A General Systems Model, for
Management and Business
By David Alderoty © 2015
Chapter 6) The Informal Input and Output of Information from
ne Organizational Subsystem to Another, and the Psychologic
Atmosphere of an Organizational Setting
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Notes for this E-Book
e concepts presented in this e-book are primarily focused on management and business
wever, most of these concepts also apply to other types of systems that involve human
ngs. Thus, anywhere you see the words business or organization in this e-book, the
terial I am presenting may also apply to any type of system that is partly or totally
mprised of human beings, such as a factory, a home-based business, a
crobusiness, a school, a social club, a city, a state, a nation, a family, and an
dividual. In this e-book, I call the above entities, underlined in red, human systems.
In this e-book, I frequently use the word business, company, and organization
erchangeably, as synonymous terms. In addition, I use the word employee, or employe
refer to non-managerial personnel.
Web Links in this E-Book
s e-book contains links to web-based articles and videos from other authors, for
ditional information, supporting material, and for alternative: perspectives,
erpretations, explanations, and opinions. The links are the blue underlined words.
this e-book brown text, like these words, represent quotes. You can access the origina
urce, by clicking on a link presented just before a quote. If a link fails, use the blue
derlined words as a search phrase, with www.Google.com, or for a video use
w.google.com/videohp. The search will usually bring up the original website or one or
re good alternatives.
Section 1) The Informal Input and Output of
Information from One Organizational
Subsystem to Another
Topic 1) Informal Communication from One
Organizational Subsystem to Another
formal communication is not limited by the formal chain of command, or
mmunication channels shown in the official organizational chart of a typical
ganization. This style of communication can involve the casual exchange of
ormation between any two individuals in the organization regardless of
ganizational rank. Often this involves impromptu face-to-face discussions.
wever, it can also involve telephone calls, text messages, e-mails, letters, an
en reports that are not officially required. The documents can be written and
ess formal style.
Informal communication can sometimes circumvent problems with formal
mmunication channels. This simple and direct style of communication
obably could have prevented some of the disasters that were discussed in th
evious chapter. However, informal communication might be difficult to
tiate, if an employee with low organizational status wants to communicate w
individual with higher organizational status.
Topic 2) Informal Communication In Small Organizations
small organizations, there may not be any need for formal communication
annels. This is especially the case if there are less than 50 people working in
e organization, and/or if there are very few organizational subsystems.
mmunication in small, or even some medium-size, organizations can be very
ormal. The CEO might be involved in direct supervision of the employees.
is might provide direct access to the CEO by any of the employees.
Topic 3) Informal Communication Channels,
Based on Friendships and Acquaintanceships
most organizations, informal communication channels develop, based on
quaintanceships and friendships, as well as on the physical proximity of
mployees that work together. Informal communication channels also are likel
develop because of individuals that work on joint projects, even if they are n
physical proximity. For example, the head of the marketing department mig
ve to work closely with the individuals that create advertisements, which ma
sult in informal communication channels.
A good strategy, for managers, and most people that work in an
ganization, is to establish acquaintanceships and friendships, with th
al of creating FRIENDLY and COOPERATIVE communication channels
ese communication channels can provide many advantages. For example,
veloping informal communication channels with individuals that are above yo
ganizational status might be helpful in obtaining advancements, and the
operation you need to perform your duties optimally. Getting to know
dividuals that are below your organizational status is useful in obtaining
sthand information about production problems, and potential risks and
asters. This can be especially useful for anyone in a managerial
sition, especially upper and middle managers.
Topic 4) Informal Communication Channels Between Customers,
And the Manager(s) and/or Owner(s) of a Small business
st small businesses will probably greatly benefit if the owner(s) and/or
anager(s) create friendly communication channels with customers. This can
ovide valuable marketing information about customer needs and preferences
can also provide useful information about the emotional tendencies of
stomers in relation to product selection.
These communication channels can be useful for spotting and correcting
ficulties that can result in customer dissatisfaction. For example, if a
nversation revealed that a customer was not satisfied with a product, offerin
exchange, or the return of the purchase price, is likely to result in a very
tisfied and loyal customer.
In general, the creation of communication channels between the customer
ner(s) or manager(s) of a small business, can be helpful in developing trust
d loyalty.
