1. Copyright © 2008 Wadsworth / Ch. 2 Organizational Communication 2 2 Eighth Edition

2. Copyright © 2008 Wadsworth / Ch. 2 The Rise and Fall of Enron © Greg Smith/Corbis

3. Copyright © 2008 Wadsworth / Ch. 2 Communication Inside the Organization

4. Copyright © 2008 Wadsworth / Ch. 2 Downward downward Messages flow downward through the chain of command— i.e., from manager to employee. Includes 3 types of communication...

5. Copyright © 2008 Wadsworth / Ch. 2 Downward Upward upward Messages flow upward through the chain of command— i.e., from employee to boss. Includes 3 types of communication...

6. Copyright © 2008 Wadsworth / Ch. 2 Includes 3 types of communication... Downward Upward Horizontal laterally Messages flow laterally between people of the same rank.

7. Copyright © 2008 Wadsworth / Ch. 2 Employee performance appraisals Job instructions Job rationale Policy & procedures Motivational appeals Normally Includes... Walter Hodges/Stone/Getty Images

8. Copyright © 2008 Wadsworth / Ch. 2 Employee work, achievements & progress Employee opinions & feelings Outlines of work problems Ideas for improvement Normally Includes... © Jason Harris

9. Copyright © 2008 Wadsworth / Ch. 2 Coordinating tasks Solving complex problems Sharing information Resolving conflicts Empowering teams Especially important for... © Jason Harris

10. Copyright © 2008 Wadsworth / Ch. 2 Indicates the health of the organization Adds to employee satisfaction & commitment Indicates employee concerns Is 75-95% accurate Travels fast Information carried by the “Grapevine”... Thomas Perdew/Focus Group/PictureQuest

11. Copyright © 2008 Wadsworth / Ch. 2 Coordination of People and Groups

12. Copyright © 2008 Wadsworth / Ch. 2 Mutual adjustment Direct supervision Standardization © Jason Harris

13. Copyright © 2008 Wadsworth / Ch. 2 Organization Models

14. Copyright © 2008 Wadsworth / Ch. 2

15. Taylor (Bottom Up—concerned with employee problems ) Scientific Management Bonus

16. Copyright © 2008 Wadsworth / Ch. 2 Scientific design of each task Scientific selection of workers Adequate training & rewards Division of labor & responsibilities

17. Copyright © 2008 Wadsworth / Ch. 2 ( ) (Top down —concerned with manager problems ) Bureaucratic Management Weber Theory X Fayol’s Bridge

18. Copyright © 2008 Wadsworth / Ch. 2 Fayol’s Bridge Fayol’s Bridge

19. Copyright © 2008 Wadsworth / Ch. 2 Messages travel downward Upward messages limited Fear & distrust of management Decisions made by top management

20. Copyright © 2008 Wadsworth / Ch. 2 Human Relations Model TLC Mayo

21. Copyright © 2008 Wadsworth / Ch. 2 Human Resources Model “Teams” QC Theory Y McGregor

22. Copyright © 2008 Wadsworth / Ch. 2 Messages travel in all directions Decisions shared & based on complete input Feedback & listening encouraged Atmosphere of confidence & trust exists Downward messages satisfy employees

23. Copyright © 2008 Wadsworth / Ch. 2 Exploitive/Authoritative Benevolent/Authoritative Consultative Participative © Jason Harris

24. Copyright © 2008 Wadsworth / Ch. 2 Systems/Contingency Model “Best style all depends” “Best style all depends” Fiedler Culture Theory Z Situation

25. Copyright © 2008 Wadsworth / Ch. 2 Leadership depends on three variables According to Fiedler... (1) Leader-follower relations (liked or not liked) (2) Position of power (powerful or weak) (3) Task structure (organized or not organized)

26. Copyright © 2008 Wadsworth / Ch. 2 Leadership depends on three variables Task or traditional orientation best when well likedpowerfulwell- defined tasks (1) The manager well liked, powerful, with well- defined tasks. OR dislikedpowerless poorly-defined tasks (2) The manager disliked, relatively powerless, with poorly-defined tasks. According to Fiedler...

27. Copyright © 2008 Wadsworth / Ch. 2 Leadership depends on three variables Task or traditional orientation best when Human relations orientation best when --Manager moderately liked --Manager somewhat powerful, and --Tasks moderately defined According to Fiedler...

28. Copyright © 2008 Wadsworth / Ch. 2 House says job satisfaction & performance contingent on... Satisfaction with job Uncertainty and difficulty of job Communication style of supervisor

29. Copyright © 2008 Wadsworth / Ch. 2 Transformational Model VirtualMultiunit

30. Copyright © 2008 Wadsworth / Ch. 2 T Temporary venture among companies Each company has specialty Mutual adjustment as means of coordination Conditional employment

31. Copyright © 2008 Wadsworth / Ch. 2 Separate and autonomous businesses Decentralized structure Flexibility of smaller businesses Jose Luis Pelaez, Inc./CORBIS

32. Copyright © 2008 Wadsworth / Ch. 2 Communication Differences

33. Copyright © 2008 Wadsworth / Ch. 2 Rational, task-oriented, usually written Social side less important Structured roles define expectations Expectations determined by position Mainly downward Patterns of communication include...

34. Copyright © 2008 Wadsworth / Ch. 2 Patterns of communication include... Supportive, but mainly downward Employee needs treated with TLC Feedback from employees & grapevine Communication skills used to develop & maintain relationships

35. Copyright © 2008 Wadsworth / Ch. 2 Team oriented & participative Info & feedback flow freely up & down Informal communication encouraged Communication skills needed at all levels Patterns of communication include...

36. Copyright © 2008 Wadsworth / Ch. 2 No single best way to communicate Communication influenced by situation Communication flexibility valued Requires communication skills at all levels Patterns of communication include...

37. Copyright © 2008 Wadsworth / Ch. 2 Horizontal communication essential Upward & downward communication used Awareness of frame-of-reference differences Much communication electronic Patterns of communication include...

38. Copyright © 2008 Wadsworth / Ch. 2 2 2