Organisational Communication

Organisational Communication Com 202-5

Out beyond ideas of wrong doing and right doing there is a field. I will meet you there.(Rumi 12 CE)

AssignmentsASSIGNMENT 1 [TUT 101 p.21]Due date: 10 March

25 multiple choice (guess?) questions

Gets you: exam entrance + 0 marks towards your exam

ASSIGNMENT 2 (TUT 101 p.28]Due date: 7 April2 short questions

Gets you: Up to 20% of you final mark towards your exam

Passing Requirements40% for exam

50% for exam + assignment

Passing Requirements for supplementary exam + aegrotat

50% based on exam only

THE EXAMTime: 2 hours

Marks: 100 marks

Format: 4 questions, you choose 3

Question 1: Study Unit 1Question 2: Study Unit 2Question 3: Study Unit 3Question 4: Study Unit 4

Compulsory text book chapters341110 (part of)The BIG PICTURE course overview (SG: vi-vii)Study Unit 1: Communication in Organisations ESSENTIALS TO STUDY

Study Guide: 1.2/1.4/1.5/1.6/1.7/1.8/1.9/1.10

Text Book: 3.2/3.5/3.4/3.11Topics & Essential Outcomes for Study Unit 1 Define OC.Explain how the various OC networks function.Discuss the 6 communication characteristics of networks.List & describe how the communication roles play out in organisations.Identify and discuss the strategies used to manage conflict.Outcomes continued Table the differences between the two major decision making models.Critically evaluate how new communication technology impacts upon an organisation.Key ConceptsDefinition of O.C.

an understanding of the influence of the context of an organisation on communication processes and the manner in which the symbolic nature of communication distinguishes it from other forms of organisational behaviour. (Miller 2003) T.B:74Networks as Channels T.B:77-80 The BIG 5 Networks

Chain YWheelCircleAll-Channel

Network Roles (TB:76/SG:6) MembersBridges6 Communication Characteristics of Networks (S.G: 5)Size: big=more distortionContent and Function: task-formal/social, innovation,-all channels Formality: task orientatedCentralisation or Dominance: one personMultiplexity: overlap of networksNetwork Openness: all channel +network = 2 way..chain+ wheel= 1way Effects of Communication Technology (TB:100-102) Globalisation & Organisational Communication (TB:101-102) Free Trade (L.F. capitalism)Communication techno.The Positive Perspective Globalisation (TB:101)Transfer of technology

Brings cultures together

Cooperation

Goodwill

Service excellence The Pessimistic Perspective Globalization (TB:101)Undermine political and social integrity

Over reliance on technology to solve social and political problems buy a computer

Weakening of culture Challenges of Globalisation (TB:101-102)Study Unit 2: Theoretical approaches to organisational managementStudy Guide: 2.2/2.4.1/2.4.2

Text book: 108-109 forces of change, 114-116 classical approaches, 118-120 systems theory Topics & Essential Outcomes for Study Unit 2 Identify the driving and restraining forces of change that effect organisations.

Be able to outline and apply the following managerial theories:

Classical HumanisticSystemicTB:109-110Driving Forces- pushes changeeasRestraining Forces prevents change ForcesDemands made by employees .Desire to increase knowledge/new methods of org.Demands for appeal systemsShorter product life cycleNeed for different distribution channelsShortage of raw materialsChanging capital marketsWork powersIncreased consumerismEnvironmental issuesGovernment regulationChanging cultural and social values ComplacencyThreat to statusFear of increased responsibilityThreat to economic factors leading to psychological threatExisting power and social relationshipsSecurity and fear of the unknownLack of effective change strategyDont perceive need to changeLack of confidence in management to cope with changePressure groups

Managerial Styles (TB:114-116)Classical Management characteristics of large formal organisations

Principles of Classical management TB:114-116Downward chain of command from different levelsAuthority = specialisation, interchangeability, task efficiencySubdivided into specialised unitsClearly defined dutiesTB:115

Standardisation of production processWell-defined division of labour Strict communication channelsCentralise decision makingCHARACTERISTICS OF ENVIROMENTS THAT CLASSICAL MANAGEMENTS WORKS WELL IN

1. Stable environments2. Mass productionEfficiencyProblematic issues TB:115Transactionalism

disregards functionality/humanity of employeesGoals, tasks, policies matter more Basic assumptions of the HUMANITIC MODELS (TB:116-117)Subordinates encouraged to take initiative free of close supervisionRange of rewards other than moneyCommunication: up, down, horizontalPeople seen as responsible and self startersParticipation encouraged at all levels, especially for complex tasksOrganisations and employees goals become the sameEmployees feelings countLook to improve the quality of interpersonal communicationRecognise the need for affiliation, recognition and achievement.Improve work conditions in order to get more productivity from employeesOrganisations exist for people, people do not exist for organisations.

Humanistic, management approaches TB:116-117 /SG:18-26System Theory (TB:118-120) Self Regulation

messagesOrganisational Culture Topics & Essential Outcomes for Study Unit 3

Be able to define what organisational culture is and identify all its elements.Explain the difference between organisational culture and climate.Discuss the functionalist and interpretivist theoretical paradigms.Describe the three theoretical discourses on organisational culture. The academic debate about Organisational Culture (TB:87)At firstorganisational cultures was seen as an objective thing a business has, that could be manipulated to make a business successful

But now researchers say..There is no single cultural formula for formula for achieving business success.Culture cannot be seen as a thing that an organisation has.

