Chapter Chapter TwoTwo

The Model of Strategic The Model of Strategic CommunicationCommunication

Ethical GuidelinesEthical Guidelines Maintain CandorMaintain Candor Keep Message AccuracyKeep Message Accuracy Avoid Deception Avoid Deception Maintain Consistent BehaviorMaintain Consistent Behavior

Ethical GuidelinesEthical Guidelines

Keep ConfidencesKeep Confidences Ensure Timeliness of CommunicationEnsure Timeliness of Communication Confront Unethical BehaviorConfront Unethical Behavior Cultivate Empathic ListeningCultivate Empathic Listening

The Model of Strategic The Model of Strategic CommunicationCommunication Four Areas:Four Areas:

Goal SettingGoal Setting Situational KnowledgeSituational Knowledge Communication CompetenceCommunication Competence Anxiety ManagementAnxiety Management

The Model of Strategic The Model of Strategic CommunicationCommunication

Area One: Goal SettingArea One: Goal Setting The Goal Setting ProcessThe Goal Setting Process

Identify the ProblemIdentify the Problem Map Out the StrategyMap Out the Strategy Set a Performance GoalSet a Performance Goal Identify Necessary ResourcesIdentify Necessary Resources Recognize ContingenciesRecognize Contingencies Obtain FeedbackObtain Feedback

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Two: Situational Area Two: Situational KnowledgeKnowledge Organizational StructureOrganizational Structure Organizational LearningOrganizational Learning On-the-Job TrainingOn-the-Job Training Organizational PoliticsOrganizational Politics Communication ClimateCommunication Climate/Culture/Culture

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Two: Situational Area Two: Situational KnowledgeKnowledge Organizational StructureOrganizational Structure

Actual EnvironmentActual Environment Virtual OrganizationsVirtual Organizations Actual Plus Virtual ComponentsActual Plus Virtual Components HierarchyHierarchy

Tall OrganizationsTall Organizations Flat OrganizationsFlat Organizations

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Two: Situational Area Two: Situational KnowledgeKnowledge Organizational LearningOrganizational Learning

Adaptive LearningAdaptive Learning Organizational ValueOrganizational Value Specific Knowledge of the OrganizationSpecific Knowledge of the Organization Observing Successes and FailuresObserving Successes and Failures

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Two: Situational Area Two: Situational KnowledgeKnowledge On-the-Job TrainingOn-the-Job Training

Formal and Informal OpportunitiesFormal and Informal Opportunities Periods of EmploymentPeriods of Employment

AssimilationAssimilation MetamorphosisMetamorphosis

Ongoing Training and EducationOngoing Training and Education

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Two: Situational Area Two: Situational KnowledgeKnowledge Organizational PoliticsOrganizational Politics

Distribution of Power, Resources, and Distribution of Power, Resources, and RewardsRewards

Influencing Others to Accomplish GoalsInfluencing Others to Accomplish Goals Recognize Political ActionsRecognize Political Actions Consider Ethical ConsequencesConsider Ethical Consequences Examine Political Communication StylesExamine Political Communication Styles

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Two: Situational Area Two: Situational KnowledgeKnowledge Communication ClimateCommunication Climate

SupportivenessSupportiveness Participative Decision MakingParticipative Decision Making Trust, Confidence, and CredibilityTrust, Confidence, and Credibility Openness and CandorOpenness and Candor High Performance GoalsHigh Performance Goals

Advantages of Open Advantages of Open CommunicationCommunication Improved Organizational Improved Organizational

CommunicationCommunication Enhanced Job SatisfactionEnhanced Job Satisfaction Improved Role ClarityImproved Role Clarity Increased Information AdequacyIncreased Information Adequacy Increased Respect and ResponsivenessIncreased Respect and Responsiveness

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Three: Area Three: Communication Communication CompetenceCompetence MessagesMessages Internal CommunicationInternal Communication External CommunicationExternal Communication ChannelsChannels

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Three: Area Three: Communication Communication CompetenceCompetence MessagesMessages

Specific and AccurateSpecific and Accurate Honest and LogicalHonest and Logical Complete and SuccinctComplete and Succinct Include Time FramesInclude Time Frames Relevant and TimelyRelevant and Timely Ask for FeedbackAsk for Feedback

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Three: Area Three: Communication Communication CompetenceCompetence

Internal CommunicationInternal Communication DownwardDownward UpwardUpward HorizontalHorizontal Informal NetworksInformal Networks

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Three: Area Three: Communication Communication CompetenceCompetence Downward CommunicationDownward Communication

Job InstructionsJob Instructions Job RationaleJob Rationale Procedures and PracticesProcedures and Practices FeedbackFeedback Indoctrination of GoalsIndoctrination of Goals

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Three: Area Three: Communication Communication CompetenceCompetence Upward CommunicationUpward Communication

Employee Job-Related ProblemsEmployee Job-Related Problems Information About EmployeesInformation About Employees Communication About Practices and PoliciesCommunication About Practices and Policies Progress Toward GoalsProgress Toward Goals

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Three: Area Three: Communication Communication CompetenceCompetence Horizontal CommunicationHorizontal Communication

Problem SolvingProblem Solving Information Sharing Information Sharing Task Coordination Task Coordination Morale BuilderMorale Builder Conflict ResolutionConflict Resolution

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Three: Area Three: Communication Communication CompetenceCompetence Informal Networks (“The Grapevine”)Informal Networks (“The Grapevine”)

Develops Rapidly in Flat OrganizationsDevelops Rapidly in Flat Organizations Some Minimize and Control MessagesSome Minimize and Control Messages Handles Much InformationHandles Much Information Indicates Employee Attitudes and Indicates Employee Attitudes and

SentimentsSentiments Common Channel for RumorsCommon Channel for Rumors

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Three: Area Three: Communication Communication CompetenceCompetence External CommunicationExternal Communication

Messages Between the Organization and the Messages Between the Organization and the EnvironmentEnvironment

Internet and World Wide WebInternet and World Wide Web Customers, Competitors, and Current Customers, Competitors, and Current

ConditionsConditions Listening to the EnvironmentListening to the Environment

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Three: Area Three: Communication Communication CompetenceCompetence

ChannelsChannels Channel RichnessChannel Richness Proper Channel SelectionProper Channel Selection

Speed and AccuracySpeed and Accuracy Feedback and SelectivityFeedback and Selectivity Appropriateness and CostAppropriateness and Cost Accountability and AcceptabilityAccountability and Acceptability

The Model of Strategic The Model of Strategic CommunicationCommunicationArea Four: Area Four: Anxiety ManagementAnxiety Management NoveltyNovelty FormalityFormality Subordinate StatusSubordinate Status ConspicuousnessConspicuousness Lack of SkillLack of Skill Past ExperiencesPast Experiences EvaluationsEvaluations