ORGANIZATIONAL COMMUNICATION

By Trevor Alston, Jonathan Benn, Darren Bircher & Shaun Bent

Table of Contents

What is Organisational Communication? Communication Networks

Chain Star Wheel Etc

Mediated Communication Telecommute & Telecommuting

Cloud Computing Surveillance & Privacy Concerns Summary Bibliography

What is Organizational Communication?

Organizational communication, broadly speaking, is: people working together to achieve individual or collective goals.

(Miller, 2002)

What is Organizational Communication? Managers have traditionally spent the majority of their time communicating

More and more employees find that an important part of their work is communication

People can only relate to each other through some form of communication

An organizations survival depends upon the communication within it

Most business schools now offer a communication programme

The first communication programs were typically aimed towards speech departments

Most business schools now include organizational communication as a key element of study

More than just training managers to be effective speakers and to have good people skills

All organizations, and workers need to be familiar with all communication types for any business to move forward quickly

What is Organizational Communication?Communication is a fundamental part of any organization

Neher (1997) identifies the primary functions of organizational communication as:

Compliance-gaining

Leading, motivating, and influencing

Sense-making

Problem-solving and decision-making

Conflict management, negotiating, and bargaining.

What is Organizational Communication?

Print media such as:

•Memos bulletin boards•Newsletters•Reports

Meetings such as:

•Briefings •Staff meetings •Project meetings

Electronic media such as:

•E-mail•Intranet•Internet •Teleconference

Things changed in the early 90’s

•Work is more complex and requires greater coordination and interaction among workers

•The pace of work is faster

•Workers are more distributed

•Knowledge and innovation are more critical to an organization’s competitive advantage

•Communication technologies and networks are increasingly essential to an organization’s structure and strategy.

Network Topologies

Network topology is the study of the arrangement or mapping of the elements(links,

nodes, etc.) of a network, especially the physical (real) and logical (virtual)

interconnections between nodes. A local area network (LAN) is one example of a

network that exhibits both a physical topology and a logical topology.

Any particular network topology is determined only by the graphical mapping of the

configuration of physical and/or logical connections between nodes. LAN Network

Topology is, therefore, technically a part of graph theory. Distances between nodes,

physical interconnections, transmission rates, and/or signal types may differ in two

networks and yet their topologies may be identical.

Network Topologies

Basic types of topologies There are six basic types of topology in networks: Bus, Star, Ring, Mesh, Tree and Hybrid topology

Some of which will be discussed in later slides.

Classification of network topologies There are also three basic categories of network topologies: Physical, Signal and Logical topologies

Chain CommunicationNetworks The Chain can readily be seen to represent the

hierarchical pattern that characterizes strictly formal information flow, "from the top down," in military and some types of business organizations.

1 person repeats info to the relevant person and it will continue.

It usually ends up being hopelessly garbled. 

By itself it is very unreliable. 

Sometimes it is hard to distinguish network communication from rumours.

D

C

B

A

Wheel CommunicationNetworks The Wheel can be compared with a typical autocratic

organization, meaning one-man rule and limited employee participation

Formal Networks The wheel relies on the leader to act as the central conduit for all the group’s communication.

In 'hub and wheel' communication, one person sits in the centre and sends messages out individually to others around him.  The 'hub' acts as a 'gatekeeper' by controlling the flow of information.  There are two problems with this.  One is information overload at the hub.  The other is it blocks lateral and network communication. B

A

CD

E

The Star Pattern of Communication A star network consists of one hub or computer, which

acts as a conduit to transmit messages

The person represented by the central dot in the Star handles all messages in the group

The Star is similar to the basic formal structure of many organizations

The Star Pattern of Communication Individuals who occupy stations at the edges of the

pattern handle fewer messages and have little or no control over the flow of information.

These "peripheral" individuals can communicate with only one or two other persons and must depend entirely on others to relay their messages if they wish to extend their range.

In patterns with positions located centrally, an organization quickly develops around the people occupying these central positions.

This makes organizations more stable and errors in performance are lower than in patterns having no central point.

The central position is clearly more central than all the other nodes, which makes clear who the leader is.

