Communicating for

Results
9e Organizational
2 Communication
Key Ideas
Formal and Informal
communication
Coordination of people and
groups
Organization Models

1
Copyright Cengage 2011
 Consider this . . .
It is structure that enables people to work
together, and in so doing to accomplish
things beyond the abilities of unorganized
individuals.
Wagner & Hollenbeck, Organizational Behavior, Southwestern, 2004

Copyright Cengage 2011 2

 The Rise and Fall of Enron
Read or describe the case study
Answer the following questions:
What type of informal/formal
communication was used at Enron?
Which organizational model was used?
What role did rank and yank play in Enrons
unethical practices?

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 Formal Communication
Includes 3 types of communication Inside the organization. . .

Horizontal
Downward Upward
Messages flow downward Messages flow upward Messages flow
through the chain of through the chain of laterally between
commandi.e., from commandi.e., from people of the same
manager to employee. employee to boss. rank.

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 Downward Communication
Employee performance appraisals
Job instructions
Job rationale
Policy & procedures
Motivational appeals

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 Upward Communication
Employee work, achievements & progress
Employee opinions & feelings
Outlines of work problems
Ideas for improvement

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 Informal Communication
This is commonly known as The Grapevine
Indicates the health of the organization
Adds to employee satisfaction &
commitment
Indicates employee concerns >

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 Informal Communication
Is 75-95% accurate
Travels fast
Effective managers use The Grapevine

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 Informal Communication
Information carried by the Grapevine . . .

Indicates the health of the organization

Adds to employee satisfaction & commitment
Indicates employee concerns
Is 75-95% accurate
Travels fast

Thomas Perdew/Focus Group/PictureQuest

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Coordination of People and Groups
Mutual adjustment horizontal
communication between peers who meet
to make work decisions
Direct supervision supervisors have the
authority to organize and direct work
Standardization specific written
standards for tasks, output levels, skills
and workplace norms

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 Organization Models:
Traditional (or Classical) Model
Scientific Bureaucratic

Standardized employee tasks Organization Structure

Example: Taylors Best Way Example: Fayols Best Way

Scientific design of each task Specific organizational structure

Scientific selection of workers Clear division of labor
Adequate training and rewards Formal chain of command
for productivity
Division of both labor and
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 Fayols Bridge
Normal line of
A communication

B C

Fayols bridge:
Bypasses chain
Of command
D E F G

X X X X X X X X X X X
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Human Relations Model

Mayo

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 Human Relations Model
Pioneered by Elton Mayo and colleagues
between 1927 and 1932
Based on conclusions of Hawthorne plant
study
Workers in relaxed congenial work groups
with supportive supervisors are more
productive
Peer relationships significantly influences
productivity
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Human Resources Model

Teams

QC Theory Y

McGregor
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 Human Resources and Human
Relation Models
Human Relations
People wish to be liked and
respected.
If there needs are met, employees will
produce for the organization.
Managers should convince workers that
they are valuable team members.
Managers should allow employee
participation in routine decision making.
Sharing information with employees will
increase their satisfaction, which will
improve their morale and reduce
resistance to authority, thus improving
productivity.
Copyright Cengage 2011
Human Resources
Most people desire a sense of
accomplishment.
Most employees have untapped
resources and are capable of more than
most jobs allow.
Managers should tap and guide each
employees hidden talents and creativity
to harmonize with organizational goals.
Managers should allow (and encourage
employee participation in routine and
important decision making situations
Employee satisfaction is a by-product of
improved performance
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 McGregors Theory X
Messages travel downward
Upward messages limited
Fear & distrust of
management
Bureaucratic
Decisions made by top
management

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 McGregors Theory Y
Messages travel up and down in the
organization
Decisions shared & based on input from
all levels
Feedback is encouraged in an upward
direction >

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 McGregors Theory Y
Atmosphere of confidence & trust exists
Downward messages satisfy needs of
employees
Decision making is based on messages
from all levels improving decision
accuracy and quality

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 Beliefs of Theory X and Y Managers
Theory X (Traditional)
1. The average person has an inherent dislike of
work and will avoid if possible.
2. Most people will not strive to achieve
organizational objectives unless they are
coerced, controlled, directed, and threatened
with punishment
3. The average person prefers to be directed,
whishes to avoid responsibility, has relatively
little ambition, and wants security above all
else.
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Theory Y (Human Resources)
1. The use of physical and mental energy in work
is as natural as play and rest.
2. External control and threats are not only ways
to motivate workers to meet organizational
objectives. A person who is committed to the
objectives will exercise self-direction and self-
control.
3. Commitment to objectives is a motivator and a
function of rewards and achievement.
4. Under proper conditions, workers learn not
only to accept but also to seek responsibility.
5. The capacity to exercise a relatively high
degree of ingenuity and creativity is widely
distributed in the population
6. The intellectual potentialities of most people
are only partly utilized in modern
organizations.
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 Elements of Likerts Four Systems
Supportive relationships based on
trust
Group decision making and group
supervision
High performance goals
Formal and informal
communication

Jason Harris
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Systems/Contingency Model

One model does

not fit all

Culture Fiedler
Situation
Theory Z

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 Systems Theory
Concerned with the organization as a
whole
All types of communication and feedback
essential
One person can affect the entire
organization
Used to build and maintain corporate
culture

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 Contingency Theory
Leadership depends on three variables
Leader-follower relations (liked or not liked)
Position of power (powerful or weak)
Task structure (organized or not organized)
Task or traditional leadership best when
Manager well liked or is disliked
Tasks well-defined or is poorly defined >

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 Contingency Theory
Human Relations Orientation best when
Manager is moderately liked
Manager is somewhat powerful
Tasks are moderately defined

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 Path-Goal Theory
Developed by Robert House (1971)
Identified factors of job performance and
satisfaction
Satisfaction with job
Uncertainty and difficulty of job
Communication style of supervisor

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Transformational Model

Virtual Multiunit

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 Communication Patterns:
Traditional Model
Rational, task-oriented, usually written
Social side less important
Structured roles define expectations
Expectations determined by position
Mainly downward

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 Communication Patterns:
Human Relations Model
Supportive, but mainly downward
Employee needs treated with TLC
Feedback from employees & grapevine
Communication skills used to develop &
maintain relationships

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 Communication Patterns:
Human Resources Model
Team oriented & participative
Info & feedback flow freely up & down
Informal communication encouraged
Communication skills needed at all levels

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 Communication Patterns:
Systems/Contingency Model
No single best way to communicate
Communication influenced by situation
Communication flexibility valued
Requires communication skills at all
levels

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 Communication Patterns:
Transformational Model
Horizontal communication essential
Upward & downward communication
used
Awareness of frame-of-reference
differences
Much communication electronic

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 Communicating for
Results
9e Organizational
2 Communication
Key Ideas
Formal and Informal
communication
Coordination of people and
groups
Organization Models

33
Copyright Cengage 2011