3. Organisational culture is composed of a complex interweaving of:ValuesPracticesNarrativesArtefacts (things e.g. The types of buildings an organisation chooses)

3 schools of thought used to describe Organisational culturesOrganisational Culture is composed of specific and measurable:TasksTraitsProcesses

Organisational Culture belongs to culture in general , which is often a global property of a particular social milieu (historical age and its beliefs and practices.Organisational Culture is an anthropological paradigm and metaphor for measuring organisations as micro societies Theoretical paradigms for understanding Organsational Culture (SG:30-31/TB:86-88)TB:87-883 discourses or theoretical perspectives on Organisational Culture (TB:88)Elements of Organisational Culture(TB:89-91)ArtefactsMaterial Objects (e.g. reports & brochures)Physical lay outs (e.g. buildings, spaces)Technology (e.g. computers, machines)

Language Narrations Sagas: big all encompassing stories about the organisations (heroic) exploitsStories: more localised narrations about individuals, groups and the organisations beliefs and values Myths and Legends: unjustified beliefs that influence how members react and understand the social environment (e.g. The story of Mr. Mug and Mr. Bean)

Metaphors: a no literal symbolic phrase that vividly conveys a message. (e.g. VC employees have blue blood)

Jokes: humorous culture bound languageBehavioural Concepts

Rites: planned events that celebrate basic values and behaviours (e.g. The monthly staff meeting)Rituals: habitual behaviours not strictly necessary for the functioning of the organisation that contribute to the individuals sense of belonging. (e.g. the early morning coffee in the canteen) Ceremonies: well organised celebrations that reinforce cultural values. e.g. Prize giving's, presentationsTaboos: activities, objects or persons avoided for superstitious reasons. (e.g. talking about the competitor in glowing terms)

HeroesPut success within reach of ordinary people in organisationAct as role models of high performanceSymbolise the organisation to external stake holdersPreserve and enhance cultural values, esp. those that are unique to the organisation Encourage members to give more of themselves to the organisation.- motivate membersElements of Organisational CultureSymbolsWords, gestures, pictures or objects , performances, and roles that are used during times of change or uncertainty to give members direction. Psychological Phenomena

Values: the inherent, taken for granted value of things that are deeply seated in the minds of people, these from the basis of organisational behaviour.Beliefs: what people think is true but might not be.Attitudes: predisposed ways of evaluating and responding based on feelings.Basic assumptions: readily available solutions to identifiable problems (behaviour, relationship with org. and external environment)

Organisational Aspects

Cultural NetworkThe Practice of organisational Research (TB:340-343, 346-349 SG: 4.5, 4.6)OUTCOMES

Apply the steps of the research process to a real life business scenario.Distinguish between the three perspectives on organisational/culture communication assessmentDiscuss and apply the differences between quantitative and qualitative research methods.Discuss and apply the critical background concepts (theoretical underpinning). The Research Process (TB:340-343/ SG: 4.5) Critical Background conceptsThe 3 perspectives on organisational communication/cultures key ideasThreats to validity (TB:344)History: time period of the study many contain additional variables not accounted for.Maturation: people grow older and think differently and therefore will answer the same question differently over timeInstrumentation: the measuring instrument needs to be identical in each instance it is used.Statistical regression people chosen from previous sample with extreme scores, drive the results towards the mean, the answer less extreme with each test.Attrition or mortality: people leave the study or die sample is smaller also may share a particular characteristic the loss of which will skew the results. Random selection to ensure that there are not differences that are hard to identify and control.

Samples must be heterogeneousRepresentative of the group to which results will be generalisedExperiment must be repeatedResearch implemented over an extended period of time.Sampling and Selection (TB:345)Population: group of people with particular interest e.g. all organisations managersTarget Population: The total section of society in which the researcher in interested e.g. all HR managersAccessible Population: section of society that researcher has access to from which to draw a sample. . e.g. HR managers in DurbanPopulation parameters: characteristics of the target population (e.g. A manager who selects, recruits, develops, compensates and terminates employment of staff )that determine the unit of analysis (e..g. HR managerial role) to be studied. The selection of samples (TB:345)Probability sampling: use of a statistical technique to ensure that sampling error does not occur. (e.g. All HR managers with the first, fourth and third letter of the alphabet in their surnameNon-probability sampling:: generalised technique to draw sample open to probability error. (e.g. all HR managers who reply to the email I send requesting information)The Research Process (TB: 340-343)Identifying and formulating the problem (e.g. HR managers experience acute stress as mediators and this is detrimental )Literature review what has been written about this topicResearch question when not enough existing evidence collected in the area (e.g. Do HR managers experience stress as mediators?) if more certain HYPOTHESIS statement that tests relationship between variables HR managers experience acute levels of stress that shorten their life expectancy because they mediate so much conflict in South Africa)Research design uses both quantitative (numerical data) and qualitative (properties, values and needs of groups) called triangulation.Write a research proposal how you will do itCollect data: primary and secondary

Analysing and Interpreting Data; is it relevant, useful descriptive and inferential statistics used + creative qualitative methods.Communicating research findings research report, Qualitative Methods (TB:346-348)Field observation: phenomena in contextParticipant observation: being involved in the group being studiedInterviewing: one on one verbalFocus groups: small contemporary community of discussionCase studies: detailed analysis of singularities (sets of events).Self recording diaries

Quantitative Methods (TB:348-349)EXPERIMENTAL RESEARCHQuasi experimental: random selection does not take place but analysis is needed for functional purposes.Classical experimental design: group expose to stimulus and control group not exposed then results compared.True experimental design: isolate effect of one variable upon another then test to see if it is so numerous times. The final words of wisdom from Nhoj Mallab You, I and the world now consist of all the conversations that have been had. This might mean that our most personal identity is therefore constructed from the sum total of all the sources we are in communication with. To make our lives more meaningful we need to consciously upgrade the quality of our conversation partners and information sources.