Chapter 6: Organizational and Leadership Communication in Sport Lecture 7 {Date}

1. Chapter 6: Organizational and Leadership Communication in SportLecture 7{Date}

2. Understanding organizational SC Organizational features that affect communication Formal structure Informal structure Culture Forms of communication in sport organizations Least interactive Potentially interactive Most interactive Appreciating leadership communication in sport Definition of sport leadership Styles of sport leadership communication Definition of sport leadership Styles of sport leadership communication Lecture Outline

3. Leading on the court Leading a sport organization Communication and leadership Communication in sport organizations involves interacting with stakeholders at all levels Leadership communication style Profile of a Sport Communicator: Kelly Krauskopf

4. SSCM: Organizational Sport Communication

5. All communication includes both situational (organizational) and personal (stylistic) aspects Organizational communication in sport is the process in which messages are created, exchanged, interpreted, and stored within a system of human relationships in sport Communication is the glue holding sport organization together Organizational and Leadership Communication in Sport

6. Research has linked organizational communication to effective leaders and organizations, integrated organizational units, and job satisfaction A prerequisite of successful sport organizations and productive and satisfied sport employees is effective organizational communication Understanding Organizational Sport Communication

7. A sport organization is a group of people working in or through sport to achieve one or more objectives Can be a nonprofit or for-profit organization Can be any size or focus Sport organizations exist in a variety of forms: cross-functional teams, e-organizations To exist, sport organizations have three elements: Members who contribute and cooperate Has a common objective Communication makes the organization what it is Definition of Sport Organization

8. Organizational communication in sport includes intraorganizational issues and interorganizational issues Communication in and Between Sport Organizations

9. Sport organizations are created, developed, and maintained through the communicative actions of stakeholders Sport organizations are shaped by and shape the communication activities of stakeholders: Formal, informal, and cultural influences are influenced by and influence the communication flow Three Organizational Features That Affect Communication

10. Factors That Influence the Communication Activities in and Between Sport Organizations

11. Physical structure of sport organization: Building, walls, desks Formal structure of sport organization: Divisions, charts, titles Design organization’s structure to best achieve goals and objectives accomplished through understanding five principles of sport organizations: Division of labor, chain of command, control, authority, coordination Sport organizations moving from hierarchical (tall) to more decentralized (flat) chain of command Communication generally follows reporting structures (organizational chart) Vertical (upward and downward) communication Suggestions for formal communication: Learn formal structures and follow proper channels Formal Structure in Sport Organizations

12. Lateral (horizontal) communication essential in coordinating tasks, solving problems, sharing information, resolving conflicts, establishing support systems, and facilitating cooperation among individuals and departments Multidirectional communication: Needed in order for an organization to share info, solve problems, and coordinate Grapevine communication: Unofficial and informal method of moving messages in all directions Informal networks: Outside the formal structure of the sport organization Suggestions for communicating informally Cultivate relationships (mentors) Exercise restraint (be aware of hidden agendas) Be discreet (do not betray confidences, flaunt benefits of your informal network) Informal Structure in Sport Organizations

13. Culture of a sport organization is influenced by and influences communication Sport organizations have their own unique culture: Shared meanings and predominant beliefs, goals, activities, values, rites, vocabulary, stories, metaphors, norms for behavior, customs, rituals, and other indicators of organizational culture A sport organization creates, shares, and alters its culture through verbal and nonverbal communication Culture in sport organizations involves factors, functions, and forms (continued) Culture of the Sport Organization

14. Factors: Environment, task, leadership, structure, resources, climate Functions Providing knowledge about organization Helping members identify Defining the organization’s boundaries Providing a system of control Forms of communication in a sport organizations culture: Language (common and understood words, terms, phrases) Myths (repeated stories) Ceremonies and rites Culture of the Sport Organization (continued)

15. Communication channels in sport organizations include both verbal and nonverbal forms of discourse Discourse includes all forms of formal and informal spoken dialogue and written text Forms are illustrated by categories: Least, potentially, and most Forms of Communication in Sport Organizations

16. Involve written forms that can be delivered to an audience without verbal or face-to-face interaction Can be delivered through mail, e-mail, media, intranet, Internet Most common communication channels for written communication in sport organizations are e-mails, short written communication, faxes, and reports Using e-mail: Advantages and challenges Importance of writing skills Least Interactive Formats: Written Word

17. Can be delivered to an audience with or without interaction For managers and leaders, oral communication is the choice 70 to 90% spent in conversations, speaking, or presenting Forms of oral communication in sport organizations One-on-one delivery (and receiving) of messages Meetings Interviews Training sessions Internal and external presentations and speeches: Roundtable, stand-up, and impromptu presentations Potentially Interactive Formats: Verbal, Video, and Poster Presentations

18. Working sessions Synchronous e-communication: Chat rooms, teleconferences, video conferences, Web conferences Personal discussions: Over the telephone, via the Internet, in person Most Interactive Formats

19. Leadership: An integral component of effective communication in sport organizations Sport management leaders… Are responsible for developing and maintaining a communication system Need to competently share, persuade, and present their ideas to others “Learn to be a great communicator” (Pat Summitt) Appreciating Leadership Communication in Sport

20. The communication in and through sport that influences the attitudes and behaviors of others in order to meet shared group goals and needs Definition of Sport Leadership

21. Examining how leaders communicate Sport leadership communication style is the way in which a leader behaves toward and interacts and communicates with followers Most effective style is dictated by organizational context, specific situation, and follower capability and perceptions The degree to which sport leaders provide supportive and directive behaviors varies depending on contextual, situational, and subordinate influences Styles of Sport Leadership Communication

22. Task-oriented communication: When a sport leader closely supervises a performance and tells a subordinate what to do Relationship-oriented communication: When the sport leader is not closely supervising the performance of subordinates and provides a supportive, trusting, and respectful working environment Task-Oriented and Relationship-Oriented Communication

23. Autocratic: High task-oriented communication (high directive behavior) and low relationship-oriented communication (low supportive behavior) Consultative: High task-oriented and high relationship-oriented Participative: Low task-oriented and high relationship-oriented Laissez-faire: Low task-oriented and low relationship-oriented Four Situational Supervisory Styles

24. Five communication stylesbased on the degree to which leaders exhibit task-oriented behaviors and relationship-oriented behaviors Impoverished (low concern for task, low relationship) Authority compliance (high task, low relationship) Middle of the road (adequate concern for both) Country club (low task, high relationship) Team leadership (high concern for both) Considered the most effective Increased productivity, profitability Leaders generally exhibit one leadership communication style (dominant style) and have a backup style Leadership Grid

25. Leaders need to consider these when selecting a communication style Time: Is there time for two-way communication? Information: Do you have enough information for communication, decision making, or taking action? Acceptance: Will followers simply accept the message (use the autocratic approach), accept with some reluctance (use the consultative), reject it (use participative or laissez-faire) to gain acceptance? Capability: Do followers have the ability and willingness? Four Variables That Affect Leadership Style

26. Understanding organizational sport communication Recognizing organizational features that affect communication: Formal and informal structures and culture Examining forms of organizational communication: Least, potentially, and most interactive Appreciating leadership communication in sport: Styles and variables Summary

27. How important is communication as an element of the sport organization? Which of the communication forms is used the most in sport organizations? How are interorganizational and intraorganizational communication similar? Different? How has the structure of some sport organizations evolved and how has this evolution affected the communication within these organizations? Why is sport leadership included in this chapter? What is your definition of sport leadership? For you, is task-oriented or relationship-oriented more effective? What is your dominant situational supervisory style of leadership communication? How often do you consider the four variables when determining an effective communication style? Discussion Questions