Week 2 - Traditional Strategies for Organising & Communication - Class Slides PDF

CMM507 Organisational Communication Week 2: Traditional Strategies for Organising & Communication Lecturer: Joanne Faloon ([email protected]) CMM507 – Communications and Organisations Strategies: ‘From rigid hierarchies to open innovation’  Traditional Strategies – a world of boxes ...

CMM507 Organisational Communication Week 2: Traditional Strategies for Organising & Communication Lecturer: Joanne Faloon ([email protected]) CMM507 – Communications and Organisations Strategies: ‘From rigid hierarchies to open innovation’  Traditional Strategies – a world of boxes  Relational Strategies – the engaged organisation  Cultural strategies – self-surveillance? (Note: Week 4 will be ONLINE, details to follow)  Network Strategies - the Blurring of Organisational Boundaries  Key issues  managing change, leadership, risks/crisis communication, conflict, and uncertainty CORE TEXT & READING THIS WEEK Read Chapter 3 ‘Strategic Organisational Communication’ (eVersion available). Chapter on Traditional Strategies for Organisational Communication. Conrad, C., and Scott Poole, M., (2012) Strategic Organisational Communication in a Global Economy. 6th ed. Belmont: Thomson Wadsworth. Additional learning material IS also be posted to Blackboard so that you can follow the topics being covered You can of course also search for other interesting and relevant sources Seminar session this week follows today at 1.15-2.15 in Room BC-00-307 Outline for Todays Lecture Why are organisations rule bound and hierarchical? Strategies developed to address challenges of organising Specialisation Hierarchies Impersonality System of Rules Communication in this mechanistic world “Communication is hopeless here” – the need for a different strategy The challenge of changing ‘Many other organizations continue to operate according to industrial-age models that are 100 years old or more, weighed down by legacy practices, systems, and behaviors that must be confronted and discarded before true change can take hold’. The organization of the future: Arriving now. Deloitte 2017 Global Human Capital Trends Organizing for the future requires adopting an operating model that is more dynamic, more flexible, and less structured than most companies use today. https://www.mckinsey.com/capabilities/people-and-organizational- performance/our-insights/the-organization-blog/fitter-flatter-faster-how- unstructuring-your-organization-can-unlock-massive-value The search for organising guidelines … ❖ Organisations have always existed Government, religion, military ❖ Industrial revolution brought new challenges through introduction of large and complex firms with diverse ‘workforce’ Few guidelines for operating Workforce often treated in arbitrary, inhumane manner Hostile labour/management relations and economic recession ❖Bureaucracy – first coined in 18th century – means ‘the rule of desk’ ❖ Early 1900’s recognised a need to improve … Theoretical Approaches Two main groups were highly influential in creating the organisations we see today 1. Bureaucratic theorists (Weber) 2. Scientific management (Taylor, Ford) Today considered by many to be dated and at times inappropriate but have permeated our thinking and practices – ‘the way things are in organisations’ Always shadows of these ideas – so it is important to understand them 1. Bureaucratic Management Theory What were they trying to achieve? Movement away from arbitrary/inefficient methods of organising to something more formal, structured, ‘organised’ Trying to do some good? Or trying to control the workers? 2. Scientific Management Theory Machine or engineering metaphor Performance improvement All work processes can be analysed into discrete tasks to find the one best way to perform the task Standardised practices Getting it wrong Planning and predictability (uncertainty = incompetence!) Traditional strategies are still alive and well as this 2017 survey from Harvard Business Review observed Outline for todays lecture Why are organisations rule bound and hierarchical? Traditional Strategies developed to address challenges Specialisation Hierarchies Impersonality System of Rules Communication in this mechanistic world “Communication is hopeless here” – the need for a different strategy Fundamental of Traditional Approach (1 of 4) Specialisation Horizontal and vertical differentiation Distinctions in training, knowledge, language Applies to the job not person doing job (filling posts/scientific recruitment) Fundamental of Traditional Approach (2 of 4) Hierarchy of authority Sharp distinction between managers and workers Detailed and precise stratification – chain of command Within management clearly defined levels of authority Tall organisational structures Centralised power and decision-making HoA cont’d Organisations should be segmented into a matrix of formal positions defined by the specific tasked that needed to be undertaken (sales, production, accounts, HR) Individuals (managers) made responsible for each area (span of control) Fundamental of Traditional Approach (3 of 4) Impersonality Allocation of rewards and exercise of authority should not be arbitrary (favouritism/personality clashes) Based on rules and procedures Right of appeal Mullins, L.J., (2013) Management and Organisational Behaviour. 7 th ed. Essex: Pearson Education Fundamental of Traditional Approach (4 of 4) System of rules Control practices through policies, procedures and performance measures Control employees through rules, rewards and punishments Mullins, L.J., (2013) Management and Organisational Behaviour. 