Organizational Communication Week 3 & 4 PDF
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National Defence University
Maria N. Shahid
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This document is about Organizational Communication, discussing the importance of human relations in the workplace. It summarizes the Hawthorne Studies, examining various approaches to organizational communication, including Theory X and Theory Y, and how each theory impacts efficiency and employee satisfaction.
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Course code: LMS 215 Organizational Communication BS 3rd Semester Maria N. Shahid Room#19, Leadership & Management Studies (LMS), National Defence University (NDU), Islamabad. Pakistan. Organizational Communication (Co...
Course code: LMS 215 Organizational Communication BS 3rd Semester Maria N. Shahid Room#19, Leadership & Management Studies (LMS), National Defence University (NDU), Islamabad. Pakistan. Organizational Communication (Course code: LMS 215) 2 Agenda Human Relations and Human Resources Approaches ▪ The Human Relations Approach Organizational Communication (Course code: LMS 215) 3 Aspects which are Absent in the Classical Management Theories ▪ Certain aspects of organizational communication are conspicuously absent from classical theories. ▪ For example, ▪ These theorists pay little attention to the individual needs of employees, to nonfinancial rewards in the workplace, or to the prevalence of social interaction in organizations. ▪ These theorists were also uninterested in how employees could contribute to meeting organizational goals through knowledge, ideas, and discussion—the only valued contribution was that of physical labor. Organizational Communication (Course code: LMS 215) 4 (Cont’d) ▪ Which means, ▪ Ignored the human aspect of work, such as employee morale, social needs, and interpersonal relationships. ▪ Viewed organizations as closed systems, neglecting the impact of social dynamics and external factors on productivity. Organizational Communication (Course code: LMS 215) 5 The Human Relations Approach Human relations approach that emphasizes the importance of human needs in the workplace. Organizational Communication (Course code: LMS 215) 6 From Classical Theory to Human Relations: The Hawthorne Studies ▪ From 1924 to 1933, several research investigations* were conducted at the Western Electric Company’s Hawthorne plant in Illinois, collectively known as the Hawthorne studies. ▪ Elton Mayo of Harvard University and his research team were initially interested in how changes in the work environment would affect the productivity of factory workers. Elton Mayo who led the research team at Hawthorne (* All except the first of these studies were conducted by Elton Mayo.) Organizational Communication (Course code: LMS 215) 7 (Cont’d) ▪ These research interests were quite consistent with the prevailing theories of classical management (especially Frederick Taylor’s Theory of Scientific Management). ▪ Like Taylor and other supporters of scientific management, the research team at the Hawthorne plant attempted to discover aspects of the task environment that would maximize worker output and hence improve organizational efficiency. ▪ Initially aimed at understanding the impact of physical work conditions on productivity, these studies uncovered deeper insights about human behavior in organizations. Organizational Communication (Course code: LMS 215) 8 (Cont’d) ▪ The Hawthorne Studies were pivotal in moving from Classical Theory to Human Relations. ▪ Four major phases marked the Hawthorne studies: 1. The Illumination Studies, 2. The Relay Assembly Test Room Studies, 3. The Interview Program, and Led and Conducted by Elton Mayo and the Research Team 4. The Bank Wiring Room Studies. Organizational Communication (Course code: LMS 215) 9 (Cont’d) 1. The Illumination Studies ▪ Conducted before the entry of Elton Mayo. ▪ Designed to determine the influence of lighting level on worker productivity. ▪ In these studies, two groups of workers were isolated. ▪ Control group: Lighting was held constant. ▪ Experimental: Lighting was systematically raised and lowered. Organizational Communication (Course code: LMS 215) 10 (Cont’d) ▪ There was no significant difference between the productivity of the control group and the experimental group. ▪..except when workers were laboring in near darkness, productivity tended to go up in both groups under all conditions. ▪ This suggested that factors other than physical conditions were influencing performance. ▪ It was at this point that Mayo’s research team entered the scene to further investigate these counterintuitive findings. Organizational Communication (Course code: LMS 215) 11 (Cont’d) 2. The Relay Assembly Test Room Studies ▪ A small group of women were observed under varying work conditions, such as changes in rest breaks, work hours, temperature, humidity, refreshments, and incentives. ▪ Productivity increased regardless of changes in physical