Organizational Communication PDF

ORGANIZATIONAL the bottom of the hierarchy and those  Government institutions and agencies at all IV. CULTURE COMMUNICATION at the top of the hierarchy levels must also raise monies to pay...

ORGANIZATIONAL the bottom of the hierarchy and those  Government institutions and agencies at all IV. CULTURE COMMUNICATION at the top of the hierarchy levels must also raise monies to pay – is conceptualized as a collection of the LESSON 1  Flat Hierarchy – represents only a employees to provide us with our public ideas, themes, and values expressed by services. __________________________ couple of hierarchical layers, making it a particular social group 4. A Dynamic Systems – the characteristic features of everyday easier to communicate across the hierarchy  An organization must be responsive to existence shared by people in a place or POSITIONING ORGANIZATIONAL and interact with its customers and CULTURE  We can identify the power and time. clients, suppliers, and regulatory and Definition of Terms responsibility associated with each by economic environments. Views of Culture examining the messages communicated between levels as well 1. Sociological View of Culture – I. ORGANIZATION II. COMMUNICATION as looking at how those messages are examines culture across a type of – is a dynamic system of organizational – is the social process in which two or person (many of whom do not interact communicated. members, influenced by external more parties exchange information and o Executives – administer the with each other, not even indirectly) stakeholders, who communicate within share meaning. 2. Anthropological View of Culture – organization and are responsible for and across organizational structures in a examines the integrated patterns its overall direction and strategy purposeful and ordered way to achieve a III. ORGANIZATIONAL o Supervisors – facilitate groups of within an interacting community. superordinate goal. COMMUNICATION – is the complex employees in the day-to-day work and continuous process through which Types of Culture that supports this direction and Characteristics of Communication organizational members create, 1. Material Culture – physical things strategy, and employees engage in 1. Ordered and Purposeful Interaction maintain, and change the organization that are created by a society the work to create the organization's Among People by communicating verbally, nonverbally, 2. Non-Material Culture – or the product or service.  People engage with one another in electronically, and in writing with purposeful and ordered activity o Employees intangible things produced by a individuals and groups of people  They do not act randomly. Rather,  Communication interdependencies culture. In other words, the parts of engaged in roles as internal and external culture you cannot touch, feel, taste, organizations are sites of controlled and within and across organizational stakeholders. or hold. Common examples include coordinated activity. structures create and maintain  Organizational Roles – provide us organizations. Forms of Communication in an social roles, ethics, beliefs, or even with expectations and structures for 3. Superordinate Goals Organization language. our behaviors while we are engaged in  Interdependent interaction is required 1. Internal Operational a role because organizations are created to Communication – takes place within How do we know when something  Despite the lack of direct connection, achieve superordinate goals. an organization. It takes place in the becomes part of culture? employees are indirectly linked through  Superordinate Goal – is one that is form of orders, circulars, notices, A. If it is deeply felt or held, some type of network structure. so difficult, time-consuming, and emails, etc. B. Commonly intelligible, and 2. Communication within and across complex that it is beyond the capacity 2. External Operational C. If it is widely accessible to the cultural structures of one person. Communication – takes place group  Organizational structures may be – implies that two or more individuals between a business organization and determined by Functional Expertise, will work interdependently and people outside the organization. It V. ORGANIZATIONAL CULTURE Time Frame, or Geographical cooperatively to facilitate the can take place in the form of – is the set of artifacts, values, and Region. achievement of the organizational company presentations, assumptions that emerge from the  In all organizations some type of hierarchy goals, which, in turn, serve as a advertisements, displays, project interactions of organizational is created, and the power associated with members. vehicle or purpose for obtaining reports, etc. hierarchical levels is distributed through the – Culture is a pattern of shared basic assumptions organizational structure with some monies or the other resources 3. Personal Communication – is that the group [social units of all sizes] learned as members having more rights, required to sustain goal-directed undertaken without a specific it solved its problems of external adaptation and responsibilities, and power than others. activities. objective. Personal conversations, internal integration, that has worked well enough to be considered valid and, therefore, to be  Hierarchy – is a categorization  Whether profit or nonprofit, an gossip, and grapevine communication taught to new members as the correct way to system where individuals/ organization must have its economic are examples of personal perceive, think, and feel in relation to those departments are ranked over other viability as part of its goal. communication. problems. individuals/departments based on  In a capitalistic society, making money is – emerges from the complex and continuous Purpose of Organizational web of communication among members of skills, centrality, and status. always an underlying organizational goal regardless of what type of product or Communication the organization  Tall Hierarchy – represents many 1. To achieve coordinated action – it is a belief system created and managed service the organization manufactures or hierarchical layers between those at provides. 