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Organizational and Manageial Communication
Communication Models Chapter 4
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Four Models of Communications
Press Agent/Publicity Model Public-Information Model Two-Way Asymmetric Model Two-Way Symmetric Model Peggy Simcic Brønn
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Press Agentry/Publicity Model
Purpose: Propaganda Communications: 1-Way, Complete Truth not Essential Model: Source Receiver Research: Little; ‘Counting house’ Peggy Simcic Brønn
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Propaganda Model Peggy Simcic Brønn
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Public Information Model
Purpose: Spread Information Communications: 1-Way, Complete Truth IS Important Model: Source Receiver Research: Little; readability, readership Peggy Simcic Brønn
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Public Information Model
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Two-Way Asymmetric Model
Purpose: Scientific Persuasion Communications: 2-Way, Embalanced Effects Model: Source Receiver Feedback Research: Formative; Evaluate Attitudes Peggy Simcic Brønn
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Two-way Asymmetric Peggy Simcic Brønn
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Two-Way Symmetric Model
Purpose: Mutual Understanding Communications: 2-Way, Balanced Efforts Model: Group Group Research: Formative: Evaluate of Understanding Peggy Simcic Brønn
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Macro and Micro Issues The philosophical The complex The practical
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The Real World
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Manager’s Communication Obligations
Carry information from top management Explain Listen Get feedback from employees Take information from ‘down’ to ‘up’ Active role in spreading information Sell ideas Motivate, inspire and encourage personal development Profile and market units Speak at meetings Negotiate Give feedback, criticism and praise Speak personally with staff Solve conflicts Set demands Explain and defend unpopular decisions Carry out periodic evaluations of employees Peggy Simcic Brønn
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Mutual Learning Model Toward 2-way symmetric communication
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Take Control Model Peggy Simcic Brønn
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’Give Up’ Control Model
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Consequences of Models
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Difficulties Power and Ethics Programming Peggy Simcic Brønn
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Coorientation Model Peggy Simcic Brønn
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Cathy and her boyfriend’s coorientational model
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