All Channel Network

The All-Channel network has no central leadership and no key point node whose removal might disrupt the entire organization

This network is completely decentralized It is an elaboration of Bavelas's Circle used by

Guetzkow The all-channel network is one of the most

difficult to maintain as it requires a strong communications capacity to maintain ties between nodes

All Channel Network

Similar to the free-flow of communication in a group that encourages all of its members to become involved in group decision processes

It may be compared to some of the informal communication networks like………………

This form of organization has only recently become feasible on a greater scale with the dawn of the information age

Circle

Each node connects to exactly two other nodes, forming a single continuous pathway for signals through each node

A node failure or cable break will cause the whole network to go down

This will also prevent the network from communicating together

Some basic types of topology in networks:

Organizational Communication

What is organizational communication? Broadly speaking, Organizational

Communication is: people working together to achieve individual or collective goals.

Virtual Teams Real-time conferencing, virtual whiteboards, Telecommuting

Virtual Teams A Virtual Team — also known as a Geographically Dispersed Team

(GDT) is a group of individuals who work across time, space, and organizational boundaries with links strengthened by webs of communication technology.

They have complementary skills and are committed to a common purpose, have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable.

Geographically dispersed teams allow organizations to hire and retain the best people regardless of location. Members of virtual teams communicate electronically, so they may never meet face to face. However, most teams will meet at some point in time.

A virtual team does not always mean steelworker. Teleworkers are defined as individuals who work from home. Many virtual teams in today's organizations consist of employees both working at home and small groups in the office but in different geographic locations.

Why use Virtual Teams? Best employees may be located anywhere in the world. Workers demand personal flexibility. Workers demand increasing technological sophistication. A flexible organization is more competitive and responsive to the

marketplace. Workers tend to be more productive; i.e., they spend less time on

commuting and travel The increasing globalization of trade and corporate activity. The global workday is 24 vs. 8 hours. The emergence of environments which require inter-organizational

cooperation as well as competition. Changes in workers' expectations of organizational participation. A continued shift from production to service/knowledge work

environments. Increasing horizontal organization structures characterized by

structurally and geographically distributed human resources. Proliferation of fibre optic technology has significantly increased the

scope of off-site communication.

Benefits to Virtual Teams Some members of virtual teams do not need to come in to the

workplace, therefore the company will not need to offer those workers office or parking space.

Reduces travelling expenses for employees.

It allows more people to be included in the labour pool.

It decreases both air pollution and congestion because there is less commuting.

It allows workers in organizations to be more flexible.

By working in virtual teams, physical handicaps are not a concern.

Allows companies to procure the best talent without geographical restrictions.

Downfalls to Virtual Teams Difficulty in managing the performance of the team.

Misunderstanding in communications is the leading complaint among members of virtual teams.

Working on a project over the virtual workspace causes lack of project visibility.

Difficulty contacting other members. (i.e. email, instant messaging, etc.)

Differences in time zones.

It can be difficult for team members to fully comprehend the meaning of text-based messages.

Building trust may be challenging because mechanisms different from those used in face-to-face teams are required to build trust

Members fail to take 'ownership' of project

Specific nuances such as facial expressions and other subtle gestures can also be missed through virtual communication as opposed to meeting face to face.

Real-Time Conferencing

A Video-Conference (also known as a Video-Teleconference) is a set of interactive telecommunication technologies which allow two or more locations to interact via two-way video and audio transmissions simultaneously.

It has also been called visual collaboration and is a type of groupware. It differs from videophone in that it is designed to serve as a conference rather than individuals.

Benefits to Real-Time Conferencing Increases Productivity

Improves Communication and Reinforces relationships

Reduces travel expenses

Allows Multi-point Meetings Across Time Zones & International Boundaries

Improves Effectiveness

Downfalls to Real-Time ConferencingSome observers argue that two outstanding issues are preventing videoconferencing

from becoming a standard form of communication, despite the ubiquity of videoconferencing-capable

systems. These issues are:

Eye Contact: It is known that eye contact plays a large role in conversational turn-taking, perceived attention and intent, and other aspects of group communication.