2. For information sharing by the organization's members using a 3. To express feelings and emotions communicative perspective Edgar Schein’s Layers of Culture ORGANIZATIONAL  multiple dyads, triads, and small 4. EMOTIONALLY CHARGED 1. Artifacts – are the visible signs of an COMMUNICATION groups interact in a variety of ways  the meanings that create organizational culture. They are the LESSON 2 creating a synergy that is impossible organizational culture are by definition shallowest indicator of what an __________________________ to fully predict not neutral organization’s culture is actually like.  artifacts, values, and assumptions are – Ex: posters, dress codes, job titles CORE CHARACTERISTICS OF CULTURE CHANGES through; only meaningful if we have some used, and the style and design of ORGANIZATIONAL CULTURE  Executives: departure from existing feeling or emotion about the artifact workspaces culture, subtle variations (in and what it means, positively or – while analyzing artifacts may give you organizational goals), respond to the negatively. some insight into what an organization’s 1. INEXTRICABLY LINKED TO ORGANIZATIONAL MEMBERS external environment  emotion gives meaning to culture; culture is like, they won’t provide much insight.  organizational culture cannot exist  Members: culture, reception to emotion influences how we make – changing an organization’s artifacts might independently of the organizational change, membership (the people) in sense of our work environments, for lead to some change in culture, but it members who create it general example, an assumption about how won’t achieve significant change.  all organizational members, by virtue one works, if questioned, will likely 2. Espoused Values – are the things of their interactions, help develop or 3. COMPETING VALUES AND draw emotion from the organizational that an organization says about its sustain it ASSUMPTIONS member defending the practice. culture and ways of working.  culture is inherited from the  It may look like the culture is  emotion saturates our work – Ex: organizational values and community consistently singular, from any (one) experiences ; emotions are likely to behaviors, company or employee position in the organization. However, be more heightened, and more  as new members learn the language charters, team contracts, perhaps it is more typical for organizations to controlled, by the organization as they system, and adopt the stories and vision and mission statements, and structure themselves into networks demand the performance or myths, they have the potential to alter the types of things promoted through based on tasks, relationships, management of certain emotions or them or create new ones. newsletters and so on information, and functions with feelings to meet organizational and – analyzing espoused values will provide  an organization's culture is a mix of organizational members identifying role expectations some insight into an organization’s culture, accepted practices, by a collective with, and belonging to, more than one and changing them will provide some level and dependent on organizational network 5. FOREGROUND AND of change to organizational culture. The members, past and present effects though won’t be huge.  organizational members have the BACKGROUND 3. Underlying Beliefs – are deeply held 2. DYNAMIC NOT STATIC opportunity to create many belief  organizational culture is systems, or subcultures, with both simultaneously the foreground and beliefs that are often hidden or hard  an infinite number of combinations of to define, and are usually based on overlapping and distinguishing the background of organization life verbal and nonverbal messages that something learned but never elements.  organizational members make sense can be sent and received  at the center of the organization's of their current interactions-the questioned.  even when managers try to direct an – are significantly deeper indicators of culture, clarity may reign, but at the foreground-based on their organization's culture, employees can an organization’s culture that reflect periphery, competing assumptions understanding of the existing culture- accept, reject, or in some way modify the way that the organization works and values create a fuzziness where the background these cultural directives assumptions and values are  current communication creates, on the inside.  organizational culture is not – Ex: assumptions about how they contradictory enhances, sustains, or contradicts the developed from the isolated should work with each other, beliefs existing culture, which in turn creates interactions of any two organizational TWO REASONS ACCOUNT FOR THIS about what behaviors will lead to a new background members,multiple dyads, triads, and workplace success or failure POTENTIAL  this cycle is continuous and never small groups interact in a variety of – this makes them the strongest levers 1. Interaction of organizational members complete; as a result, organizational ways creating a synergy that is of organizational change. However, 2. Modifiability of organizational symbols culture is a representation of the impossible to fully predict they are also the hardest levers to social order of an organization.  an organization's culture can also influence. However, they are also the From one event, two explanations  the interaction that is required to change as executives address emerge, each seen as valid by the hardest levers to influence. make an organization function, internal problems and opportunities, organizational community that creating the organizational reality in or as organizations respond to or contributes to and maintains a particular ORGANIZATIONAL CULTURE which people work; organizational create their external environments. view. – Through our interaction with organizational culture is communicatively members, we encounter an organization’s constructed culture Cultural Traffic – organizational culture is both changeable  a term to describe the variety of and complex. influences on organizational culture ORGANIZATIONAL MEMBERS TYPES OF ORGANIZATIONAL an objective that aligns with the ORGANIZATIONAL  so while we may commonly talk about CULTURE company’s larger goal, and there are COMMUNICATION an organization as a thing, from this often several degrees of separation LESSON 3 perspective its members 1. CLAN CULTURE between employees and leadership __________________________ communicatively construct it and the Focus: mentorship and teamwork roles. interactions of its members create its Description:  these are results-oriented THE ORGANIZATIONAL social and symbolic reality  is people-focused in the sense that organizations that focus on external THEORY  what is said and done, and how it is the company feels family-like. success rather than internal said and done in the present is  this is a highly collaborative work satisfaction. ORGANIZATIONAL THEORY interpreted by organizational environment where every individual is Pros: profitability and success – is the sociological study of the members against what was said and valued and communication is a top Cons: difficult employee engagement; structures and operations of social done, and how it was said and done priority. burnout organizations in the past to create the culture  it is often paired with a horizontal Examples: Factories – is a discipline that provides insights structure, which helps to break down into how businesses and STRONG CULTURE – are those in barriers between the C-suite and 4. HIERARCHY CULTURE organizations function, develop, and which organizational values and beliefs employees, and it encourages Focus: structure and stability adapt to changes in the external are widely shared and significantly mentorship opportunities. Description: environment influence people's behavior on the job Pros: high rates of employee  adhere to the traditional corporate – an important field of study for engagements; highly adaptable structure. managers and leaders who want to WEAK CULTURE – can arise when the environment  focused on internal organization by optimize their organizational core values are not clearly defined, Cons: it is difficult to maintain as the way of a clear chain of command and processes, structures, and strategies communicated, or widely accepted by company grows; productivity concerns multiple management tiers that – by understanding these dynamics, those working for the organization Examples: small businesses (palengke, separate employees and leadership. organizational theory offers valuable less supervised units)  in addition to a rigid structure, there’s information for improving ORGANIZATIONAL CULTURE is often a dress code for employees to effectiveness, efficiency, and WORK CULTURE – the combination of 2. ADHOCRACY CULTURE follow. Hierarchy cultures have a set performance ideologies in an organization that Focus: risk-taking and innovations way of doing things, which makes constitutes whether it is a great place to Description: them stable and risk-averse TYPES OF ORGANIZATIONAL work or not, is equally, and to an extent  organizations that are rooted from Pros: clear directives; well-defined THEORY sometimes more, important. innovation and adaptability; on the processes cutting-edge of their industry — Cons: little room for creativity, slow 1. CLASSICAL THEORY BASIS Nature TALL comprised of FLAT comprised of they’re looking to develop the next big adaptability, company over students  founded by Frederick W. Taylor various less hierarchical thing before anyone else has even “Father of Scientific Management” hierarchical levels IMPORTANCE OF ORGANIZATIONAL levels started asking the right questions.  focuses on how to divide up tasks of Span of culture narrow wide  value individuality in the sense that CULTURE a business’ formal structure Relations formal to informal relations are less formal employees are encouraged to think  Improve recruitment efforts depending on professional dynamics relations creatively and bring their ideas to the  Improve employee retention  viewed organizations as machines Level of coordination systematic; great level of coordination is low table.  