Organizational Communication John A. Cagle

Max Weber: Theory of Bureaucracy Organization is a system of purposeful interpersonal activity designed to coordinate tasks. Power is the ability of a person to influence others and overcome resistance. Legitimate authority is power authorized formally by the organization. Bureaucratic authority is power vested in supervisors and managers by virtue of rules.

Theoretical Priorities in Organizational Communication 1940s: What effects do downward directed communications have upon employees? 1950s: How do small-group networks affect organizational performance and members’ attitudes and behaviors? 1960s: What do organizational members perceive to be communication correlates of “good” supervision? 1970s: What are the communication components and correlates of organizational communication climates? What are the characteristics and distribution of “key” communication roles within organizational networks? ‘til now: Organizations are a system of interdependent variables.  What are the strategic parts of the system?  What is the nature of their mutual dependency?  What are the main processes in the system which link the parts together and facilitate their adjustment to each other?  What are the goals sought by the system?

Gordon Lippitt’s Organizational Health Task dimensions  Goal focus  Communication adequacy  Optimum power utilization Social dimensions  Resource utilization  Cohesiveness  Morale Growth dimensions  Innovativeness  Autonomy  Adaptation  Problem-solving adequacy

Organizational Hierarchy – Bureaucratic Structure

Communication Network

Peter F. Drucker’s Key Leadership Key leadership tasks must be done if the organization is to be successful. On the other hand, the organization cannot function unless the routine tasks are taken care of as well. The answer, of course, is effective delegation of these routine tasks so the key leaders have time for their genuinely more important responsibilities.

Key Leadership Tasks Thinking through the mission of the organization Setting the standards and good examples Building the human organization Relating to the “public” Perform “ceremonial” functions Attend to crisis after crisis whenever necessary

Requirements for Key Leadership Analysis of key leadership tasks Key leadership tasks assigned Key leadership team Delegation of operating tasks