4. COMMUNICATION IN ORGANIZATIONS
a particular sort of social group—organization+ formal and informal methods of communications used in organizations
1. HOW DO ORGANIZATIONS OPERATE?
1.1 What is an organization?
a particular institution such as a school, factory, office, bank;
a collection of individuals who have been brought together to carry out tasks to achieve set aims
+ it can also refer to the process of organizing.
An organization is a group that has certain specific characteristics, as follows.
It is deliberately established at a certain time by an individual or group of people.
It develops formally structured relationships and interdependence between people.
It has set objectives which the people in the organization are seeking to achieve; 'hidden' objectives and stated ones.
It divides the work to be done between individuals and groups. All the various people and their tasks require co-ordinating into a unified effort to accomplish the tasks and objectives.
It manages resources, both physical (equipment, materials, money) and human (work, ideas, skills).
Finally, effective communication between the individuals and groups is essential.
ability to organizedepends on effective communication between people, who
agree on the objective,
divide the work,
and co-ordinate and manage their resources.
Larger-scale business organizations: like schools, offices, banks, churches, factories, shops, (restaurants),etc. (illustration: “Complete Rook”
Task: Notice examples of conventional and “unorthodox” communication examples in this environment.)
1.2 Relationships and structures in organizations
A pyramid showing lines of authority and responsibility:SchoolChart.
The divisions of work into units and sub-systems of people will obviously vary according to the size of the organization, the tasks it has to complete and its aims.
A manufacturing organization will need to find ways of dealing with tasks like
research and development of new and existing products;
purchasing of supplies;
production of goods;
marketing of products;
sales;
distribution to customers;
finance and accounting;
personnel recruitment;
training and welfare of staff and
co-ordination and administration of all that.
There are lines of communication not only up and down in an organization, but also sideways and diagonally.
Networks of friendship and social contact can cut across matters of status.
Hazard: if you were known to be friendly with 'the Boss'…
Alternatives to designing organizations as hierarchical structures:
co-operative structure in which all are working together with a division of labour, but without notions of superior and inferior status and power.
1.3 Networks of communication
Chain network
A———B———C———D———E
Chain pyramid network
A
BFJ
CGK
DHL
EIM
Circle network
Wheel network
B
EAC
D
Y-shape network
BC
A
D
E
1.4 Informal channels of communication
It is not possible to predict all the informal and personal networks and channels that develop. These informal, to some extent hidden, communication systems are a significant part of the human life of an organization (the human factor!).
The grapevine: based on hearsay, rumour and speculation is sometimes highly developed and fast (it spreads like wildfire…). It is less concerned with information about how to carry out the tasks and objectives of the organization than with gossip. (information about other people, attitudes, opinions, relationships, interpretations, predictions, values.)
The grapevine fosters and spreads rumours and is often full of prejudice and partial truth.
1.5 Conflict
Origins of conflict can usually be placed under three headings:
First, personal— within an individual;
Second, interpersonal— there are differences of experience, perceptions, opinions, values and pattems of behaviour between people;
Third, in the organization itself— potential for conflict exists when differences in status and power in a hierarchy are not mutually accepted;
Facing conflict as a problem that can be tackled is the starting point.
Ability to face conflict issues does certainly relate to communication abilities and skills in relating to and between people.
A willingness to trust, to listen, to use and accept different communication styles and roles in different situations are all abilities we need for effective communication. If you treat people with mistrust and are always on the defensive, only listen to your own ideas, always seek to use the same communication style whatever the situation, then you are likely to experience communication breakdowns. (illustrate w/
Communication in organizations
4.2 Case studies and issues
Further examples:
1) The Top 10 Customer Service Videos on YouTube
Pick 5.The 7 Essentials to Excellent Customer Service
This 12-minute video digs a little deeper into customer service best practices. David Brownlee offers solid advice on providing excellent customer service, and he’s easy to understand. If you’re wondering if this video is worth your time, check out the social proof →~900 likes :<40 dislikes.
2) Cutting back on useless meetings
Companies are starting to rein in pointless meetings because they hurt the bottom line.
Video length: 2:19
Access the video here.
3) 7 Ways To Communicate Effectively In Meetings
4) Communication & Meeting Skills+ Etiquette & Cross-Cultural
5) Superstore (Pilot)
Task: Identify shifts in communication strategies when different powers in the organization get revealed.
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