Improve brand identity and humans as an extension of that coordination Pros: contributes to high profit margins  Improve engagement machine; overall efficiency can be Cost costly maximized cost and notoriety; focused on creativity and increased by making individuals more Decision- slow decision- fast decision- making making making new ideas; professional opportunities STEPS IN BUILDING A HIGH- efficient progress progress are easy to justify PERFORMING ORGANIZATIONAL  the underlying purpose of this theory Communication communication the may be delayed communication Cons: risk is risk; fostering competition CULTURE is to help businesses create the most or changed in the process is fast, direct, and clear  Excel recognition beneficial structures within a 3. MARKET CULTURE  Enable employee voice company to help the organization Focus: competition and growth  Make your leaders culture advocates accomplish its goals Description:  Live by your company values  helped standardize the management  prioritizes profitability and meeting  Forge connections between members process and increase efficiency goals  Focus on learning and development  everything is evaluated with the  Keep culture in mind from day one bottom line in mind; each position has  Personalize the employee experience  Four Principles of Classical Theory  a sense of belonging and social information is required if decisions 2. Cultural Values – the cultural a) Division of Labor – the work is acceptance is an important aspect of should be satisfactory values of a community can assigned to a person according to positive performance in the workplace influence customers' viewpoints his specialization and the interest  the feelings and sentiments of the 5. MOTIVATION THEORY and standards he has in the work workers should be taken into account  concerned with the study or work – this may influence whether they – this process results in maximum and respected before any change is motivation of employees of the support your business or product output with minimum introduced in the organization organization organization, and business leaders expenses  employees perform their job duties may use this theory to adapt to b) Scalar & Functional Processes – 3. MODERN THEORY accurately and productively when local cultural ethics refer to the existence of a  also called Modern Organizational management knows how to motivate 3. Education Systems – areas relationship between superior and Theory, considers interactions them correctly with strong education systems may subordinate between people within an  managers may consider intrinsic and be ideal for businesses that are in – professionals in management organization and the surrounding extrinsic factors that can impact their the technology industry or other instruct their employees to carry environment, as well as the employees' feelings and experiences companies that may rely on out actions, and employees return interpersonal interactions between to develop effective systems and employees with extensive information to be used to take members of the organization managerial strategies academic training decision or remedial action to  an organization is a dynamic system  Intrinsic Motivation – motivation that 4. Legal Considerations – the achieve the main objectives of the that responds and adjusts to the comes from an internal desire to legal and political environment, business changing environment accomplish a goal including the taxes and regulations – the line of authority is based on  professional leaders who adopt this  Extrinsic Motivation – motivation on business operations, may the principle of unity of command theory may use statistical and comes from external rewards and impact the stability and security of which means that each mathematical information to make praise an organization subordinate does work under one business decisions while also – this may influence its ability to superior only considering the satisfaction and 6. OPEN SYSTEMS THEORY remain productive and successful c) Structure – describes patterns of happiness of their employees  the concept that organizations are professional behavior that lead to strongly influenced by their IMPORTANCE OF ORGANIZATIONAL the accomplishment of the 4. CONTINGENCY THEORY environment THEORY TO BUSINESSES organization's goals  Herbert A. Simon  is a concept that argues that an  Enhancing Decision-Making – – structure is a tool that may  also called Decision Theory, views organization's environment influences Organizational theory provides facilitate relationships between all organizations as a structure it, and understanding the impact of companies with a systematic aspects of the company or composed of choice-makers, and this influence may help managers framework for decision-making. It business argues that there is no one right way develop more effective leadership helps managers recognize patterns, d) Span of Control – attributing the to make a decision strategies analyze complex situations, and appropriate numbers of employees make informed choices based on the  while people make business  these environmental factors could be to a supervisor so they can available data and theories. By decisions at all levels of an classified as: implement the principles of understanding how different variables organization, employees working at o Specific Factors: coordination, planning, motivation, and factors interact within the higher levels make the most valuable – vendors or distributors that a and leadership organization, managers can make or impactful choices company works with – it is about assigning the decisions corresponding to the  argues that the ideal decision or – industry competitors maximum number of employees to – government agencies that company’s objectives choice may differ from one a manager while also allowing organization to another, so choices control or interact with production  Improving Efficiency and Productivity them enough time and support to are dependent on various internal and regulation – Efficiency and productivity are vital lead their staff to the success of any business. and external factors  General Factors: (4 Aspects) Organizational theory enables 2. NEO-CLASSICAL THEORY  the success of a business is 1. Economic Conditions – the geographic location of a business companies to streamline processes, contingent on the decisions made by  focuses on the