lecture 2.12

lecture 2.12 - February 12, 2004 ORGANIZATIONAL...

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February 12, 2004 ORGANIZATIONAL COMMUNICATION An organization is: A system of individuals (rather than just a dyad; its an interconnected group) Typically organized in a hierarchy (usually formal hierarchy- written down) Individuals are pursuing multiple goals Within complex communication networks Flow of messages: Downward communication: How do “bosses” communicate? Often take communication for granted Most are trained in another area Tend to rely on official channels (requests, orders, guidelines, policy statements) Ex. of emphasis in Office Space, the memo Messages get distorted Downward distortion Selective exposure, attention perception, retention, action Upward distortion Condensed, simplified; Messages get standardized (put into the standards of that organization), idealized (makes things look better than they are, as it gets passed up it sounds better) and synthesized (add things to make it fit in a certain perspective) Ex. the pinto car: engineers notice problems but problem gets distorted by the time it reaches the big- guys Leadership Issues: Management vs. Leadership (we communicate in different ways for different reasons) “Management” Asks “how can we do this best?” To manage: develop plans/ budgets Communication is to organize, control, and accomplish tasks (getting people to do stuff in the way that works best) “Leadership” Asks “why should we do this at all?” (what is the higher goal) To lead: must have “vision” (see beyond the immediate) Long- range goals Communication is to listen, inspire, cultivate Ex. using comm. (as leader) to listen, inspire in Apollo 13 Ex. leadership vs. management from Apollo 13, the carbon dioxide problem Leading Groups/Teams Effectiveness often depends on ability to attend to group needs Concern for task vs. concern for people/morale (ability to shift between these) Task concern (low or high) People concern (low or high) High task/ low people “rigid” High people/ low task “placating” (dealing a lot with people) Low people/ low task ”hands- off” not dealing with people or tasks; good if group works well already) High people/ high task “team” lots of task support, instruction, help, moral support Adaptability of the leader is important; different styles important at different times Organizational Culture (comes from studying ethnic cultures) Norms for working, interacting develop Some are widespread org. norms (throughout the U.S)
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Ex. “Protestant Work Ethic” must work hard to succeed and not fall behind “Office speak” Some norms are specific to the organization Is worker “satisfaction” important? Low correlation between satisfaction and productivity But INVOLVEMENT in outcomes really matter, making a valuable contribution Organizational Culture sustained through: Stories and myths told Rituals and ceremonies Informal communication: the social grapevine February 17, 2004 PERSUASION What is persuasion? Important Features:
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This note was uploaded on 04/10/2008 for the course AS AM 1 taught by Professor Zhao during the Fall '08 term at UCSB.

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lecture 2.12 - February 12, 2004 ORGANIZATIONAL...

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