conditions. Women in the Relay Assembly Test Room at the Hawthorne Western Electric Plant Organizational Communication (Course code: LMS 215) 12 (Cont’d) ▪ Researchers concluded that social factors, like extra attention from supervisors and a sense of group cohesion, had a significant impact on performance and productivity ▪ Social satisfactions arising out of human association in work were more important determinants of work behavior in general and output in particular than were any of the physical and economic aspects of the work situation to which the attention had originally been limited. Organizational Communication (Course code: LMS 215) 13 (Cont’d) 3. The Interview Program ▪ Over 20,000 workers were interviewed to understand their attitudes towards work. ▪ Although the goal of these interviews was to learn more about the impact of working conditions on productivity, the interviewers found workers more interested in talking about their feelings and attitudes. ▪ Employees' feelings, perceptions, and personal experiences were crucial factors influencing their work behavior. Organizational Communication (Course code: LMS 215) 14 (Cont’d) ▪ Many problems of worker-management cooperation were the results of the emotionally based attitudes of the workers rather than of the objective difficulties of the situation. Organizational Communication (Course code: LMS 215) 15 (Cont’d) 4. The Bank Wiring Room Studies ▪ A final series of investigations involved naturalistic (nonexperimental) observation of a group of men in the bank wiring room. ▪ Researchers observed a group of male workers to study informal group dynamics and social interactions. ▪ Observations revealed that, ▪ Men developed norms regarding the proper level of productivity and exerted social pressure on each other to maintain that level. ▪ Slow workers were pressured to speed up, and speedy workers were pressured to slow down. Organizational Communication (Course code: LMS 215) 16 (Cont’d) ▪ Workers developed informal norms and relationships that influenced productivity, often setting their own pace of work to avoid pressure from management. ▪ This social pressure (similar to the notion of systematic soldering) existed in opposition to the organization’s formal goals regarding productivity contained in production targets and incentive schedules. Social group’s influence on worker behavior exceeded the leverage exerted by the formal organizational power structure. Organizational Communication (Course code: LMS 215) 17 (Cont’d) Explanation of the Findings Explanation revolved around the Social and Emotional needs of the workers. First: ▪ The researchers concluded that worker output increased as a direct result of the attention paid to workers by the researchers. ▪ This phenomenon—whereby mere attention to individuals causes changes in behavior—has come to be known as the Hawthorne effect. Organizational Communication (Course code: LMS 215) 18 (Cont’d) Second: ▪ The researchers concluded that worker output was increased through the working of informal social factors. Third: ▪ The researchers believed that management style could account for some of the observed productivity changes Organizational Communication (Course code: LMS 215) 19 (Cont’d) Contributions of Hawthorne Studies: ▪ Because of these studies, theorists, researchers, and practitioners began to turn away from the mechanistic views of classical theories and instead consider the possibility that human needs and social interaction played an important role in organizational functioning. ▪ Shift in Management Focus: Emphasized the importance of considering employee emotions, social interactions, and workplace satisfaction in addition to productivity and efficiency. Organizational Communication (Course code: LMS 215) 20 (Cont’d) ▪ Holistic View of Organizations: Encouraged a view of organizations as social systems where interpersonal relationships and group dynamics play a critical role in overall effectiveness. ▪ Introduction of Human Relations Theories: Laid the groundwork for theories by scholars like Elton Mayo, who is often called the father of the Human Relations Movement, as well as Abraham Maslow and Douglas McGregor. Organizational Communication (Course code: LMS 215) 21 Emergence of Human Relations Approach ▪ The insights from the Hawthorne Studies led to the development of the Human Relations approach, which emphasized the importance of human needs and social dynamics in the workplace. Key Principles of the Human Relations Approach: 1. Social and Psychological Needs: ▪ Unlike Classical Theory, which viewed workers as economic beings, the Human Relations approach recognized that workers have social and psychological needs, such as the need for recognition, belonging, and respect. Organizational Communication (Course code: LMS 215) 22 (Cont’d) 2. Importance of Informal Groups: ▪ Informal social groups within the workplace have a powerful influence on individual behavior and productivity. ▪ Understanding and addressing