7 th ed. Essex: Pearson Education Outline for todays lecture Why are organisations rule bound and hierarchical? Traditional Strategies developed to address challenges Specialisation Hierarchies Impersonality System of Rules Communication in this mechanistic world “Communication is hopeless here” – the need for a different strategy Approach to Organisational Communication: Traditional strategies ❖ Remember that in this approach to organising “Communication is defined very narrowly, as the movement of information from one point in the organisation to another” (Conrad and Scott Poole, 2012, p.109) No thought was given to such broader ideas of culture, relationships, values and so on Communication can be problematic Communication Strategy Formal (written) communication methods Information must flow through chain of command Information makers at the top need accurate, complete, concise, timely information Informed about problems or likely future problems Likewise workforce need clear policies, procedures, systems Communication Strategy Formal (written) communication methods Information must flow through chain of command Information makers at the top need accurate, complete, concise, timely information Informed about problems or likely future problems Likewise workforce need clear policies, procedures, systems All very good BUT does this work well in organisations? Can you think of an example from this week of poor communication in a major organization (think politics…)? Communication Breakdowns The filtering paradox and information overload Large size and number of levels Different functions (jargon, training, interpretations) Timeliness Power and status differences Mistrust Mobility aspirations Inaccurate perceptions of information needs Unanticipated messages within performance measures (Conrad and Scott Poole, 2012) Ineffective for customers… Standardised and impersonal communication Scripted and impersonal The university as a very bureaucratic organization is trying to change but has many highly scripted and standardized communication processes Course Committees Staff Student Consultative Committees Teaching and Learning Committee Health and Safety Committee Bad for staff… ‘Messages developed at HQ don't resonate or, worse still, make no sense to large segments of your audience. Policies and initiatives are developed in isolation from those who actually need to implement them. This in turn alienates those on the ground who do not feel they are being consulted or listened to. This breeds disengagement and distrust. Employees increasingly see those at the top as being on another planet. Needless to say, none of this is good for productivity’. Lee Smith is co-founder of Gatehouse, a London-based consultancy specialising in employee communication, engagement and change.  Lack of Trust Some people would rather die than confide in their bosses. Literally… Recent research from Aviva UK Health found that only 4% of employees would speak to their managers about health concerns. Just 1% said they would trust their problems to the HR department. In today's business climate, competition within the workplace is tough. There's a worry that even the slightest suggestion you might be anything less than superhero-like at work can put your job in jeopardy. According to Aviva's study, 21% of employees think that admitting to health concerns could affect their work prospects and 11% simply don't trust their bosses with personal information. Source: http://www.hrmagazine.co.uk/news/1022962/4-staff-approach-boss-health- concern/ Common problems the need for progress on communicating important issues; the need for more upward communication; and the need for more time for interaction between crucial change agents; a lack of face-to-face rather than technologically based communication. Robson, P and Tourish, D (2005) ‘Managing internal communication: an organisational case study’, Corporate Communications: An Internal Journal, 10, 3, 213-222 Encouraging upward communication Encourage 360-degree appraisal Be wary of ingratiation – question positive feedback Seek negative feedback What problems have come to our attention recently?What criticisms have we received about our decisions? Be open and receptive to dissent Tourish and Hargie (2005) The results! (Beer and Eisenstat , 2004) ‘How to have an honest Conversation’ Outline for todays lecture Why are organisations rule bound and hierarchical? Traditional Strategies developed to address challenges Specialisation Hierarchies Impersonality System of Rules Communication in this mechanistic world “Communication is hopeless here” – the need for a different strategy Summary - challenges Need for consistent messages - briefings Shared information – common databases (CRM) Communication of policies Breakdown of silos Need for honest upward communication, greater employee involvement Check out this paper - DETERT, J, & BURRIS, E 2016, 'Can Your Employees Really Speak Freely?', Harvard Business Review, 94, 1, pp. 80-87 Example – Marks & Spencer In the five last past years, due to the high level of competition within the retailing industry in the UK, Marks and Spencer’s main strategy has been redefined to focus more on innovation and customer service’s quality. (Business Case Studies, 2014) However, the tall structure and the power culture used by the company was not matching with these new objectives. Due to the several management levels involved in the decision-making process, a tall structure is not the swiftest way to react to competitors. On the other hand, it hampers the innovation as only selected people in the top of the hierarchy can take part of the decisions. As a result, the company had to delayer (g) its organisational structure, involving adjustment of its culture. Organisational Structure & Corporate Culture Posted on October 24, 2014 by laetitiastuder Further Reading Core text: Conrad, C., and Scott Poole, M., (2012) Strategic Organisational Communication in a Global Economy. 6th ed. Belmont: Thomson Wadsworth. Beer, M and Eisenstat, R (2004) ‘How to have an honest conversation about your business strategy’, Harvard Business Review, Feb, 82-89 Detert, J, & Burris, E 2016, 'Can Your Employees Really Speak Freely?', Harvard Business Review, 94, 1, pp. 80-87 Morgan, G Images of Organisations Mullins, L.J., (2013) Management and Organisational Behaviour. 7th ed. Essex: Pearson Education Limited. Robson, P and Tourish, D (2005) ‘Managing internal communication: an organisational case study’, Corporate Communications: An Internal Journal, 10, 3, 213-222 Welch, M (2012) Appropriateness and acceptability: Employee perspectives of internal communication. Public Relations Review 38 (2012) 246–254 Next week: Relational Strategies for Organising and Communicating: