Lussier

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Chapter
Organizational Communication
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After completing this chapter, you should be able
to 1. Explain six principles of
organization. 2. Explain six types of
departmentalization. 3. Identify contemporary
trends. 4. Describe how communication flows
through organizations. 5. Explain the advantage
the all-channel communication network has over
the other networks. 6. List nine common barriers
to communication and how to overcame them. 7.
Identify your preferred communication style. 8.
Explain how to change communication styles to
meet the needs of the situation. 9. Define the
following 10 key terms (in order of appearance in
the chapter) organizational structure filtering
departmentalization autocratic communication
style (S-A) organizational communication consult
ative communication style (S-C) vertical
communication participative communication style
(S-P) horizontal communication laissez-faire
communication style(S-L) grapevine
communication networks
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Organizational Structure

• Organizational Structure the way managers
  design their firms to achieve their
  organizations mission and goals.

President/CEO
VP Manufacturing
VP Marketing
VP Finance/ CFO
VP Accounting
Finance Manager
Project Manager
Assembly Manager
Senior Accountant
This basic organizational chart illustrates
organizational structure.
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Principles of Organization

• Chain of Command the line of authority from the
  top to the bottom of the organization.
• Span of Management the number of employees
  reporting to a manager.
• Division of Labor allows employees to have
  specialized jobs.
• Coordination synchronizing the activities of
  all departments to achieve the organizations
  objectives.
• Line Authority the responsibility to make
  decisions and issue orders down the chain of
  command.
• Staff Authority the responsibility to advise
  and assist other personnel.
• Centralized Authority top managers make
  important decisions.
• Decentralized Authority middle and first-line
  managers make important decisions.

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Six Types of Departmentalization

• Functional
• Product (Service)
• Customer
• Divisional
• Territory (Geographic)
• Matrix
• Combination

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Contemporary Organization

• Boundaryless Organizations - seek to break down
  the vertical and horrizontal barriers with in the
  firm and between the firm and its suppliers and
  customers.
• Reengineering -- Two types best practice and
  radical reengineering of processes that save
  time and improve performance and quality with the
  aid of cross-functional teams.
• Team or Greenfield Organizations -- form of
  reengineering that uses a team approach to
  organize a new facility.
• Virtual Organization -- comprised of independent
  service providers completing a specific task.
• E-organization -- occurs when a firm has
  different organizations work together to provide
  goods or services through electronic networks
  such as the internet..

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Types of Organizational Communication

• Organizational communication the compounded
  interpersonal communication process across an
  organization.
• Vertical communication the flow of information
  both up and down the chain of command.
• Horizontal communication the flow of
  information between colleagues and peers
  (informal communication).
• Grapevine the informal vehicle through which
  messages flow throughout the organization.

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Communication Networks

• Communication networks sets of employees who
  have stable contact through which information is
  generated and transmitted.
• Networks may be formed between departments,
  depending on the need to exchange information.
• Within departments, smaller networks may also
  form, taking on a variety of structures.
• Grapevine may not follow the formal
  organizational structure at all.

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Formal Organizational Chart
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Informal Organizational Chart
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Small Group Communication Networks (I)
Chain
These network patterns include a central person
(A) through whom much of the communication passes
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Small Group Communication Networks (II)
These network patterns involve all members
equally in the communication exchange.
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Situational Supervision Model

• Capability Levels (C) Supervisory Styles (S)
• (C-1) Low (S-A) Autocratic
• The employees are unable to and/or High
  directive/low supportunwilling to do the task
  without direction. Tell employees what to do and
  closely oversee performance. Give little or no
  support. Make decisions by yourself.
• (C-2) Moderate (S-C) Consultative
• The employees have moderate ability and High
  directive/high supportare motivated. Sell
  employees on doing the job your way and oversee
  performance at major stages. You may include
  their input in your decision. Develop a
  supportive relationship.
• (C-3) High (S-P) Participative
• The employees are high in ability but may
  lack Low directive/high support self-confidence
  or motivation. Provide little or no direction.
  Let employees do the task their way. Spend
  limited time overseeing performance. Focus on
  end results. Make decisions together, but you
  have the final say.
• (C-4) Outstanding (S-L) Laissez-Faire
• The employees are very capable and highly Low
  directive/low support
• motivated. Provide little or no direction and
  support. Let employees make their own
  decisions.

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Situational Communication Model (I)
Step 1. Diagnose the situation. Resource Use
of Resource Style Time No S-A Yes
S-C, S-P, or S-L Information All
S-A Some S-C Little S-P or
S-L Acceptance Accept S-A Reluctance
S-C Reject S-P or S-L Capability Low
S-A Moderate S-C High
S-P Outstanding S-L