Learning Unit 3: Dynamics of organisational communication

1. Learning Unit 3: Dynamics of organisational communication That is: “Who speaks to whom in an organisation”

2. Networks and Communication networks- p. 74 in Integrated Organisational Communication - Definitions: • Networks: Lines or channels that the organisation uses to convey information from one person to another. • Communication networks: specific lines/ channels of communication used to convey information from one person to another; between three (3) or more people. Organisations traditionally used channels of communication in a monologue to give instructions to employees. Today, communication channels are used to create a dialogue between employees and employers.

3. Formal- and Informal communication in an organisation- p75 in Integrated Organisational Communication - Possible assessment question: Distinguish between formal and informal communication within an organisation [5 marks]

4. Direction of flowof communication in an organisation- p. 75 in Integrated Organisational Communication - Within an organisation, information can flow downward (from top management to subordinates), upward (from employees to top management), lateral/ horizontal (between employees on the same hierarchal level), or informally (through interpersonal relationships). • Downward flow of information: Also referred to as ‘top-down’ communication; used to give instructions, provide feedback to employees about job performance, etc. • Upward flow of information: Also known as ‘bottom-up’ communication; used to give criticism, complaints and suggestions from employees, or to provide feedback on tasks completed • Lateral/ Horizontal flow of information: Used to share information between departments; e.g. the Production Manager and the Human Resources Manager discussing bonuses for staff.

5. Four (4) Functions of communication within an organisation- p. 75 in Integrated Organisational Communication - • Information dissemination function– communication provide information which helps employees to do their job; • Control function – the rules and regulations that govern the operations within the organisation (e.g. a code of conduct). It is usually downward communication; • Persuasive function – communication is used to gain compliance and agreement from employees to perform tasks… explaining to employees how their work contributes to the success of a project; and • Integrative function – here, communication is used to help new employees feel part of the organisation to create unity and cohesion; e.g. induction programmes.

6. Seven (7) Network roles- p. 76 in Integrated Organisational Communication - Thus, the functional role people/ members of an organisation play regarding communication (communication has its function (inform, persuade, control, integrate), while individuals play the following roles) • Members: these employees are senders and receivers of information • Isolates: these employees are individuals or groups that seldom communicate with the rest of the information – e.g. people working from home, scientists in a laboratory, etc. • Liaisons: these employees act as the link between different groups to facilitate communication and information flow between them – e.g. admin staff • Bridges: these employees ‘connect’ groups with one another by being part of both – e.g. a manager sharing duties within the production and communication departments

7. Cosmopolites/ boundary spanners:these employees communicate with groups outside of the organisation – e.g. sales representatives • Gatekeepers: these employees decide which information is disseminated and which are not. Managers often communicate certain information to employees, while keeping sensitive information a secret • Opinion leaders: these employees influence others in a network to take/ not take certain actions. The influence of opinion leaders can function either formally or informallyExamples of opinion leaders include Chad Le Clos & RykNeethling for Virgin Active; and Nelson Mandela (Madiba) for the ANC

8. Five (5) Types of networks in organisations • Chain network (also referred to as the line network); I • Y-network; Y • Wheel network; X • Circle network; and • All-channel network.* refer to print-outs Centralised Networks; more formal Decentralised Networks; more informal

9. Communication Characteristics of networks- p. 81 in Integrated Organisational communication - These six (6) characteristics can affect communication in networks: • Size: the more people (links) there are in the network, the bigger the change of miscommunication • Content/ function: Different networks have different purposes – e.g. an all-channel network is better equipped for social tasks, whereas the Y-channel is used for executing tasks effectively • Formality: whether the channel is used for formal or informal reasons • Centralisation/ dominance: whether one person is responsible for the gathering and dissemination of information; or whether every participant in the network have access to one another • Multiplexity: this occur when different networks overlap with one another – e.g. you might be part of an even management team reporting to one leader (Y-channel), but also be part of a brainstorming team to solve communication problems (All-channel) • Network openness: Open networks include external influences, while closed networks are internally oriented

10. Conflict- pp. 81-82 in Integrated Organisational communication - Definition: Conflict can be defined as the interaction of interdependent people who perceive opposition of goals, aims and values, and who see the other party as potentially interfering with the realisation of these. I.e. People who have to work together, but have different ideas about reaching the intended outcomes. The characteristics of conflict are: (1) incompatible goals; (2) interdependence; and (3) interaction.