While traditional telephone conversations give no eye contact cues, videoconferencing systems are arguably worse in that they provide an incorrect impression that the remote interlocutor is avoiding eye contact. Telepresence systems have cameras located in the screens that reduce the amount of parallax observed by the users. This issue is also being addressed through research that generates a synthetic image with eye contact using stereo reconstruction.

Appearance Consciousness: A second problem with videoconferencing is that one is on camera, with the video stream possibly even being recorded. The burden of presenting an acceptable on-screen appearance is not present in audio-only communication. Early studies by Alphonse Chapanis found that the addition of video actually impaired communication, possibly because of the consciousness of being on camera.

The issue of eye-contact may be solved with advancing technology, and presumably the issue of

appearance consciousness will fade as people become accustomed to videoconferencing.

Telecommute & Telecommuting

Telecommuting is a broader term, referring to substituting

telecommunications for any form of work-related travel, thereby eliminating

the distance restrictions of telecommuting.(Nilles, 1998)

Telecommute & Telecommuting Jack Nillies pioneered the

idea of Telecommuting in the 1970’s

He literally wrote the book on Telecommuting

The Telecommunications-Transportation Tradeoff

Since then he has also published several other books on the same topic

He has designed Telecommuting Projects for some of the biggest companies in the world

Telecommute & Telecommuting Telecommuting is also known as E-work or

more commonly working from home (WFH) Gives employees greater flexibility The daily commute to a central place of

work is replaced by telecommunication links A frequently repeated motto is that "work is

something you do, not something you travel to" (Leonhard, 1995)

Telecommuting Technology

Facilitated by such tools as Virtual Private Networks, Video Conferencing, and VOIP (Voice Over IP)

Local Area Network (Resource Sharing) Laptop Computers

Availability Wi-Fi & 3G Increase & Development of Cloud

Computing

Cloud Computing

Store all information on a ‘Cloud’ (Server)

Information ‘Pushed’ to all devices

Offers synchronised information across several computers and devices

Microsoft Exchange Used in large

organizations Apple’s Mobile Me

"Microsoft Exchange for the rest of us." (Schiller, 2008)

Subscription Service Available on Mac & PC

Surveillance & Privacy Concerns

Employers monitoring employees internet use! Is this right or wrong?

27 millions employees (1/4) have there internet or email use under continuous surveillance

Legislations are needed to protect both employers & employees

British Regulation of Investigatory Powers Act 2000 is one such piece of legislation

Privacy as an ethical issue

Privacy is an important ethical issue Evidences does suggest employers are

right to be concerned about their employees online activities: 64% used the internet for non-work

activities (‘Cyberslackers @ work’, 2000)

84% have sent non-work-related emails 90% have looked at recreational website

during work hours (Vault, 2000)

Out of work hours internet access

Summary

Organizational Communication is key to the success of any business

Telecommuting is on the rise through: Advancements in technology Availability of technology Cost of technology

Employees use of the Internet is often monitored

Bibliography

BURHOLT, Adrain (2008), Managing Remote Workers – Accessed Via: http://www.computing.co.uk/crn/comment/2227210/managing-remote-workers

CICCARELLi, P et all (2004) – Networking Foundation. Publisher: John Wiley & Son, p89

‘Cyberslackers at Work’ (2000), Accessed via Computer-Mediated Communication Book

KARRIS, s (2009) – Networks. Publisher: Orchard Publications

LEONHARD, Woody (1995), The Underground Guide to Telecommuting, Addison-Wesley

Bibliography

MILLER, Katherine (2002), Organizational Communication: Approaches and Processes, 4th ed., p. 1.

NILLES, Jack M. - http://www.jala.com/jnmbio.php NILLES, Jack M. (1998), Managing Telework: Options for

Managing the Virtual Workforce, John Wiley & Sons NEHER, William W. (1997), Organizational

Communication: Challenges of Change, Diversity, and Continuity

SCHILLER, Phil (2008) - WWDC 2008 – Apple Announces Mobile Me

VAULT (2000), Internet Usage at Work, Accessed via Computer-Mediated Communication Book