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36 Cards in this Set
- Front
- Back
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A First Definition of Organizational Communications
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Organizational Communication is the interaction required to direct individuals or a group toward a set of common goals.
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If an organization has defined an effective way of internal communication, would it also fit for other organizations?
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No and No
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The Definition of Effective Communication Constantly Changes because...
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Effective communication varies by:
a.) company or industry b.) people involved c.) the culture It must be flexible and dynamic It has to be "situated" (must fit) and "perishable" (must go) to be effective *Forget things to learn things |
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Globalization
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Positive changes:
Companies can more easily access new markets, with products and investments Worldwide innovations (international know-how, standards, regulations) |
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Most Critical Discussed Issue of Globalization
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The Worldwide Competition about the lowest possible labor costs.
PROS: a.) Companies from developed countries (Europe, USA, Japan) can remain competitive b.)Help for economies of less developed countries c.) New International; Customers CONS: a.) Plant closings b.)Widespread layoffs c.)Questionable labor practices (Underpayment, pressure) |
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Multicultural Management
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The management of customers, suppliers, and employees from and in different countries/cultures
Advancement communication skills are necessary (different languages, cultures) Knowledge of the market, regulations, governments Examples: McDonalds India Burger, Paris Disney World Wine |
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Multicultural Management
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What do you need to know if you want to invest in a foreign country to build a new factory/business overseas?
What do you need to know about the people in that country? What do you need to know about the government, law, or geographical facts? |
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Communication Technology made Global Markets and today's economy possible:
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-Computerized communication networks allow companies for worldwide coordination; production, orders, schedule work, recruit employees, and market their services
-Communication networks are often called a companies "digital nervous system" -"The office of the future has no office" AT&T Study Question: Will your future job be located at an official company office or will you work from home? Pros/Cons? |
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Turbulent Environments
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The environment of an organization includes:
-Customers -Competitors -Suppliers -Relevant Governments -Natural Environment It is a very complex and fast changing environment Companies are in constant fear of unexpected events |
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The new "Social Contract" between organizations and employees
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The loyalty and trust between employers and employees has been greatly tarnished i.e. executive misconduct, big layoffs
Staying with one company for decades is no longer the norm Employees can no longer expect to climb a predictable corporate ladder |
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The New Focus of Employees
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Balance between work/family
Meaningful Job Participation in decision making Always searching for a better job! |
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Important Assumptions of the Info-Transfer Approach
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Senders insert all relevant thoughts and feelings into words
Words are able to transfer all of these thoughts and feelings Receivers extract the thoughts/feelings from the words |
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Important Assumptions of the Transactional-Process Approach
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The meaning of the message is not in the words but in the people
The focus of the message depends on how the receive constructs the meaning of the message Miscommunication should be expected - it is the norm The effectiveness of communication is measured by successful creation of shared meaning which implies consensus |
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Important Assumptions of the Balance of Creativity and Constraint Approach
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It reflects historical constraints of prior context (What have we learned from the past?)
It represents individuals' attempt to do something new and creative (How can we use our experience to create new things?) |
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The 3 Primary Elements Of Communication Relationships
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The Self
The Other Context |
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The Self
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-Consists of 2 parts:
There is the creative, unpredictable part of a person (The I) There is the socially constrained, consistent part of a person (The Me) The self is a function of our communication and interaction with others |
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The Other
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Constructed in relation to our conception of self
-Are others different or similar to me, are the likable or not, are they good or bad? |
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The Context
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Individuals always communicate in context
There can be no meaning without context Context refers to where communication occurs and the interpretive framework |
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Why is it important to promote "Dialogue" within Organizations?
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Each individual should have a chance to speak and be heard
Different views can be taken into consideration Dialogue can transform organizations into energetic and dynamic workplaces by: -increasing employee satisfaction, commitment -reducing turnover rates -promoting greater innovation and flexibility |
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The Hawthorne Effect
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Increased attention given to workers by managers and others raises productivity.
-Increased eagerness for good performance even under poor work conditions The researchers found that informal group norms can have positive effect on productivity -Poor work conditions can be compensated when group cooperation increases (At least to some extent) |
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Primary Goal and Ideology of the Human Relations Approach
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Hierarchy and task specialization do not consider the developmental needs of healthy adults
People are human beings and not machines Organizations should focus on well being of employees |
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The Human Relations Approach Continued
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Upward communication is as important as top-down communication
Companies can benefit from employees' perceptions, world views, and ideas as the base of innovation The total organizational climate (culture) is critical for organizational success. Employee participation is the key for organizational success |
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Know Abraham Maslow's Hierarchy of Needs
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Know Perspectives Table
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...
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Know Maslow's Hierarchy of Needs
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In Notes
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Know Early Perspectives Table
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In Notes
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The Classical Management Approach Includes...
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1.) Hierarchy
2.)Scientific Management 3.)Fayol's Classical Management 4.)Bureaucracy |
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The Theory of Scientific Management
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-Emerged in the early 1900's
-Frederick Taylor assed the management is a true science: management is resting on clearly defined laws, rules, and principals -Time and motion studies were designed to improve organizational efficiency (the clock became the authority) - WOrk was transformed by the division of labor of great complexity into small parts for unskilled workers -A clear hierarchal structure of command was seen as most important |
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Basic Assumptions of the Scientific Method Approach
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-If humans function as components or part of a machine
-Managers think - workers work Critics argue that Scientific Management: -Is only useful in straightforward task environments that do not require any flexibility/adaptation -Puts pressure on workers by constantly raising production levels to improve efficiency -Doesn't allow workers to understand whole working processes |
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Fayol's Classical Management
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-Henry Fayol, a French Industrialist, developed his influential theory of "classical management" around the same time scientific management emerged
-Fayol is best known for establishing the five elements of classical management: 1.) Planning 2.) Organizing 3.) Commanding (Goal Setting) 4.) Coordinating 5.) Controlling (Evaluating) |
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Bureaucracy
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The Model of Bureaucracy emerged in a time of harsh working conditions (early 1900s):
-Work security did not exist (work accidents on daily basis) -Young children worked long hours on meager wages -Workers were hired/fired for reasons that had to do with race, religion, gender, attitude and relationship towards boss This arbitrary method of dealing with employees was called particularism Particularism presented an ideology Conflict in the US: -Democracy vs. Arbitrary authorities at work |
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Systems Theory sees the total Enterprise
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Organizational effectiveness depends on the coordination of the whole system
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Organizations and Biological Systems
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Similarities
-Similar effects can be found in organizations structured in departments and work groups as social systems -Each group or department depends on others -There are many interdependencies between org. members, work tasks, goals and decisions |
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Advantages of modeling organizations after living systems?
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Living systems are far more adaptive to changing environments than are closed systems such as machines.
-An org. must be able to change its structure or the product if a market demands it -Employees must be able to change existing work processes and to learn new ones -High adaptability is one of the biggest, competitive advantages of a company |
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Senge and Weick
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-Developed new theories, based on systems theory, that are more compatible with organizational communication
-Senge distinguishes between "learning organizations" and those that have learning disabilities or a lack of understanding about how they function as systems |
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Karl Weick's Sense-Making Model
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-Weick's model offers an explanation of how people behave in complex systems such as organizational environments
-To do business means to make sense of the things that happen around us -Although people in organizations think they plan first and act according to the plan, the model suggests the opposite: -People act first, and later examine their actions in an attempt to explain them: "How can I know what I think until I see what I say?" Sense making is retrospective Many business decisions in complex environments carry a risk because they are not completely understood when they are made |
