employees to: 1. Participate 2. Control of tasks 3. Maximise contributions to organisation.

37. Disadvantages

38. Organisational Culture Topics & Essential Outcomes for Study Unit 3 • Be able to define what organisational culture is and identify all its elements. • Explain the difference between organisational culture and climate..

39. The academic debate about Organisational Culture (TB:87) At first…organisational cultures was seen as an objective thing a business has, that could be manipulated to make a business successful

40. But now researchers say….. • There is no single cultural formula for formula for achieving business success. • Culture cannot be seen as a thing that an organisation has. • 3. Organisational culture is composed of a complex interweaving of: • Values • Practices • Narratives • Artefacts (things e.g. The types of buildings an organisation chooses)

41. 3 schools of thought used to describe Organisational cultures Organisational Culture is composed of specific and measurable: • Tasks • Traits • Processes Organisational Culture belongs to culture in general , which is often a global property of a particular social milieu (historical age and its beliefs and practices. Organisational Culture is an anthropological paradigm and metaphor for measuring organisations as micro societies

42. Organisational Culture, Climate & Change Study Unit 3 – EXAM QUESTION 3

43. The difference between organisational Culture and Climate (TB: 85-86) – see important eg. SG:28 Definitions Organisational Culture 1. Shared beliefs, norms values, common perceptions apparent in behaviour and connect a group of people. Vision + Mission & directly influences members motivation, performance and contentment. OC is something an org. is and not has, cannot be created, destroyed or discovered by whims of management. Organisational Climate 1. The feelings people have about their organisation. 2. Involve members perspectives on observable practises and procedures close to surface of org. life.

44. Elements of Organisational Culture(TB:89-91)

45. Elements of Organisational Culture

46. Artefacts • Material Objects (e.g. reports & brochures) • Physical lay outs (e.g. buildings, spaces) • Technology (e.g. computers, machines) • Language • Narrations • Sagas: big all encompassing stories about the organisation’s (heroic) exploits • Stories: more localised narrations about individuals, groups and the organisation’s beliefs and values • Myths and Legends: unjustified beliefs that influence how members react and understand the social environment (e.g. The story of Mr. Mug and Mr. Bean) • Metaphors: a no literal symbolic phrase that vividly conveys a message. (e.g. VC employees have” blue blood”) • Jokes: humorous culture bound language

47. Behavioural Concepts • Rites: planned events that celebrate basic values and behaviours (e.g. The monthly staff meeting) • Rituals: habitual behaviours not strictly necessary for the functioning of the organisation that contribute to the individuals sense of belonging. (e.g. the early morning coffee in the canteen) • Ceremonies: well organised celebrations that reinforce cultural values. e.g. Prize giving's, presentations • Taboos: activities, objects or persons avoided for superstitious reasons. (e.g. talking about the competitor in glowing terms) Heroes Put success within reach of ordinary people in organisation Act as role models of high performance Symbolise the organisation to external stake holders Preserve and enhance cultural values, esp. those that are unique to the organisation Encourage members to give more of themselves to the organisation.- motivate members

48. Symbols Words, gestures, pictures or objects , performances, and roles that are used during times of change or uncertainty to give members direction. • Psychological Phenomena • Values: the inherent, taken for granted value of things that are deeply seated in the minds of people, these from the basis of organisational behaviour. • Beliefs: what people think is true but might not be. • Attitudes: predisposed ways of evaluating and responding based on feelings. • Basic assumptions: readily available solutions to identifiable problems (behaviour, relationship with org. and external environment)

49. Organisational Aspects Cultural Network

50. Organisational Change Process (TB: 93-95) Definition The continuous need for proactive communication with personnel and business in order to enable personnel and businesses to alter business and individual objectives. This communication is critical to the success of the business. Macro Level Organisation Micro Level People