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ORGANIZATION COMMUNICATION
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ORGANIZATIONAL COMMUNICATION
DEFINED
Organizational Communication Definitions -Handout
Communication is the basis for the way in whichan organization functions
Communication plays a critical role in most everyaspect of organizational life
A business is a group of people organized arounda common goal
Organization - Greek origins Organon - tool or instrument Communication is both the means by which the tool or
instrument (the organization) is created and sustainedandthe prime coordinating mechanism for activitydesigned to attain personal and organizational goals.
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ORGANIZATIONAL COMMUNICATION DEFINED
the process of creating, exchanging,interpreting (correctly or incorrectly), and storingmessages within a system of humaninterrelationships.
the exchange of oral, nonverbal, and writtenmessages within (and across the boundaries of) asystem of interrelated and interdependent
people working to accomplish common tasks andgoals within an organization.
MESSAGE-CENTERED DEFINITION
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MESSAGES
nonrandom verbal symbolizations.
a use of language (written or spoken)that the recipient interprets as having beencreated intentionally.
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ASSUMPTIONS AND FEATURES OF
ORGANIZATIONAL COMMUNICATION
Communication is central to theexistence of the organization
Organizational communication is acomplex process (creating, exchanging,
interpreting, and storing messages)
Misunderstandings occur
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WHAT IS AN ORGANIZATION?AN ORGANIZATION IS A GROUP OF PEOPLE WORKING TOGETHER
TO ACHIEVE A COMMOL GOAL, BE IT :
POLITICAL,
PROFESSIONAL,
RELIGIOUS, ATHLETIC,
SOCIAL, OR
ANY OTHER PURPOSE
WHOSE ACTIVITIES REQUIRE THEM TO INTERACT COMMUNICATE.
INDEED COMMUNICATION MUST HAVE OCCURRED BEFORE A
COMMON GOAL COULD EVEN BE ESTABLISHED
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WHAT IS AN ORGANIZATION?
A WALK THROUGH THE HALLS OF A CONTEMPORARY
ORGANIZATION SHOWS MANAGERS / ADMINSTRATORS
AND EMPLOYEES :
READING REPORTS
DRAFTING e-MAIL MESSAGES DICTATING CORRESPONDENCE
ATTENDING MEETINGS
CONDUCTING INTERVIEWS TALKING ON THE PHONE
CONFERING WITH SUBORDINATES
MAKING PRESENTATIONS
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WHAT IS AN ORGANIZATION?
IN SHORT PEOPLE ARE SEENCOMMUNICATING - ORGANIZATIONSFACILITATE :
EXCHANGE OF INFORMATION, GENERATION OFIDEAS, MAKING OF PLANS, ORDERING OF SUPPLIES, TAKING DECISIONS,
FOLLOWING RULES AND PROCEEDURES, MAKING PROPOSALS, SUGNING CONTRACTS AND REACHING AGREEMENTS ETC.
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COMMON THEMES IN ORGANIZATIONAL
COMMUNICATION
The use of language as a symbolic means ofinducing cooperation in beings that by naturerespond to symbols, constitutes ourdisciplinary foundation . . . A concern withcollective action, agency, messages, symbols,and discourse.
Mumby & Stohl
How messages are sent and understoodthrough the use of language, forms the basisof communication in general and
organizational communication specifically.
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ORGANIZATIONAL COMMUNICATION:
WHATS IN IT FOR YOU?
Better equipped to address contemporaryworkplace issues.
Development of a temporary workforce Implementation of teams
Adoption of new technologies
Multiculturalism
Trained to focus on the complex andcollaborative nature of communicating,organizing and knowing.
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ORGANIZATIONAL COMMUNICATION:
WHATS IN IT FOR YOU?
More articulate about ideas.
Understand the task of organizingindividuals, groups, projects, andthoughts.
Knowing/Learning how to learn.
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PREVALENCE OF MISUNDERSTANDINGS
Paradigms
More levels of hierarchy
More work teams with more members Cultural, age, sex, gender, religious, and value
differences
Power struggles
Sub- and counter organizational cultures
Competition for scarce resources
Impersonal communication media
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ORGANIZATIONAL COMMUNICATION
EVERY MANAGEMENT FUNCTION AND ACTIVITY : PLANNING, FORECASTING
CONTROLLING, PLANNING PLANNING
DECISION MAKING, ORGANISING ORGANISING
LEADERSHIP AND DIRECTING INSTRUCTING
STAFFING, COORDINATING COORDINATING
BUDGETING CONTROLLING
CAN BE CONSIDERED COMMUNICATION ORGANIZATIONALPERFORMANCE CORRELATES DIRECTLY WITH THE QUALITY OF
COMMUNICATION.