emotional and identify bottlenecks, and optimize the organization's leaders; suggested can have a great impact on the psychological components of peoples' resource allocation. By appreciating that the organizational structure be company's ability to grow and behavior in an organization the relationships between designed through an examination of remain successful because of local  sociologists and psychologists found economic trends and events, interdependencies and the points at which decisions must be topics like leadership, morale, and including recessions and economic interconnectedness of various parts made and the persons from whom cooperation contribute to professional upswings of an organization, leaders can spot habits and behaviors inefficiencies and implement changes  that enhance productivity. This can BASIC ELEMENTS OF and are distributed make decisions functions of each employee involve redefining roles and ORGANIZATIONAL STRUCTURE down the chain of before supervised by them responsibilities, improving DESIGN command; it gives communicating  most often, it implements a top-down communication, or restructuring 1. Work Specialization leaders the them to upper (centralized) decision-making process individual teams.  define how responsibilities are split ultimate control management; it where the department managers  Fostering Innovation and Adaptability between employees based on the job over decision- allows employees to report to upper management; ideally, making processes impact business – In today’s rapidly changing description. leaders of different teams decisions; large business world, companies must be  it splits projects into smaller work organizations are communicate regularly and coordinate adaptable and agile. Organizational activities and assigns digestible tasks much more their strategies while lower-level theory provides insights into how to individual employees susceptible to turn employees businesses can foster innovation,  the most common results of improper into this concept  the main challenge companies with a adapt to new challenges, and specialization are low efficiency and Pros: Pros: functional structure face is the lack of manage change. When business burnout it ensures greater greater autonomy coordination between departments leaders recognize strengths and 2. Documentation control over not only empowers  employees may lose the larger weaknesses, they can point out areas  an act of grouping specialists based business employees but also company context when focusing on for improvement and allocate on the job description, skills, location, processes; eliminates process very specific tasks and failing to resources to effectively nurture or other factors that connect them including only delay interact with members of other innovation.  the biggest challenge is choosing the those highly departments  Promoting Effective Leadership and criteria for departmentation experienced 2. Divisional Structure Employee Engagement – Effective professionals who  organizes employees around a 3. Chain of Command are able to foresee leadership is key for motivating  represents a system for passing the effect of common product or geographical employees, developing a positive instructions and reporting within an location decisions made in work environment, and achieving organization the long run  divisional organizations have teams goals. Organizational theory presents  ideally, it distributes the power, focused on a specific market or Cons: the amount Cons: significant information regarding supports knowledge sharing, and product line of time the also brings communication patterns, employee encourages employee accountability decision-making coordination  these smaller groups are relatively motivation, and leadership styles to  traditional chain of command makes process takes in challenges and independent and mainly follow a create a supportive work environment decision-making more complex and large companies higher expenses decentralized framework that encourages employee does not allow for much flexibility Often, it’s recommended that early-stage  company culture is dictated by top engagement.  modern approaches, on the other startups and small businesses go after a management, but operational hand, strive to enhance employee centralized organizational structure. Fast- decisions can be made by each autonomy and avoid growing companies and enterprises division independently ORGANIZATIONAL STRUCTURES micromanagement usually choose a decentralization 3. Matrix Structure  is the backbone of all the operating 4. Span of Control framework  team members report to several procedures and workflows at any  regulates the number of direct managers at once company reporters managed by a single 6. Formalization  having multiple supervisors allows for  it determines the place and the role of supervisor  determines to which extent business company-wide interaction and faster each employee in the business and is  to identify the right span of control, processes, policies, and job project delivery key to organizational development you need to evaluate your leaders’ descriptions are standardized  you’ll need to find a way to avoid  a clear structure allows every team capacity, workplace size, and  it may regulate communication authority confusion and prevent member to be involved. When experience level of employees between employees and managers, conflicts between managers employees know what they’re 5. Centralization & Decentralization workplace culture, operational 4. Team Structure responsible for and who they report to  are the concepts defining how procedures, etc.  creates small teams that focus on they’re more likely