these social dynamics is essential for effective management. Organizational Communication (Course code: LMS 215) 23 (Cont’d) 3. Communication ▪ Effective communication, not just directives from the top, is crucial for fostering a positive organizational environment. ▪ Workers should be encouraged to share their opinions and participate in decision- making. Organizational Communication (Course code: LMS 215) 24 (Cont’d) 4. Employee Motivation and Satisfaction: ▪ Managers should focus on improving employee motivation and job satisfaction through supportive leadership, recognition, and creating a positive work environment. Organizational Communication (Course code: LMS 215) 25 Maslow’s Hierarchy of Needs Theory Organizational Communication (Course code: LMS 215) 26 Maslow’s Hierarchy of Needs Theory ▪ Maslow’s Hierarchy of Needs Theory, proposed by Abraham Maslow in 1943, is a psychological framework that explains human motivation based on a hierarchy of five levels of needs. ▪ Maslow's theory has profound implications for organizational communication and management practices, particularly in motivating employees and fostering effective communication in the workplace. Organizational Communication (Course code: LMS 215) 27 (Cont’d) The Five Levels of Maslow’s Hierarchy: 1. Physiological Needs (Base of the pyramid) and Communication: ▪ Basic survival needs: food, water, shelter, and rest. ▪ In the workplace: fair wages, reasonable work hours, breaks, and a safe working environment. Organizational Communication (Course code: LMS 215) 28 (Cont’d) ▪ Focus on basic work conditions: Organizations must ensure clear communication about wages, breaks, and benefits. ▪ Channels of communication: Basic information about employee rights, safety standards, and workplace facilities should be communicated openly and frequently. Organizational Communication (Course code: LMS 215) 29 (Cont’d) 2. Safety Needs: ▪ Physical and emotional security: safety from harm, job security, stability, and freedom from fear. ▪ In the workplace: job security, benefits (e.g., health insurance), a stable and organized environment, and clear organizational policies. Organizational Communication (Course code: LMS 215) 30 (Cont’d) ▪ Job security and stability: Employees need assurance about the future of their job. Regular, transparent communication about company performance, job stability, and future goals helps alleviate anxieties. ▪ Policy communication: Clear communication of safety protocols, HR policies, and benefits creates a secure work environment. ▪ Conflict resolution: Open channels to report harassment, discrimination, or workplace violence are crucial for emotional safety. Organizational Communication (Course code: LMS 215) 31 (Cont’d) Example: ▪ Communication about health and safety measures: During events like a pandemic, organizations can provide regular updates about workplace sanitization efforts and health protocols, which address both physiological and safety needs. ▪ Compensation communication: Clear and transparent communication regarding wages, bonuses, and job security fulfills basic and safety needs. Organizational Communication (Course code: LMS 215) 32 (Cont’d) 3. Social Needs (Love and Belonging): ▪ Emotional needs: relationships, friendship, love, a sense of belonging in groups. ▪ In the workplace: positive relationships with colleagues, a sense of belonging to a team, and good social interaction. Organizational Communication (Course code: LMS 215) 33 (Cont’d) ▪ Building team cohesion: Organizations should foster communication that encourages positive social interactions, such as teamwork, collaboration, and peer support. ▪ Inclusive communication: Encouraging a culture where everyone feels included helps employees feel like valued members of the team. ▪ Mentorship programs: Formal communication channels for mentorship or buddy systems help employees feel connected. Organizational Communication (Course code: LMS 215) 34 (Cont’d) ▪ Example: ▪ Social networking and collaboration platforms: Encouraging the use of digital platforms for team collaboration fosters a sense of belonging. ▪ Team-building exercises: Communication about team-building activities or social events helps employees form bonds and feel part of a community. Organizational Communication (Course code: LMS 215) 35 (Cont’d) 4. Esteem Needs: ▪ Needs for recognition, self-respect, achievement, and status. ▪ In the workplace: recognition of accomplishments, promotions, awards, positive feedback, and meaningful work that enhances self-worth. Organizational Communication (Course code: LMS 215) 36 (Cont’d) ▪ Recognition and feedback: Regular positive feedback, recognition of achievements, and communication of individual and team successes contribute to fulfilling esteem needs. ▪ Empowerment through communication: Encouraging employees to voice their opinions and ideas during meetings and recognizing their contributions fosters a sense of accomplishment and respect. ▪ Promotional opportunities: Communicating