AN AVERAGE MANAGER SPENDS MORE TIME IN COMMUNICATING THAN
DOING ANYTHING ELSE.
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ORGANISATIONAL BENEFITS OF EFFECTIVE
COMMUNICATIONS
INCREASES PRODUCTIVITY
HELPS ANTICIPATE PROBLEMS
ENCOURAGES DECISION MAKING ASSISTS COORDINATE WORKFLOW
IMPROVES SUPERVISION
STRENGTHENS RELATIONSHIPS IMPROVES UNDERSTANDING IN THE
WORKPLACE IN GENERAL
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INFLUENCE OF ORGANIZATION
STRUCTURE ON COMMUNICATION
ORGANIZATION STRUCTURE
FORMALLY PRESCRIBED PATTERN OF INTER-RELATIONSHIPS BETWEEN THE VARIOUS UNITS
OF AN ORGANIZATION THE NATURE AND FORM OF COMMUNICATION
VARVARIES GREATLY AS A FUNCTION OFPEOPLES RELATIVE POSITION WITH ANORGANIZATION
ORGANIZATION CHART
DIAGRAM SHOWING THE FORMAL STRUCTURE OFAN ORGANIZATION AND INDICATING WHO IS TO
COMMUNICATE WITH WHOM
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INTERNAL COMMUNICATION
DETERMINATION OF TASKS, PRINCIPLES AND
OBJECTIVES
ANALYSIS OF THE EMPLOYEES KNOWLEDGEAND IMAGE OF THE ORGANIZATION
DETERMINATION OF FOCUS AREAS IN
DEVELOPING COMMUNICATION
RESPONSIBILITIES AND RESOURCES
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EXTERNAL COMMUNICATION
REPUTATION - MANAGEMENT
REPUTATION - CAPITAL
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THE ROLE OF COMMUNICATION IN
ORGANIZATIONS
key purposes:
Direct action: to get others to behave indesired fashion
Achieve coordinated action
Systematic sharing of information
+ interpersonal side with the focus oninterpersonal relations between people
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COMMUNICATION
The social glue that continues tokeep the organization tied together
The essence of organization
A key process underlying all aspects oforganizational operations
Properly managing communicationprocesses is central to organizationalfunctioning
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ORGANIZATIONAL STRUCTURE: DIRECTING
THE FLOW OF MESSAGES
Organizational structure:
The formally prescribed pattern of
interrelationships existing between thevarious units of an organization
Dictating who may and may notcommunicate with whom
Abstract construction
Depicted in Organizational Charts
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ORGANIZATIONAL CHARTS
Ideal type Staff & Line Systems
Ideal Type Multitask Systems
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ORGANIZATION CHART AND FORMAL
COMMUNICATIONS
SECRETARY
AS Sr. JS/JS
DS DSDSDS
Upward
Communication
Information
DownwardCommunication
Instructions
and Directives
Efforts at Coordination
Horizontal Communication
SO SO
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FORMAL COMMUNICATION
The process of sharing official
information with others who need to
know it.
According to the prescribed patternsdepicted in an organization chart.
