Communicating for
Results
9e
2
Organizational
Communication
Key Ideas
•Formal and Informal
communication
•Coordination of people and
groups
Organization Models
Copyright Cengage © 2011
1
Consider this . . .
It is structure that enables people to work
together, and in so doing to accomplish
things beyond the abilities of unorganized
individuals.
Wagner & Hollenbeck, Organizational Behavior, Southwestern, 2004
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2
The Rise and Fall of Enron
Read or describe the case study
Answer the following questions:
What type of informal/formal
communication was used at Enron?
Which organizational model was used?
What role did rank and yank play in Enron’s
unethical practices?
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3
Formal Communication
Includes 3 types of communication Inside the organization. . .
Horizontal
Downward
Upward
Messages flow downward
through the chain of
command—i.e., from
manager to employee.
Messages flow upward
through the chain of
command—i.e., from
employee to boss.
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Messages flow
laterally between
people of the same
rank.
4
Downward Communication
 Employee performance appraisals
 Job instructions
 Job rationale
 Policy & procedures
 Motivational appeals
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5
Upward Communication
 Employee work, achievements & progress
 Employee opinions & feelings
 Outlines of work problems
 Ideas for improvement
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6
Informal Communication
 This is commonly known as The Grapevine
 Indicates the health of the organization
 Adds to employee satisfaction &
commitment
 Indicates employee concerns >
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Informal Communication
 Is 75-95% accurate
 Travels fast
 Effective managers use The Grapevine
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8
Informal Communication
Information carried by the “Grapevine” . . .
Indicates the health of the organization
Adds to employee satisfaction & commitment
Indicates employee concerns
Is 75-95% accurate
Thomas Perdew/Focus Group/PictureQuest
Travels fast
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9
Coordination of People and Groups
Mutual adjustment – horizontal
communication between peers who meet
to make work decisions
Direct supervision – supervisors have the
authority to organize and direct work
Standardization – specific written
standards for tasks, output levels, skills
and workplace norms
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10
Organization Models:
Traditional (or Classical) Model
Scientific
Bureaucratic
Standardized employee tasks
Organization Structure
Example: Taylor’s Best Way
Example: Fayol’s Best Way
•Scientific design of each task
•Specific organizational structure
•Scientific selection of workers
•Clear division of labor
•Adequate training and rewards
•Formal chain of command
for productivity
•Division of both labor and
responsibilities
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11
Fayol’s Bridge
Normal line of
communication
A
B
D
X
C
E
X
X
X
Fayol’s bridge:
Bypasses chain
Of command
X
X
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F
X X
G
X
X
X
12
Human Relations Model
Mayo
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Human Relations Model
Pioneered by Elton Mayo and colleagues
between 1927 and 1932
Based on conclusions of Hawthorne plant
study
Workers in relaxed congenial work groups
with supportive supervisors are more
productive
Peer relationships significantly influences
productivity
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14
Human Resources Model
Teams
Theory Y
QC
McGregor
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Human Resources and Human
Relation Models
Human Resources
Human Relations
• People wish to be liked and
respected.
• If there needs are met, employees will
produce for the organization.
• Managers should convince workers that
they are valuable team members.
• Managers should allow employee
participation in routine decision making.
• Sharing information with employees will
increase their satisfaction, which will
improve their morale and reduce
resistance to authority, thus improving
productivity.
• Most people desire a sense of
accomplishment.
• Most employees have untapped
resources and are capable of more than
most jobs allow.
• Managers should tap and guide each
employee’s hidden talents and creativity
to harmonize with organizational goals.
• Managers should allow (and encourage
employee participation in routine and
important decision making situations
• Employee satisfaction is a by-product of
improved performance
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16
McGregor’s Theory X
 Messages travel downward
 Upward messages limited
 Fear & distrust of
management
 Decisions made by top
management
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Bureaucratic
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McGregor’s Theory Y
Messages travel up and down in the
organization
Decisions shared & based on input from
all levels
Feedback is encouraged in an upward
direction >
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18
McGregor’s Theory Y
Atmosphere of confidence & trust exists
Downward messages satisfy needs of
employees
Decision making is based on messages
from all levels improving decision
accuracy and quality
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19
Beliefs of Theory X and Y Managers
Theory X (Traditional)
Theory Y (Human Resources)
1. The average person has an inherent dislike of
work and will avoid if possible.
2. Most people will not strive to achieve
organizational objectives unless they are
coerced, controlled, directed, and threatened
with punishment
3. The average person prefers to be directed,
whishes to avoid responsibility, has relatively
little ambition, and wants security above all
else.
1. The use of physical and mental energy in work
is as natural as play and rest.
2. External control and threats are not only ways
to motivate workers to meet organizational
objectives. A person who is committed to the
objectives will exercise self-direction and selfcontrol.
3. Commitment to objectives is a motivator and a
function of rewards and achievement.
4. Under proper conditions, workers learn not
only to accept but also to seek responsibility.
5. The capacity to exercise a relatively high
degree of ingenuity and creativity is widely
distributed in the population
6. The intellectual potentialities of most people
are only partly utilized in modern
organizations.
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20
Elements of Likert’s Four Systems
© Jason Harris
 Supportive relationships based on
trust
 Group decision making and group
supervision
 High performance goals
 Formal and informal
communication
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21
Systems/Contingency Model
One model does
not fit all
Culture
Fiedler
Situation
Theory Z
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22
Systems Theory
Concerned with the organization as a
whole
All types of communication and feedback
essential
One person can affect the entire
organization
Used to build and maintain corporate
culture
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23
Contingency Theory
Leadership depends on three variables

Leader-follower relations (liked or not liked)
 Position of power (powerful or weak)
 Task structure (organized or not organized)
Task or traditional leadership best when
Manager well liked or is disliked
Tasks well-defined or is poorly defined >
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24
Contingency Theory
Human Relations Orientation best when
Manager is moderately liked
Manager is somewhat powerful
Tasks are moderately defined
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25
Path-Goal Theory
Developed by Robert House (1971)
Identified factors of job performance and
satisfaction
Satisfaction with job
Uncertainty and difficulty of job
Communication style of supervisor
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26
Transformational Model
Virtual
Multiunit
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27
Communication Patterns:
Traditional Model
 Rational, task-oriented, usually written
 Social side less important
 Structured roles define expectations
 Expectations determined by position
 Mainly downward
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28
Communication Patterns:
Human Relations Model
 Supportive, but mainly downward
 Employee needs treated with TLC
 Feedback from employees & grapevine
 Communication skills used to develop &
maintain relationships
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29
Communication Patterns:
Human Resources Model
 Team oriented & participative
 Info & feedback flow freely up & down
 Informal communication encouraged
 Communication skills needed at all levels
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30
Communication Patterns:
Systems/Contingency Model
 No single best way to communicate
 Communication influenced by situation
 Communication flexibility valued
 Requires communication skills at all
levels
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31
Communication Patterns:
Transformational Model
 Horizontal communication essential
 Upward & downward communication
used
 Awareness of frame-of-reference
differences
 Much communication electronic
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32
Communicating for
Results
9e
2
Organizational
Communication
Key Ideas
•Formal and Informal
communication
•Coordination of people and
groups
Organization Models
Copyright Cengage © 2011
33