1. OBBC Communication in an Organisation Chp: 3

2. OBBC Communication in an Organisation An organisation is the rational coordination of the activities of a number of people for the achievement of some common, explicit purpose or goal through the division of labour and function through the hierarchy of authority and responsibility.

3. OBBC Features of an Organisation 1.Mutual Coordination: Common Objectives Limited Resources 2. Common Objectives: Formal and clear mission & objective Hierarchy of the objectives for a better coordination. 3. Division of Labour& Function: (sharing of the task according to the volume of work and number of ppl) Specialization Departmentation Allocation of work according to the skills and speciality 4. Hierarchy of Authority & Responsibility: Chain of Command

4. OBBC Communication in an Organisation A formal organisation is a unit deliberately constructed to seek specific goal.  Planned division of responsibility  Explicit and well- defined structure  Rules and procedures guiding the conduct An informal organisation is a social unit arising spontaneously as a result of shared interests and circumstances.  Membership gained  Loosely structured  Flexible and spontaneous

5. OBBC Communication in an Organisation The need for information  Acquired from outside  Processed internally  Transmitted to outside System approach  Open system-> interacts with the environment  Open system is a complex system

6. OBBC Communication in an Organisation Inputs/ resources Human Financial Technical Outputs Goods &services Customer satisfaction Expert workers Public image

7. OBBC Information Needs of Management Information is thorough for managers before undertaking any task or communicating it. Analysis paralysis (Too much info) Mostly decisions are based on incomplete information. All is not available Beyond a certain limit, it is waste of time and money.

8. OBBC Information needs of employees Job description Work Production schedule Available resources Motivation, learning and development Performance criteria and standard Targets Budgets Rules and regulations

9. OBBC Information needs of employees Job satisfaction  Information relevant to work  Rewards Social needs  Interpersonal relationship  Job satisfaction  Motivation

10. OBBC Difference between managers/employee/ subordinate Greater access to job related information Less opportunities for informal and intimate communication Fewer peers to communicate

11. OBBC Output information by organisation Advertisment and promotion for  Product & services to the customer  Labour requirements candidated  Financial performance & plans investors shareholders  Mission &culture common public Order, request, instructions suppliers & contractors Invoice & statements customers Records of financial transaction auditors; inland revenues

12. OBBC Output information by organisation Letters of use & develpoment of premises Policies EFU

13. OBBC Communication routes Communication routes officialinformal

14. OBBC Communication routes informal channel diagonalhorizontal

15. OBBC Communication routes Official channel Verticalhorizontal

16. OBBC Communication system Downwards communication Upward communication Horizontal communication

17. OBBC Downwards communication (Purposes) Delegation Induction Rationale Appraisal Indoctrination

18. OBBC upwards communication (Purposes) One's own performance & problems Other’s performances & problems Report about a task Organisation practices & policies commented Suggestions

19. OBBC Horizontal communication (Purposes) Formal coordination & communication Informal establishment of relationship

20. OBBC Downward commuication Problems Lack of interest –contract –Acquisition –profitability Lack of understanding Lack of information

21. OBBC Downward commuication Problems Managers are not skilled, trained and confident : –Fear of undermining their authority –Fear of redundancy –Undermining the role of managers –Risk of organisation’s interest

22. OBBC Downward commuication Improvement measures  Regular system & mechanism: Briefings Meetings Interviews Manuals & newsletters Training session  Acceptance and value of communication as organisation culture by : Setting example by top management By making it criteria for promotion & selection of managers Encouraging informal news swapping Discouraging social status discrimination Training for better communication

23. OBBC Improvement measures  Helping the managers to overcome their fear by:  Appraisals and rewards for communication  Guidelines for communication  Allow to make mistakes

24. OBBC Upward communication Problems Inferiority complex Lack of interest Lack of understanding Busy superior Fear of consequences Sarcasm Rejection of idea Disappointment for managers Stepping out of the group Manager is not accessible

25. OBBC Upward communication Improvement measures Conduct regular meetings Brainstorming sessions Quality /service sessions Suggestion schemes with incentives Open door managers/surgery hours to discuss

26. OBBC horizontal communication Problems Feeling of encroachment Resistance to expertise Conflicts due to culture, working habit, coordination problem and distorted perception.

27. OBBC Horizontal Communication Improvement measures Inter-departmental meetings Job rotation Conflict resolution Communication officer Newsletter bulletins

28. OBBC Informal communication Accurate Official setup Network(shared interest or exchange informal info) grapevine

29. OBBC Coordination Methods & Organisation Hierarchy Mutual adjustment Direct supervision Standardisation

30. OBBC Poor Coordination Derek Pugh gives the list of poor coordination identification: Persistent conflicts Overloading of problems Fudging of integration issues Use of red tape to ensure integrity Empire buildings by coordinators External conflicts

31. OBBC Reasons for lack of coordination Lack of mutual planning Difference of time and work pressure Leadership style Orgsnisation structure Dislikes and rivalries Difference in middle time and techno structure Difference in skills Innovative to environmental Poor communication

32. OBBC Purpose of communication in an organisation Exchanhge of info Tool for instructions Persuasion Reinforcement Establish relationships Publicise needs and requirements

33. OBBC Internal needs of communication Establishing mission of organisation Develop the plans to achieve the mission and objectives Control the plan Organizing staff and other resources Creating desirable environment

34. OBBC External needs of communication Providing information about plan, coordination and activities of the management Providing information about organisation and its services to the people outside Encouraging formulation, swapping and testing Coordination of interdependent subsystems Fulfilling the needs of employees Interpersonal relationship Ensuring effective linkage