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Digital Key Concepts Management 102 Professor Estenson Chapter Two Organizational Communication 1 Key Concepts • Formal and Information Communication • Coordination of People and Groups – Organizational Design • Communication Style • Conflict Handling Styles 2 Formal Communication Includes 3 types of communication Inside the organization. . . Horizontal Downward Upward Messages flow downward through the chain of command—i.e., from manager to employee. Messages flow upward through the chain of command—i.e., from employee to boss. Copyright Cengage © 2011 Messages flow laterally between people of the same rank. 3 Informal Communication This is commonly known as The Grapevine Indicates the health of the organization Adds to employee satisfaction & commitment Indicates employee concerns Copyright Cengage © 2011 4 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 Copyright Cengage © 2011 5 Organization Models: Traditional (or Classical) Model • Scientific/Traditional – Taylor Sta – Fayol – Max Weber Organization Structure •Scientific design of each task Example: •Scientific selection of workers •Specific organizational •Adequate training and rewards Copyright Cengage © 2011 structure 6 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 Copyright Cengage © 2011 7 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 Copyright Cengage © 2011 8 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 Copyright Cengage © 2011 Tasks well-defined or is poorly defined 9 Transformational Model Virtual Multiunit Copyright Cengage © 2011 10 Communication Patterns • Top Down in Traditional and Scientific • Human Relations friendly, relaxed but still control focused • Human Resources team orientation • Systems no single best way • Transformational up-down-informal and team centered 11