Avoiding hostile encounters, and maintaining a cooperative and friendly
itude is always important for small business owners and managers. Even
en customers appear to be unreasonable, or are excessive with their
pectations or demands, it is usually cost effective in the long-run to satisfy
em.
Keep in mind that a customer that is dissatisfied can transmit negative
inions about a business to others, by word-of-mouth. However, in modern
mes, it is necessary also to be aware of websites that involve ratings for
siness establishments and products. Customers can usually enter their
inions, and describe their experiences and feelings, about a business or
oduct. This can work against businesses that are not concerned about their
stomers. However, these websites can be very helpful for businesses that
ve a genuine concern about satisfying the needs of their customers.
Small business owner should keep in mind that they might be dealing with
ry competitive environment, especially if they are competing with large
mpanies. However, small businesses can focus on the individual needs of th
stomers. This can be easily achieved by developing the friendly
mmunication channels between customers and the business owner,
scribed above.
Topic 5) For Additional Information, Supporting Material, and for
lternative: Perspectives, Interpretations, explanations, and Opinions
On the Topics Presented Above, see the Following
Websites from other Authors
Communication In Organizational Settings Posted on February 24, 2011 by
mvcbba, 2) Communications within organizations, 3) Principles of
nagement, Communication Channels, by Mason Carpenter, 4) What Are
mmunication Channels Within an Organization?, 5) Communication Channe
Kinds (Types) of Communication employed by Business Organizations,
Communicating Within The Organization, 8) Employee / Organizational
mmunications, 9) Video: Communication and Channels of the Same,
) Video What Are Communication Channels Within An Organization?
Section 2) The Psychological Atmosphere of an
Organizational Setting, and How to Manage it
Topic 6) What is the Psychological Atmosphere of an Organization?
sed on the way I am using the terminology, the psychological atmosphere
an organization is the prevailing emotional state that is conveyed by an
ganizational setting, especially to employees, customers, and managers. The
ychological atmosphere of an organizational setting can involve ONE OR
ORE of the following factors:
 An environment that is: Friendly, relaxed, easy-going, joyful,
pleasant, unpleasant, hostile, anxiety provoking, threatening,
exciting, boring, tedious, as well as any other state that involves
emotional sensations
 An environment that is: Uncomfortable, such as from high
temperatures, excessive humidity, unpleasant odors, loud noises
 An environment that is: Pleasant and comfortable, such as from
pleasant odors, music, comfortable chairs, desks, and tables
Topic 7) Often an Organizational Setting Involves a
Combination of the Factors Presented Above
ten the psychological atmosphere of an organizational setting can involve a
mbination of factors, such as the following hypothetical examples:
 A school environment that is friendly, but somewhat anxiety provoking
 A waiting room that is uncomfortably warm, and boring (because of
excessively long waiting times, and no reading material)
 A hospital emergency waiting room, that is boring, anxiety provoking, but
friendly
 A prisoner of war camp, with an organizational setting that is threatening,
hostile, and anxiety provoking
 A nonprofit neighborhood recreational facility, that is unfriendly in the
morning and afternoon as a result of hostile supervisors, and friendly in th
evening, when it is run by neighborhood volunteers
Topic 8) A Neutral Psychological Atmosphere
me organizational settings have a psychological atmosphere that is neutral,
ich means the atmosphere does not convey any predominant emotional sta
experienced or perceived by the staff and customers of the organization. Fo
ample, a neutral psychological atmosphere is not friendly or unfriendly, not
easant or unpleasant, not relaxing and not anxiety provoking, not boring and
t exciting, etc.
When the psychological atmosphere of an organizational setting is neutral,
e of the following will happen: Little or no emotional state will be conveyed
e organizational setting to the staff or to customers. If an emotional state is
nveyed, it may be determined by the unique characteristics of the individual,
d/or the specific nature of his or her involvement in the organization. For
ample, a customer that is disappointed with the services provided by an
ganization, and is angry with the staff, might experience an unfriendly
mosphere. Another individual that is delighted with the services provided by
e organization might experience the organizational setting as friendly.
Topic 9) Psychological Atmosphere in Organizational Settings often
very by Time of Day, or Day of the Week, or Because of the
Activities that are Taking Place in the Organization
organizational setting may convey different psychological atmospheres,
pending on who is working in the facility. There are many other factors that
n vary throughout the day, or week, that might change the psychological
mosphere in an organizational setting. This can involve variations in
mperature, humidity, ventilation, as well as variations in the emotional
mperament of employees or customers. Some organizational settings that a
mewhat friendly might become tense and unfriendly when they are
ercrowded.