11. Five (5) levels of conflict (i.e. where it occur) and two (2) types of conflict- P. 82 in Integrated Organisational communication - Levels of conflict: • Intrapersonal conflict – conflict that occur when a person has to make a tough decision • Interpersonal conflict – conflict between two people • Intergroup conflict – different teams experience conflict; e.g. two departments within an organisation competing for a project • Intragroup conflict – conflict occurring within a group • Interorganisational conflict – when two or more organisations are in competition/ conflict with one another Types of conflict: s

12. Ten (10) Strategies to manage organisational conflict- pp. 83 – 84 in Integrated Organisational Communication -

14. Organisational culture- p. 85 in Integrated Organisational Communication - Definition: Organisational culture is the moral (1), social (1) and behavioural norms (1) of an organisation (their unique way of doing things), based on the beliefs and attitudes of its members (1). Most organisational cultures emerge passively (on its own) over time (1). It is described as the glue that holds an organisation together (1).

15. Three (3) schools of thought about organisational culture- p. 87 in Integrated Organisational Communication - A school of thought refers to how some researchers view and describe organisational culture. • The first school sees the organisational tasks in terms of specific and measurable traits, variables or processes – i.e. one can measure it; • The second school believes that organisational culture happens when people come together and is impossible to measure; and • The third school believes that organisational cultures can be used to look at organisations as microsocieties

16. Two (2) approaches to organisational culture- p. 87 – 88 in Integrated Organisational Communication -

17. Three (3) viewpoints in discussing organisational culture- p. 88 in Integrated Organisational Communication - • Corporate culturalism: organisational culture is seen as a variable that applies to the whole organisation • Organisational symbolism: organisational culture is seen as explaining things that happen in an organisation – e.g. an industrial strike action is seen as a result of an organisational culture of de-motivation of employees • Postmodernism: Concerned with the research of organisational culture

18. Elements of organisational culture We can collect information about the culture of an organisation, by looking at the following elements: • Artefacts – tangible objects, e.g. brochures, furniture, office layout, etc.) • Language – the unique language used (think about journalists-, advertising executives- or public relations practitioners’ jargon) • Behavioural concepts – the rituals of an organisation, e.g. Friday braai days OR Tuesday report meetings OR orientation for new employees • Heroes – significant models to the organisation, e.g. Gill Marcus to the Reserve Bank; Nelson Mandela to the ANC; Roland Ackerman to Pick-’n-Pay. Usually the founder of the organisation • Symbols – Words, gestures, pictures or objects that carry a specific meaning for the organisation, e.g. Logo’s; acronyms; mascots • Psychological phenomenon – beliefs, values and attitudes, e.g. Chartered Accountants (CA’s) from PriceWaterhouseCoopers (PWC) act differently than the Journalists from SABC or the Advertising Execs from Saatchi and Saatchi • Organisational aspects – i. type of business such as banking or retail (business environment) and ii. How new employees are integrated, e.g. training (cultural network)

19. Formal and Informal groups in an Organisation- pp. 95 - 96 in Integrated Organisational Communication -

20. Two (2) paradigmsof decision-making in organisations A paradigm explains how events/ processes (and in this case ‘decisions’) occur.

21. Information Communication Technology (ICT) and Globalisation Effects of organisational communication technology New technology affects how organisations communicate. Some of the effects are: • On communication content: less face-to-face communication • On communication patterns: too much information can lead to overload • On communication outcomes: loss of individuality (lack of leadership, lack of group identification, and lack of group cohesion) • On organisational structure: cost-cutting, compress time and space

22. Globalisation and organisational communication What is Globalisation? It is the increased interaction in trade (creating wealth through free trade) and communication between a global citizenry and the evolution of technology. E.g. a South African trader selling shoes to a Japanese buyer online. Miller (2003) describes two eras: the modern era (industrial age) and the post modern era (information revolution); in the informational revolution everything moves faster and is less consistent. Globalisation can either be seen as positive (sharing information) or pessimistic (undermining political and social institutions). Globalisation leads to the compression of time and space; enhanced sense of global consciousness; and the disembeddedness of people and organisations. The two (2) patterns that arise in viewing the challenges of globalisation is convergence (organisation must adapt) and divergence (cultural differences have to be acknowledged)