to take ownership managers, as well as employees, delivering one product or service of their work give input on company goals and TYPES OF ORGANIZATIONAL  teams that are capable of solving  organizational transformation is a strategy STRUCTURE problems and making decisions significant move to adapt to market 1. Functional Structure without bringing in third parties changes and keeping to a structure CENTRALIZATION DECENTRALIZATION  groups employees into different  team members are responsible for that has worked for years might Definition: Definition: lower- departments by work specialization managing their workload and have full simply become inefficient decisions are made level employees  each department has a designated control over the project by top managers pinpoint issues and leader highly experienced in the job  works well for global organizations purpose of building a clear structure, known as an organogram – it’s a and manufacturers key stakeholders, and their diagram used to visualize the 5. Network Structure responsibilities. This is your rough relationships between individuals,  it’s an act of joining the efforts of two plan for implementing an teams, and departments within an or more organizations with the goal of organizational structure that should organization delivering one product or service give you a direction for your next 5. Create a transition plan – Next, it’s  outsources independent contractors or steps. time to design an optimal workflow for vendors to complete the work – When creating a charter, you’ll be implementing or switching to a new  teams are built from full-time able to answer the following structure. Talk to the stakeholders employees as well as freelance questions: and decide on the deadlines for specialists – this way, in-house o Why do we need to design (or re- establishing a brand-new workers can spend most of their time design) an organizational organizational structure. Prepare a list focusing on the work they specialize in structure? of recommendations for top working with individuals who aren’t o When do we start? managers and team leaders that will integrated into your company culture o Who are the key stakeholders in help to communicate the change to results in lower formalization and this project? the rest of the organization. higher agility o What should we do first? 6. Implement your new structure – 6. Hierarchical Structure o Where is the company headed? From there, leaders should create an  it’s the most common organizational o Will our organizational structure be implementation plan that includes structure type that follows a direct relevant in a year? training their teams to adopt new chain of command 2. Build your strategy – To build a roles and skills, as well as how to  a chain of command, in this case, structure from scratch, you’ll need to follow a new decision-making and goes from senior management to start by outlining a long-term strategy reporting framework. Week by week, general employees through a range of and mapping out goals. Your future employees will become accustomed executives on the departmental and vision of your company determines to their new organizational structure team level which type of organizational structure and adapt to the change. will work best for you. 7. Monitor the impact – The transition  the highest-level executive has the highest power over the decision- 3. Assess your internal processes & process might take months, and the making process systems – If your business has performance of individual employees already been operating for quite some or even entire teams will likely go  this structure enables organizations to time, take a look at your current down at some point. However, you streamline business processes, strategy and try to highlight the areas can assess the impact of a new develop clear career paths, and of improvement. Do you need to structure in action only after the reduce conflicts revisit your core ideology and transition is complete.  slows down decision-making and may company culture? You can only – With a new organizational structure hurt employee morale answer this question by talking to in place, run the performance review 7. Flat Organization Structure your employees and managers. and talk to executives. It’s important  there are few middle managers – When you know where you stand that you monitor the contribution of between employees and top and have a clear vision of what you each individual department – chances managers want to achieve, creating an are the changes don’t work equally  the structure requires less supervision, organizational direction shouldn’t be a well for everyone at the company. increases employee involvement, and problem. 8. Gather feedback & improve – boosts trust in the workplace 4. Design your structure – A clear Again, once you implement an  a flat organization structure, also understanding of your company’s organizational structure, it’s never too called a “flatarchy”, is typically used by strategy lets you filter out irrelevant late to make adjustments. Alongside small businesses and startup organizational structure types and performance checks, survey your pick the one that fits with your core employees to learn how they feel HOW TO DESIGN YOUR values, mission, and goals. about a new structure. It can be that ORGANIZATION’S STRUCTURE – Choose one of the seven their input will help you fine-tune the 1. Create a charter – First of all, you organizational structures and use it as organizational design without extra need to prepare documentation. You a template for designing a custom cost and effort. need a project charter outlining the organizational chart. This chart is also