the path for growth, promotions, and additional responsibilities gives employees the chance to develop professionally. Organizational Communication (Course code: LMS 215) 37 (Cont’d) Example: ▪ Award ceremonies or recognition programs: Communicating employee achievements through newsletters, emails, or public recognition events addresses esteem needs. ▪ Feedback mechanisms: Providing regular, constructive feedback during one-on- one sessions or performance reviews boosts employees’ confidence and self- esteem. Organizational Communication (Course code: LMS 215) 38 (Cont’d) 5. Self-Actualization (Top of the pyramid): ▪ The need for personal growth, self-fulfillment, and realizing one’s full potential. ▪ In the workplace: opportunities for professional development, creative expression, autonomy, and the pursuit of challenging and meaningful goals. Organizational Communication (Course code: LMS 215) 39 (Cont’d) ▪ Opportunities for growth: Communication should focus on opportunities for learning, development, and career advancement to help employees achieve their full potential. ▪ Autonomy and creativity: Organizations can communicate a vision that promotes autonomy, allowing employees to take on innovative projects and self-directed tasks. ▪ Purpose-driven communication: Emphasizing the company's mission and aligning individual goals with organizational objectives can help employees find personal meaning in their work. Organizational Communication (Course code: LMS 215) 40 (Cont’d) ▪ Example: ▪ Professional development programs: Communication about training sessions, workshops, and opportunities to take on leadership roles encourages employees to achieve their potential. ▪ Encouraging innovation: Organizations that promote creative problem-solving and new ideas through open communication fulfill self-actualization needs. Organizational Communication (Course code: LMS 215) 41 McGregor’s Theory X & Theory Y Organizational Communication (Course code: LMS 215) 42 (Cont’d) ▪ Theory X and Theory Y were proposed by Douglas McGregor in his 1960 book "The Human Side of Enterprise," which presents two contrasting views of human behavior at work and the assumptions managers make about their employees: Theory X (Authoritarian Approach) Theory Y (Participative Approach) ▪ These theories have a significant impact on organizational communication and leadership styles. Organizational Communication (Course code: LMS 215) 43 (Cont’d) Theory X ▪ Assumes that employees are inherently lazy, dislike work, and need to be closely supervised. ▪ Believes employees must be coerced, controlled, and threatened with punishment to perform their tasks. ▪ Emphasizes a top-down communication style, where instructions and decisions flow from managers to employees with minimal input from subordinates. Organizational Communication (Course code: LMS 215) 44 (Cont’d) Theory X and Organizational Communication ▪ Command-and-control communication: In Theory X, communication tends to be highly structured, hierarchical, and one-way, with managers issuing directives to employees. ▪ Top-down communication: Information typically flows from the top to the bottom, and employees have little to no input in decision-making processes. Organizational Communication (Course code: LMS 215) 45 (Cont’d) ▪ Limited feedback: Feedback channels are often closed or limited in Theory X environments. Employees may not be encouraged to share ideas or give feedback, and communication primarily focuses on performance monitoring. ▪ Focus on rules and policies: Communication often centers around enforcing policies, procedures, and disciplinary measures to maintain control and ensure compliance. ▪ Low trust and minimal autonomy: Managers may not trust employees to work independently, leading to frequent check-ins, rigid supervision, and strict communication protocols. Organizational Communication (Course code: LMS 215) 46 (Cont’d) Example of Communication in Theory X: ▪ A factory manager sends out daily memos instructing workers on their specific tasks for the day, emphasizing that failure to meet quotas will result in penalties. ▪ Employees are not asked for input or feedback and are expected to follow orders without question. Organizational Communication (Course code: LMS 215) 47 (Cont’d) Theory X Communication Strategies ▪ Direct supervision: Frequent and direct communication from managers to ensure tasks are completed according to plan. ▪ Control-oriented messaging: Messages that reinforce authority, discipline, and strict adherence to company policies. Organizational Communication (Course code: LMS 215) 48 (Cont’d) ▪ Limited transparency: Managers may withhold certain information, believing that employees don’t need to know everything happening at higher levels of the organization. ▪ Performance monitoring: Communication focuses on measuring performance, addressing failures, and reinforcing consequences for non-compliance. ▪ Formal channels: Communication is more likely to be formal, with limited social