1. Managing Business and Professional Communication
Chapter Two: Managing Leadership Communication in Organizational Cultures
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2. Organizational Culture as the Communication Context
Organizational culture plays a role in:
The organization’s design and structure
The leadership styles engaged
Organizational culture revolves around commonly accepted attitudes and behaviors in an organization.
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3. The Components of Organizational Culture
Mission and goals
Values
Beliefs
Procedures and rituals
Mission and goals: the major purpose of an organization and the steps taken to accomplish it
Values: items considered of ultimate worth or importance which influence behaviors and attitudes
Beliefs: what individuals believe as true or false
Procedures and rituals: the common understanding of the way things are to be done and the routine activities that occur
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Scope and space: What are the organization’s size boundaries and service territories?
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5. The Components of Organizational Culture
Roles
Relationships
Reward and recognition
Language and communication style
Roles: Prescribed or expected models of organizational activity and the organization’s identification of key individuals
Relationships: Associations and interactions among people
Reward and recognition: How do employees receive merit or advancement?
Language and communication style: What code or jargon is used? How do people communicate?
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Stories and narratives
Heroes
Rules and procedures
Leadership expectation
Leadership style
Organizational identity and image
Values people?
Values things?
Stories and narratives: Create understanding of the values and norms of an organization
Leadership style: What style is used and what does the leader expect in return?
Organizational identity and image: Which does the organization value more? People or things?
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“I don’t like work – no man does – but I like what is in work – the chance to find yourself. Your own reality – for yourself, not for others – what no other man can ever know.”
Joseph Conrad
What is your perspective on work? How does this perspective effect the way you think about management theory?
This section begins the transition into organizational designs and leadership communication.
Discuss how the class feels that people are best managed. Where do people receive their motivation from?
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8. Organizational Designs and Leadership Communication
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9. Leadership and Scientific Management Perspectives
Time and motion studies and efficiency
Motivation – carrot and stick approach
Organizational Structure
Taylor’s work at the Bethlehem Steel Works plant revealed a worker could load twice as much coal with a smaller shovel.
Scientific management views humankind as a machine which is capable of producing more or less work depending on the degree of reward or a change in tools and equipment.
Motivation: Humans are economically driven.
Organizational chart: Very important to this theory. It is a means of organizing employees and prescribing communication responsibility. Communication is viewed as hierarchical and geared to increase productivity and efficiency.
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10. Tall Organizational Chart
Traditional hierarchy with many vertical lines of decision making and communication.
Discussion Question: What organizations can you think of that use this method? Do you think this kind of structure if effective? Why or why not?
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11. Flat Organizational Chart
A central person to whom large numbers of employees formally report.
Discussion Question: What types of organizations would lend themselves to this type of structure? Why?
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12. Human Relations Perspective
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13. Human Relations Perspective
Hawthorne effect: Attention increases productivity
Employee focused attention: Employees are motivated by a need for attention
Hawthorne effect : Illinois Western Electric Hawthorne plant. It was theorized that, as lighting went down, productivity would decrease. However just the opposite occurred.
Human relations elevates humankind as social beings, not primarily moved by financial incentives, but motivated by the need for attention.
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14. Human Resources Perspectives
Motivation increases with each step
Self Actualization
Recognition, Self esteem
Belonging, Affiliation
Safety and Security
Motivation occurs when a person’s needs are met, beginning with fundamental and broadly based needs to more abstract social and self needs. As a lower need is met, the need above it is opened up, requiring satisfaction.
Physiological Needs (sustenance, nurturance)
Maslow’s Hierarchy of Needs
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15. Human Resources Approaches
Herzberg’s hygienic and motivator factors
Theory X
Theory Y
Herzberg: His factors frame leadership and communication on the job.
Hygienic factor: A maintenance element whose characteristics lead to job dissatisfaction (company administration, supervision, work conditions, salary, etc.)
Motivating factors: Factors which lead to satisfaction. Such as achievement, work itself, advancement, etc.
Theory X: Employees are lazy and must be driven and controlled.
Theory Y: Employees want to work and are creative and willing to grow. They can be guided into disciplined, responsible activity.
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16. Systems Perspectives to Leadership Communication
Blake and Mouton’s Managerial Grid
Likert’s Four Systems
Communication systems can be viewed as mutually – influencing units, or as a web of networks forged through daily interaction.
Blake and Mouton’s Managerial Grid: Similar to human resources perspective, but the final choices of a manager’s communication style revolve around the outcomes expected in a work team.
Likert’s Four Systems: Describes four levels of employee involvement across sex major tasks: leadership, motivation, communication, decision, goals, and control.
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17. Total Quality Management Approach
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TQM Approach
Values:
Quality with no errors
Value driven outcomes
Market driven responses
Continuous improvement
Employee participation
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19. Contingency Approach
Adapting communication to the situational informational needs and maturity levels of the employees.
It is critical to match the leadership style in a way that communicates best with follower performance.
Adapting leadership to the situational needs of employees
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