Probably, the most important factor that may determine the psychological
mosphere in an organizational setting, at any point in time, is the nature of t
rk or activities that are underway. For example, when dangerous work is
rried out in a chemical plant the resulting psychological atmosphere will
obably be very serious and anxiety provoking. However, after the work is
mpleted, the psychological atmosphere might change to a relaxed and friend
vironment.
opic 10) A Psychological Atmosphere in an Organizational Setting ca
be Different for Individuals with Different Organizational Roles
e individuals involved in some organizational settings may experience differe
ychological atmospheres depending on their organizational status, or the
ture of their employment. This can even happen when organizational staff a
stomers are occupying the same room or facility. For example, customers of
owded resort facility or hotel might experience a very friendly and relaxed
ychological atmosphere, but the managers may be experiencing a frustrating
d tense atmosphere, and the employees might experience a very hectic and
mewhat unfriendly atmosphere, as a result of pressure from the manages to
rk at a fast pace.
Topic 11) How to Evaluate, Estimate, or Measure the Psychological
Atmosphere of An Organizational Setting
e psychological atmosphere of an organizational setting cannot be measured
precise mathematical terms. However, good estimates of the psychological
mosphere can be obtained with the techniques presented in the following
ragraphs.
The psychological atmosphere can be estimated with survey forms for
anagers, employees, and customers. These forms should contain a series of
estions that relate to how the survey participant, feels about the
ganizational setting. This should also include how the survey participant feel
out managers, employees, and customers. Some examples of questions tha
n be used for the above are as follows:
Do you experience this organizational setting as any of the following: Circle a
the words that apply to your feelings and experiences in regard to this
environment.
An environment that is: Friendly, relaxed, easy-going, joyful,
pleasant, unpleasant, hostile, anxiety provoking, threatening,
exciting, boring, tedious, as well as any other state that involves
emotional sensations You can write your answer here
_________________________________________
An environment that is: Uncomfortable, such as from high
temperatures, excessive humidity, unpleasant odors, loud noises
Other factors that relates to discomfort You can write your answer here
_________________________________________
An environment that is: Pleasant and comfortable, such as from
pleasant odors, music, comfortable chairs, desks, and tables
Other factors that relates to pleasant or comfort You can write your
answer here _________________________________________
Do you have any complaints about any of the staff members or customers
You can write your answer here ---__________________________________________
__________________________________________
__________________________________________
Another way of evaluating the psychological atmosphere of an organization
tting is to interview staff and customers. This often requires trained
erviewers, and it can be expensive, time-consuming, but might provide very
portant information about the psychological environment.
The simplest way to evaluate a psychological environment is to use commo
nse observations, which may be coupled with a few informal conversations
th customers and/or staff. Unpleasant, and dysfunctional, aspects of the
ychological atmosphere are often obvious. Examining actions and facial
pressions of the individuals in the environment might reveal if the environme
anxiety provoking, or hectic, or problematic in some other way. If you
quently hear managers, employees, and/or customers complaining, and/or
ling, the psychological atmosphere is obviously problematic.
The best strategy for evaluating the psychological atmosphere of an
ganizational setting is to use all three of the techniques described above.
hen this is done, it may turn out that all three techniques indicate the same s
problems, and desirable components. However, sometimes each technique
l indicate a different set of problems, and/or desirable components.
Topic 12) What are the Factors that Generate a Positive or Negative
Psychological Atmosphere in an Organizational Setting
ually the managers are the primary generators and transmitters of the
ormation that creates the psychological atmosphere of an organizational
tting. However, it is important to keep in mind many other factors can partly
totally, generate a psychological atmosphere, in an organizational setting.
is is explained in the following paragraphs.
All of the following can partly, or totally, generate a psychological
mosphere in an organizational setting: the behaviors, actions, demands,
d communication style of managers, employees, and/or customers. T
ecific psychological atmosphere that is generated will depend on the entities
derlined in red type. It is important to note that proper training of managers
d employees can improve all of the factors presented in red type, which will
obably result in an improvement in the psychological atmosphere.
The nature of the work, can partly or totally, generate a pleasant or adver
ychological atmosphere. For example, a very tense and anxiety provoking
rk environment may develop because the work is dangerous, or human lives
e at stake, such as in an emergency room.
