1. Chapter Six Communication Climate and Organizational Culture

2. Chapter Objectives 1.Define and describe the phrase organizational climate. 2.Identify the components of Redding’s ideal supportive climate. 3.Define and describe the phrase organizational culture. 4.Describe what is meant by organizational assimilation, socialization, and identification. 5.Explain the relationship between climate, organizational culture, and organizational communication. Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

3. Organizational Climate The organizational climate refers the enduring organizational environment that either encourages of discourages communication. Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

4. Defensive Climates (Gibb) Defensive communication is Evaluative. Manipulative. Indifferent to the personal needs of others. Superior (clear and intentional status and power demarcations). Certain (dogmatic and competitive). Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

5. Supportive Climates (Gibb) Supportive communication is Descriptive and nonjudgmental. Spontaneous (as opposed to manipulative). Empathic and concerned. Egalitarian (as opposed to superior). Provisional (non-dogmatic; people aren’t “certain.”) Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

6. Redding’s Elements of the Ideal Supportive Climate (SCOPE) 1.Supportiveness: –Managers acknowledge the human needs of employees. –The climate is characterized by respect and constructive evaluation. 2.Credibility, confidence, and trust. –Employees need confidence and trust in their superiors in order to explain problems, concerns, or make suggestions. Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

7. Redding’s Elements of the Ideal Supportive Climate (SCOPE) 3.Openness. –Able to relay information freely and being open to approach from employees. 4.Participatory Decision Making. –Encourages employee input. 5.Emphasis on high performance goals. –Passive climates don’t achieve goals or excel. –High performance goals increase employee self-worth and satisfaction. Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

8. Additional Factors and Features of Supportive climates 1.The way employers attempt to motivate employees. 2.The quality of decision making. Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Pace and Faules have argued that there are six additional factors that help foster a supportive climate.

9. Additional Factors and Features of Supportive climates Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © 3.The sense that employees are perceived as important. 4.The quality of resources. 5.The opportunities for upward communication. 6.The overall quality of organizational communication. (continued)

10. Organizational Culture Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Is concerned with the basic value systems and beliefs that guide organizational members. Is passed along to employees through various storytellers or through organizational rites, rituals, slogans, and shared experiences that reinforce these values.

11. Distinctions Between Culture and Climate Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © The concepts of culture and climate are related. –Culture is foundational to climate. The values shown through stories, rites, heroes, rituals, and processes foster the underlying beliefs that employees share. Climate refers to the manifestations of these beliefs, namely how easy and supportive employees believe their systems are towards communication practices and policies.

12. Culture, Climate, and Communication Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Questions regarding culture include: Can a desired culture be consciously seeded? –If so, how? –If not, how does culture come into being? –What is the role of communication in the evolution of culture ad climate?

13. Assimilation, Socialization, and Identification Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Assimilation is “the processes by which individuals join, become integrated into, and exit organizations” (Jablin). Organizational socialization is the process by which people learn the values, norms, and behaviors to contribute as organizational members.

14. Stages of Organizational Socialization Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Anticipatory Socialization. –Learning about a culture you are about to enter. Encountery Socialization. –Orientation as a new member. Metamorphosis. –Transformation as an active member, i.e. becoming “one of them.”

15. Organizational Identification Refers to the extent that one identifies with the goals and values of the organization. Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

16. Seeds of Culture Formal statements of organizational philosophy. Deliberate coaching and modeling by others. Promotion and salary increment criteria. Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

17. Seeds of Culture Responses to crises. Organizational structure. Design of physical spaces. Focus of attention Storytelling and legends. Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © (continued)

18. Manufacturing Culture Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Cultures cannot necessarily be made to encompass certain values simply by discussing these values with employees. Cultures are created through the expression of values in actions and take a long time to develop. Many argue that culture is the amalgam of all communication behavior in the organization.

19. Foundational Planks: Credibility, Leadership, and Perspective Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Organizational credibility is important towards successful cultures and climates. –Trust is a key dimension to organizational credibility. –Trust violations increase hostility and decrease organizational commitment.

20. Gaining Credibility Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Bartolone’s suggestions for establishing credibility and trust: 1.Make communication two way. 2.Respect employees implicitly by delegating authority. 3.Punish and credit employees fairly and appropriately. 4.Be predictable, that is, react consistently to situations.

21. The Importance of Leadership Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Supportive leaders value and facilitate upward, downward, and horizontal communication. –They increase trust and credibility through their leadership style. –They respect and support employees. –They buy into a Theory Y orientation towards work.

22. The Importance of Leadership Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Tyrannical leadership leads to mistrust. –Employees become fearful of reprimand and are less likely to discuss problems or offer suggestions. –Employees are less likely to feel valued and more likely to become anxious communicators. (continued)

23. Summary Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 © Culture is shown through the rites, rituals, work practices, and artifacts that an organization possesses. Culture is the residue of communication behavior of organizational women and men. Climates are grounded in cultural practices and vary in levels of support for employees. Organizational credibility is needed for supportive climates. Leaders have power in fostering supportive or defensive climates.