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Organisational Communication Com 202-5

Organisational Communication Com 202-5. “Out beyond ideas of wrong doing and right doing there is a field. I will meet you there.” ( Rumi 12 CE ) . Assignments. ASSIGNMENT 1 [TUT 101 p.21] Due date: 10 March 25 multiple choice (guess?) questions

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Organisational Communication Com 202-5

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  1. Organisational Communication Com 202-5

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

  3. Assignments ASSIGNMENT 1 [TUT 101 p.21] Due date: 10 March 25 multiple choice (guess?) questions Gets you: exam entrance + 0 marks towards your exam

  4. ASSIGNMENT 2 (TUT 101 p.28]Due date: 7 April 2 short questions Gets you: Up to 20% of you final mark towards your exam

  5. Passing Requirements 40% for exam 50% for exam + assignment Passing Requirements for supplementary exam + aegrotat 50% based on exam only

  6. 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

  7. Compulsory text book chapters • 3 • 4 • 11 • 10 (part of)

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

  9. Study Unit 1: Communication in Organisations ESSENTIALS TO STUDY Study Guide: 1.2/1.4/1.5/1.6/1.7/1.8/1.9/1.10 Text Book: 3.2/3.5/3.4/3.11

  10. Topics & Essential Outcomes for Study Unit 1 • Define OC. • Explain how the various OC networks function. • Discuss the 6 communication characteristics of networks. • List & describe how the communication roles play out in organisations. • Identify and discuss the strategies used to manage conflict.

  11. Outcomes continued…… • Table the differences between the two major decision making models. • Critically evaluate how new communication technology impacts upon an organisation.

  12. 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

  13. Networks as Channels T.B:77-80 The BIG 5 Networks • Chain • Y • Wheel • Circle • All-Channel

  14. Network Roles (TB:76/SG:6) Bridges Members

  15. 6 Communication Characteristics of Networks (S.G: 5) • 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

  16. Effects of Communication Technology (TB:100-102)

  17. Globalisation & Organisational Communication (TB:101-102) Communication techno. Free Trade (L.F. capitalism)

  18. The Positive Perspective – Globalisation (TB:101) • Transfer of technology • Brings cultures together • Cooperation • Goodwill • Service excellence

  19. The Pessimistic Perspective – Globalization (TB:101) • Undermine political and social integrity • Over reliance on technology to solve social and political problems – “buy a computer” • Weakening of culture

  20. Challenges of Globalisation (TB:101-102)

  21. Study Unit 2: Theoretical approaches to organisational management • Study Guide: 2.2/2.4.1/2.4.2 • Text book: 108-109 “forces of change,” 114-116 “classical approaches,” 118-120 “systems theory”

  22. Topics & Essential Outcomes for Study Unit 2 • Identify the driving and restraining forces of change that effect organisations. • Be able to outline and apply the following managerial theories: • Classical • Humanistic • Systemic

  23. TB:109-110 Restraining Forces “prevents” changeForces Driving Forces- “pushes” changeeas

  24. 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

  25. Managerial Styles (TB:114-116) • Classical Management – characteristics of large formal organisations

  26. Principles of Classical management TB:114-116 Downward chain of command from different levels Authority = specialisation, interchangeability, task efficiency Subdivided into specialised units Clearly defined duties

  27. CHARACTERISTICS OF ENVIROMENTS THAT CLASSICAL MANAGEMENTS WORKS WELL IN 1. Stable environments 2. Mass production • TB:115 Standardisation of production process Well-defined division of labour Strict communication channels Efficiency Centralise decision making

  28. Problematicissues TB:115 • Transactionalism • disregards functionality/humanity of employees • Goals, tasks, policies matter more

  29. Basic assumptions of the HUMANITIC MODELS (TB:116-117) Subordinates encouraged to take initiative free of close supervision Range of rewards other than money Communication: up, down, horizontal People seen as responsible and self starters Participation encouraged at all levels, especially for complex tasks Organisations and employees goals become the same Employees feelings count Look to improve the quality of interpersonal communication Recognise the need for affiliation, recognition and achievement. Improve work conditions in order to get more productivity from employees Organisations exist for people, people do not exist for organisations.

  30. Humanistic, management approaches TB:116-117 /SG:18-26

  31. System Theory (TB:118-120) Self Regulation messages

  32. 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. • Discuss the functionalist and interpretivist theoretical paradigms. • Describe the three theoretical discourses on organisational culture.

  33. 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

  34. 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)

  35. 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

  36. Theoretical paradigms for understanding Organsational Culture (SG:30-31/TB:86-88)

  37. TB:87-88

  38. 3 discourses or theoretical perspectives on Organisational Culture (TB:88)

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

  40. 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

  41. 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

  42. Elements of Organisational Culture

  43. 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)

  44. Organisational Aspects Cultural Network

  45. The Practice of organisational Research (TB:340-343, 346-349 SG: 4.5, 4.6) OUTCOMES • Apply the steps of the research process to a real life business scenario. • Distinguish between the three perspectives on organisational/culture communication assessment • Discuss and apply the differences between quantitative and qualitative research methods. • Discuss and apply the critical background concepts (theoretical underpinning).

  46. The Research Process (TB:340-343/ SG: 4.5) Critical Background concepts

  47. The 3 perspectives on organisational communication/culture’s key ideas

  48. Threats to validity (TB:344) • History: time period of the study many contain additional variables not accounted for. • Maturation: people grow older and think differently and therefore will answer the same question differently over time • Instrumentation: the measuring instrument needs to be identical in each instance it is used. • Statistical regression people chosen from previous sample with extreme scores, drive the results towards the mean, the answer less extreme with each test. • Attrition or mortality: people leave the study or die – sample is smaller also may share a particular characteristic the loss of which will skew the results.

  49. Random selection to ensure that there are not differences that are hard to identify and control. • Samples must be heterogeneous • Representative of the group to which results will be generalised • Experiment must be repeated • Research implemented over an extended period of time.

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