It is important to note that undesirable psychological atmospheres
nerated by a work environment, such as the above, can sometimes be
proved with appropriate managerial strategies. For example, very anxiety
ovoking work environments can be improved by training the staff in relaxatio
chniques, and providing the best equipment and procedures to deal with the
rk optimally.
The physical environment, and its content can partly a totally generate a
ychological atmosphere. This includes some of the factors that were
eviously described, such as room temperature, noise, odors, the type and
gree of ventilation, decorations, and comfortable or uncomfortable furniture.
wever, usually the above only partly contributes to the psychological
mosphere. It is important to keep in mind that it is relatively easy to mainta
optimum physical environment with conventional technology, such as air-
nditioning, heating, ventilation equipment, etc. In most situations and
timized physical environment is likely to be highly cost-effective.
Topic 13) Managerial Influence and Control of the
Psychological Atmosphere of an Organizational Setting
illful management can create an appropriate psychological atmosphere in an
ganizational setting. This can involve attempts to identify problems in the
ychological atmosphere, such as anxiety provoking supervisors, and eliminat
e problems. This is explained in more detail in the following paragraphs.
Adverse psychological atmospheres in organizational settings are often
nerated by individuals with problematic temperaments, and/or staff member
at use unfriendly or dysfunctional styles of communication. This often involv
dividuals with authority positions such as supervisors. However, it can also
volve sales personnel, and product support specialists, or any other employee
dividuals in this category usually should be removed from their positions, or
aced in alternative roles where they cannot cause problems for others. It ma
difficult to detect individuals in this category, because they are likely to
ntrol their problematic temperament and/or communication when monitored
their superiors. However, anonymous rating scales filled out by employees
d/or customers can reveal individuals with problematic communication styles
temperaments.
The rating scales described above can sometimes improve job
rformance, and eliminate hostile and problematic behavior.
ecifically when people are aware that they are going to be rated on
e services they are providing, they are likely to provide optimum
rvice to avoid a negative rating.
A few simple strategies for that can contribute to a pleasant than functiona
ychological atmosphere include the following.
 Avoiding unreasonable demands and excessively high workloads on
managers and employees,
 Managers can be trained to treat employees kindly, and with sympathy
 In some cases, providing periodic work breaks, will be cost-effective, and
will also contribute to a pleasant psychological atmosphere
As explained previously maintaining a pleasant physical environment, with
oper temperature, humidity, and ventilation, are important factors for
taining a pleasant psychological atmosphere. However, good lighting might
o contribute to a pleasant atmosphere, for both customers and employees.
at and orderly environment, that is attractive and well decorated, can also
ntribute to a pleasant psychological environment.
Topic 14) For Additional Information, Supporting Material, and for
lternative: Perspectives, Interpretations, explanations, and Opinions
On the Topics Presented Above, see the Following
Websites from other Authors
Measurement and management of work climate: Cross-validation of the
ISO Psychological Climate Questionnaire, 2) An Employeeship Model and its
lation to Psychological Climate A Study of Congruence in the Behavior of
aders and Followers Johan Bertlett Department of Psychology Work &
ganizational Psychology Division 2011, 3) An application of Jones and Jame
rceived climate questionnaire in Australian higher educational institutions,
The impact of organizational changes on psychological contracts: A
ngitudinal study
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Hyperlink Table Of Contents
low is the hyperlink table of contents of this chapter. If you left click on any
e blue underlined words, a section or topic heading will appear on your
mputer screen.
ection 1) The Informal Input and Output of Information from
ne Organizational Subsystem to Another.... 2
Topic 1) Informal Communication from One
Organizational Subsystem to Another .......... 2
Topic 2) Informal Communication In Small Organizations 3
Topic 3) Informal Communication Channels,
Based on Friendships and Acquaintanceships4
Topic 4) Informal Communication Channels Between Customers,
And the Manager(s) and/or Owner(s) of a Small business
5
Topic 5) For Additional Information, Supporting Material, and for
Alternative: Perspectives, Interpretations, explanations, and
Opinions, On the Topics Presented Above, see the Following
Websites from other Authors ....................... 6
ection 2) The Psychological Atmosphere of an Organizational
etting, and How to Manage it ...................... 7
Topic 6) What is the Psychological Atmosphere of an
Organization? ............................................... 7