Download - Communication in an Organisation
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Communication in an Organisation
Chp: 3
OBBC
Communication in an Organisation
An organisation is the rational coordination of the activities of a number of people for the achievement of some common, explicit purpose or goal through the division of labour and function through the hierarchy of authority and responsibility.
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Features of an Organisation
1. Mutual Coordination:Common ObjectivesLimited Resources
2. Common Objectives:Formal and clear mission & objectiveHierarchy of the objectives for a better coordination.
3. Division of Labour& Function: (sharing of the task according to the volume of work and number of ppl)SpecializationDepartmentationAllocation of work according to the skills and speciality
4. Hierarchy of Authority & Responsibility:Chain of Command
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Communication in an Organisation
A formal organisation is a unit deliberately constructed to seek specific goal.
Planned division of responsibility
Explicit and well- defined structure
Rules and procedures guiding the conduct
An informal organisation is a social unit arising spontaneously as a result of shared interests and circumstances.
Membership gained Loosely structured Flexible and
spontaneous
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Communication in an Organisation
The need for informationAcquired from outsideProcessed internallyTransmitted to outside
System approachOpen system-> interacts with the
environmentOpen system is a complex system
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Communication in an Organisation
Inputs/ resourcesHuman
Financial
Technical
OutputsGoods &services
Customer satisfaction
Expert workers
Public image
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Information Needs of Management
Information is thorough for managers before undertaking any task or communicating it.Analysis paralysis (Too much info)Mostly decisions are based on incomplete information.All is not availableBeyond a certain limit, it is waste of time and money.
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Information needs of employees
Job descriptionWork
Production schedule
Available resources
Motivation, learning and developmentPerformance criteria and standard
Targets
Budgets
Rules and regulations
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Information needs of employees
Job satisfaction Information relevant to work Rewards
Social needs Interpersonal relationship Job satisfaction Motivation
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Difference between managers/employee/ subordinate
Greater access to job related information
Less opportunities for informal and intimate communication
Fewer peers to communicate
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Output information by organisation
Advertisment and promotion for Product & services to the customer Labour requirements candidated Financial performance & plans investors
shareholders Mission &culture common public
Order, request, instructions suppliers & contractors
Invoice & statements customers
Records of financial transaction auditors; inland revenues
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Output information by organisation
Letters of use & develpoment of premises
Policies EFU
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Communication routes
Communication routes
official informal
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Communication routes
informal channel
diagonal horizontal
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Communication routes
Official channel
Vertical horizontal
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Communication system
Downwards communication
Upward communication
Horizontal communication
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Downwards communication(Purposes)
Delegation
Induction
Rationale
Appraisal
Indoctrination
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upwards communication (Purposes)
One's own performance & problems
Other’s performances & problems
Report about a task
Organisation practices & policies commented
Suggestions
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Horizontal communication (Purposes)
Formal coordination & communication
Informal establishment of relationship
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Downward commuication
ProblemsLack of interest
– contract– Acquisition– profitability
Lack of understanding
Lack of information
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Downward commuication
ProblemsManagers are not skilled, trained and confident :
– Fear of undermining their authority– Fear of redundancy– Undermining the role of managers– Risk of organisation’s interest
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Downward commuication
Improvement measures Regular system & mechanism:
• Briefings• Meetings• Interviews• Manuals & newsletters• Training session
Acceptance and value of communication as organisation culture by :
• Setting example by top management• By making it criteria for promotion & selection of
managers• Encouraging informal news swapping• Discouraging social status discrimination• Training for better communication
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Improvement measures
Helping the managers to overcome their fear by:
Appraisals and rewards for communicationGuidelines for communicationAllow to make mistakes
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Upward communication
ProblemsInferiority complexLack of interestLack of understandingBusy superiorFear of consequences
• Sarcasm• Rejection of idea• Disappointment for managers• Stepping out of the group
Manager is not accessible
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Upward communication
Improvement measuresConduct regular meetings
Brainstorming sessions
Quality /service sessions
Suggestion schemes with incentives
Open door managers/surgery hours to discuss
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horizontal communication
ProblemsFeeling of encroachment
Resistance to expertise
Conflicts due to culture, working habit, coordination problem and distorted perception.
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Horizontal Communication
Improvement measuresInter-departmental meetings
Job rotation
Conflict resolution
Communication officer
Newsletter bulletins
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Informal communication
AccurateOfficial setup
Network(shared interest or exchange informal info)
grapevine
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Coordination Methods & Organisation Hierarchy
Mutual adjustment
Direct supervision
Standardisation
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Poor Coordination
Derek Pugh gives the list of poor coordination identification:
Persistent conflicts
Overloading of problems
Fudging of integration issues
Use of red tape to ensure integrity
Empire buildings by coordinators
External conflicts
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Reasons for lack of coordinationLack of mutual planning
Difference of time and work pressure
Leadership style
Orgsnisation structure• Dislikes and rivalries• Difference in middle time and techno
structure• Difference in skills• Innovative to environmental
Poor communication
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Purpose of communication in an organisation
Exchanhge of info
Tool for instructions
Persuasion
Reinforcement
Establish relationships
Publicise needs and requirements
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Internal needs of communication
Establishing mission of organisation
Develop the plans to achieve the mission and objectives
Control the plan
Organizing staff and other resources
Creating desirable environment
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External needs of communication
Providing information about plan, coordination and activities of the management
Providing information about organisation and its services to the people outside
Encouraging formulation, swapping and testing
Coordination of interdependent subsystems
Fulfilling the needs of employees
Interpersonal relationship
Ensuring effective linkage