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Newstrom Chapter 3

Communication is…

• An ever-present activity• How people relate to one another and combine

their efforts• Necessary for the health of the organization

Communication travels…

• Upward, downward, laterally

Listening and humility are important parts of the communication process

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Communication Fundamentals

Communication transfers information and understanding from person to person

• The goal is for receivers to understand the message as it was intended

• Two people are required…

There is no communication until a message is…

• Received• Interpreted• Understood

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The Importance of Communication

Organizations cannot exist without communication• Coordination of work• Input to management• Instructions• Cooperation• Feelings and needs

Every act of communication influences the organization in some way• Effective communication encourages better

performance

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The Two-Way Communication Process

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Potential Problems

Two-Way Communication Drawbacks

• Polarization• Defensive reasoning• Cognitive dissonance• Self-revelation• Face-saving• Threat to self-image• Regrettable messages

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Communication Barriers (Noise)

Personal barriersPsychological distancePhysical barriersProxemicsSemantics

• Jargon (acronyms)• Slang• Translation• Inference

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Communication Symbols

Words

• Context provides meaning

Social Cues

• Positive or negative

Readability

Pictures

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Downward Communication

Managers who communicate successfully are…

• Sensitive to human needs• Open to true dialog with employees

Flashy but often ineffective communication methods…

• Colorful booklets• PowerPoint presentations• Elaborately planned meetings

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Guidelines for Effective Listening

Stop talking!Put the talker at easeShow that you want to listenRemove distractionsEmpathize with a talkerBe patientHold your temperGo easy on argument and criticismAsk relevant questionsStop talking!

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Informal Communication

The Grapevine

• Coexists with the formal communication system• Includes all informal communication• Can be both inside and outside the organization

Electronic Grapevine

• Speeds up transmission of information• Will not replace the traditional grapevine

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Features of the Grapevine

Cluster Chain

• Liaison individuals

Factors that Encourage Grapevine Activity

• Excitement and insecurity• Involvement of friends and associates• Recent information• Procedure that brings people into contact• Work that allows conversation• Job that provides information desired by others• Personality of communicator

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Features of the Grapevine

The Grapevine is Influential

• 53% of managers and white-collar employees view the grapevine as negative

• 27% see it as positive• Contrary to common perceptions, over 3/4ths

of grapevine information is accurate

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Newstrom Chapter 4

Cultural Cues are Direct and Indirect

Direct Cues

• Orientation training• Policy statements• Advice from supervisors and peers

Indirect Cues

• Inferences made from promotions• Patterns of acceptable dress

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Understanding a Social System

Social System

• Complex set of interacting human relationships• All parts are mutually interdependent• Engages in exchanges with its environment

(open system)

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Social Equilibrium

When all interdependent parts are in dynamic working balance

• A single event can throw a system out of balance

• When in disequilibrium, the parts work against each other

• Over time, the basic character changes little

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Functional and Dysfunctional Effects

Functional effects…

• Creativity• Productive employees• Quality improvements

Dysfunctional effects include…

• Lower productivity (hard)• Lower satisfaction (soft)• Lower commitment (soft)

To elicit functional behaviors, provide clear expectations

and promises of reward

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Social Culture

Acting in accordance with the expectations of others

• Human-created beliefs, customs, knowledge, and practices

• Distinctive social cultures can exist within a single nation

Managers must understand and appreciate the backgrounds and beliefs of work unit members

• One-culture dependency may create intellectual blinders

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Cultural Diversity

Job-Related Diversity

• Type of work• Rank• Physical proximity• Group affiliation

Non-Job-Related Diversity

• Culture• Ethnicity• Socio-economics• Sex

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Cultural Diversity

Discrimination and Prejudice

• Discrimination is generally an action• Prejudice is an attitude• Either may exist without the other

The law prohibits…

• Actions, not feelings• Any action that has discriminatory results,

regardless of intentions

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Cultural Diversity

Valuing Diversity

• Prejudicial stereotypes• Differences must be recognized, acknowledged,

appreciated, and used to collective advantage• Organizations are under political, economic,

social, and technical pressures to change• Actively managing diversity provides a

competitive advantage

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Cultural Diversity

Valuing Diversity

• Prejudicial stereotypes• Differences must be recognized, acknowledged,

appreciated, and used to collective advantage• Organizations are under political, economic,

social, and technical pressures to change• Actively managing diversity provides a

competitive advantage

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Individual and Org Accountabilities

Is activation of stereotypic information automatic?

Project Implicit ®• Based on Implicit Assumption theories• https://implicit.harvard.edu/implicit/• Test individual preferences

Useful tactics for organizational change?

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Mentors

A role model who guides another employee

• Stronger employee loyalty• Faster movement up learning curve• Better succession planning• Increased level of goal accomplishments

Assigning mentors can result in…

• Resentment• Abuse of power• Unwillingness to serve

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Psychological and Economic Contracts

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Psychological and Economic Contracts

The psychological contract builds upon the concept of exchange theory

• To remain attracted to the relationship, both parties must have a net positive ratio

• The contract is continually examined and revised

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Role Perceptions

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Role Conflict

Others have different perceptions or expectations of a person’s role

• Boundary roles• Role ambiguity

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Sources of Job Status

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Measuring Organizational Culture

Difficult at best…

• Examination of stories, symbols, rituals, and ceremonies

• Interviews and open-ended questionnaires• Examination of corporate philosophy statements• Become a member of the organization and

observe

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Communicating and Changing Culture

Culture is communicated through…

• Formal communication channels• Informal means• Unintentional ways• Storytelling

People are more willing to adapt and learn when they want to…

• Please others• Gain approval• Learn about their work environment

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Socialization and Individualization

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Methods for Changing Organizational Culture