Stage one(pre -1960‟s) aka Industrial relations(Michael C Brandon 1997)

Based on the intention to improve employee‟s morale by providing a source of recognition for them

Stage two (1960‟s- 1980‟s) aka realistic journalism

The role aimed to provide employees with information about their organisations (tell it like it is as a journalist would.

Stage Three (Late 80‟s now) Focuses on strategic objectives rather than

people or events ( as the first two stages) egconfirming to the employees that they are part of the corporate whole rather than individuals.

There could be a new stage (based on combining the first three stages) emphasising listening and employee contributions which has been made easier with new technology.

(Kaison ideas)

• a direction for those involved in a dispute or issue

• an understanding to the varying groups of what these issues involve

• help and support for those who need it

• the ability to change opinion about a dispute in a way that leads to it being resolved.

“Structure is the pattern of relationships among positions in the organisation and among members of the organisation and creates a framework of order and command through which the activities of the organisations can be planned” (Mullins 2007)

Crainer

1. Flexible & free following

2. Non Hierarchical

3. Participation

4. Creative & entrepreneurial

5. Based on networks

6. Driven by corporate goals

7. Utilising technology as a key resource

Handy also refer to metaphors

Eg systems

Shamrock Organisation (Handy)

Technical - concerned with specific operations e.g the production of goods

Managerial – concerned with the co-ordination and integration of work at technical level

Community – concerned with the broad objectives e.g board of directors

3 objectives - structure – communication

Broad objectives and work of organization

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2. Coordination and integration of work at technical level

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1 Specific operations discrete tasks and actual work

Individual authority relationships.

Line – authority flows vertically down through structure – chain of command

Functional – relationship between people in specialist areas and the line managers eg HR

Staff - people in a „gate keeper‟ role eg pa

Lateral – relationships between people on the same level in the organisation

It provides satisfaction of employees social needs

Provides for additional channels of communication (grapevine)

Motivation – through providing respite from tedious jobs

Can highlight deficiencies in formal systems

Origin :Planned

Rationale

Rational

Characteristics ◦ Stable

Spontaneous

emotional

Dynamic

Grapevines can work in the following ways (Davies K)

1. The single Strand

2. The Gossip Chain

3. The probability Chain

4. The Cluster Chain

Informal Organisation

Formal Organisation

Kenneth Lysons ‘

Organisational Analysis

Channels

Formal channels

Networks

Well defined, follow formal lines

Speed

Slow

Accuracy

High

Grapevine

Poorly defined, cut across regular channels

Fast

low