interaction, relying heavily on memos, emails, and official documents. Organizational Communication (Course code: LMS 215) 49 (Cont’d) Theory X Advantages ▪ Clear structure: Communication is clear, straightforward, and ensures that employees know exactly what is expected of them. ▪ Efficiency: This approach can be useful in environments where tasks are repetitive, standardized, or require little creativity. ▪ Quick decision-making: Since decisions are made at the top, there may be less time spent on discussions and deliberations, leading to faster execution. Organizational Communication (Course code: LMS 215) 50 (Cont’d) Theory X Disadvantages ▪ Lack of employee engagement: Employees may feel disconnected, undervalued, or unmotivated due to the top-down nature of communication. ▪ Stifled innovation: Limited opportunities for employees to provide input or share ideas can stifle creativity and innovation. ▪ Low morale: Constant supervision and control can lead to resentment, high turnover, and low job satisfaction. Organizational Communication (Course code: LMS 215) 51 (Cont’d) Theory Y ▪ Assumes that employees are self-motivated, enjoy responsibility, and are capable of self-direction and creativity. ▪ Believes employees seek out work and are willing to take on responsibilities without being constantly monitored. ▪ Encourages a more democratic communication style, where managers foster open dialogue, involve employees in decision-making, and trust them to manage their work. Organizational Communication (Course code: LMS 215) 52 (Cont’d) Theory Y and Organizational Communication ▪ Open and participative communication: Theory Y fosters a collaborative and inclusive communication environment where employees are encouraged to share their ideas, feedback, and concerns. ▪ Two-way communication: Information flows both ways—managers communicate with employees and actively seek out their input, promoting a more engaging and interactive communication process. Organizational Communication (Course code: LMS 215) 53 (Cont’d) ▪ Encouraging creativity and innovation: Employees are trusted to be creative and autonomous in their work, and communication encourages innovation and the sharing of new ideas. ▪ Empowerment through communication: Managers focus on empowering employees by providing clear expectations, encouraging self-management, and offering constructive feedback to support professional growth. ▪ Team-oriented communication: In Theory Y environments, teamwork and collaboration are emphasized, with managers facilitating open dialogues among team members to solve problems and make decisions. Organizational Communication (Course code: LMS 215) 54 (Cont’d) Example of Communication in Theory Y: ▪ In a marketing company, a manager holds regular team meetings where employees discuss their ongoing projects, share ideas for improving processes, and provide feedback on company strategies. ▪ The manager encourages everyone to contribute and trusts employees to take ownership of their tasks. Organizational Communication (Course code: LMS 215) 55 (Cont’d) Theory Y Communication Strategies ▪ Empowerment and autonomy: Managers communicate with a focus on trust, providing employees with the freedom to manage their tasks and encouraging self- direction. ▪ Collaborative problem-solving: Open discussions, brainstorming sessions, and collective decision-making processes are key components of communication in Theory Y organizations. Organizational Communication (Course code: LMS 215) 56 (Cont’d) ▪ Regular feedback: Managers provide continuous feedback and constructive guidance, fostering an environment of professional development. ▪ Encouraging upward communication: Employees are encouraged to communicate openly with managers, offering feedback, suggestions, and concerns that contribute to organizational improvement. ▪ Supportive communication: Managers focus on motivating and supporting employees, rather than controlling or policing their actions. Organizational Communication (Course code: LMS 215) 57 (Cont’d) Theory Y Advantages ▪ Increased employee motivation: Open communication fosters a sense of belonging and purpose, motivating employees to perform at their best. ▪ Enhanced creativity: Employees are more likely to share innovative ideas and solutions in a supportive, open communication environment. ▪ Improved morale and job satisfaction: Employees feel valued and trusted, leading to higher levels of job satisfaction and retention. ▪ Collaboration and teamwork: Communication that encourages participation leads to stronger teamwork and cooperation. Organizational Communication (Course code: LMS 215) 58 (Cont’d) Theory Y Disadvantages ▪ Slower decision-making: Involving employees in decision-making can take more time, especially in large organizations. ▪ Not suitable for all roles: In some tasks that require strict adherence to processes or routines, a more authoritative communication style may be more effective. Organizational Communication (Course code: LMS 215) 59