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FORMAL COMMUNICATION
President
Vice
President
Vice
President
Manager Manager Manager Manager
Efforts at coordination
Information
Instruct
ions
anddirectives
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FORMAL COMMUNICATION
Downward communication:
instructions, directions, orders
feedback
Upward communication: data required to complete projects
status reports
suggestions for improvement, new ideas
Horizontal communication: coordination of cooperation
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CENTRALIZED NETWORKS
One central person
Unequal access to information
Central person is at the crossroads of the
information flow
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COMMUNICATION STRUCTURES
CENTRALIZED
Y
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COMMUNICATION STRUCTURES
CENTRALIZED
Wheel
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COMMUNICATION STRUCTURES
CENTRALIZED
Chain
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DECENTRALIZED NETWORKS
Information can flow freely
No central person
All members play an equal role in the
transmittal of information
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Communication Structures
DECENTRALIZED
Circle
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Communication Structures
DECENTRALIZED
Comcon
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INFORMAL COMMUNICATION STRUCTURES
Deviation from the planned communicationstructure
Direction of the flow of information
Leaving out people in the communication line
Integrating people into the communication line
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Informal Networks
Y
D
C
B
A
Chain
A
JB
D H I
K
F
GE
C
Gossip
A
F B D
J
H
CE
K
G I
X
Probability
AC
D
F
J
IB
Cluster
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NETWORK ROLES
Bridge
Liaison
Isolate
Isolated Dyad
Cosmopolites
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INFORMAL ORGANIZATION
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INFORMAL COMMUNICATION
information shared without any formally imposed
obligations or restrictions
if an organizations formal communication representsits skeleton, its informal communicationconstitutes its central nervous system
grapevine An organizations informal channels of
communication, based mainly on friendship or
acquaintance
origin: American Civil War [grapevine telegraphs]
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Grapevine
1. a secret means of spreading orreceiving information2. the informal transmission of
(unofficial) information,gossip or rumor from person-to-person -> "to hear aboutsomething through thegrapevine"3. a rumor: unfounded report;hearsay
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GRAPEVINE CHARACTERISTICS
Oralmostly undocumented Open to change
Fast (hours instead of days) Crossing organizational boundaries
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GRAPEVINE CHARACTERISTICS
Inaccuracy:
Levelling
Deletion of crucial details
Sharpening
Exaggeration of the most dramatic details
while the grapevine generally carries thetruth it seldom carries the whole truth
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GRAPEVINE FIGURES
70% of all organizational communicationoccurs at the grapevine level
Estimated accuracy rates: 75-90%
The incorrect part might change themeaning of the whole message though
An estimated 80% of grapevine information
is oriented toward the individual while 20%concerns the company
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Factors Influencing Grapevine
Activity I
According to Gordon Allport:
Importance of the subject for both listener andspeaker
Ambiguousness of the facts
Formula:
R = i x a
R: intensity of the rumor
i: importance of the rumor to the persons
a: ambiguity of the facts associated with the rumor
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FACTORS INFLUENCING GRAPEVINE
ACTIVITY II
Employees rely on the grapevine when:
They feel threatened,
Insecure, Under stress
When there is pending change
When communication from management islimited
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Positive Aspects of the Grapevine
Social function
Reduction of anxiety
Release mechanism for stress
Identification of pending problems
Early warning system for organizational change
Vehicle for creating a common organizational culture
Desired information can be circulated quickly to alarge group of subordinates (inofficially!)
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COPING OR MANAGING THE GRAPEVINE
the grapevine cannot be abolished,
rubbed out, hidden under a basket,
chopped down, tied up, or stopped
Dont try to control or restrict it
Use it to supplement formal channels
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TAPPING THE GRAPEVINE
Identify and make use of key
communicators ( bridgers) Monitor what is happening in the
organization
Use the grapevine to give new ideas a trialrun
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PREVENTING RUMORS
Provide information through the formalsystem of communication on the issuesimportant to the employees Supply employees with a steady flow ofclear, accurate and timely information Present full facts Keep formal communication lines openand the process as short as possible
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IMPROVING UPWARD COMMUNICATION
FORMAL GRIEVANCE PROCEDURES
EMPLOYEE ATTITUDE AND OPINION
SURVEYS
SUGGESTION SYSTEMS
OPEN-DOOR POLICY
INFORMAL GRIPE SESSIONS
TASK FORCES
EXIT INTERVIEWS
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Managerial Skills
Interpersonal Skills
Writing
Oral Presentation
THREE SKILLS NEEDED TO BE A GOOD MANAGER
b h f
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Max Weber: Theory of Bureaucracy
Organization is a system of purposefulinterpersonal activity designed tocoordinate tasks.
Power is the ability of a person to influenceothers and overcome resistance.
Legitimate authority is power authorizedformally by the organization.
Bureaucratic authority is power vested insupervisors and managers by virtue ofrules.
THEORETICAL PRIORITIES IN
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THEORETICAL PRIORITIES IN
ORGANIZATIONAL COMMUNICATION
1940s: What effects do downward directed communications
have upon employees? 1950s: How do small-group networks affect organizational
performance and members attitudes and behaviors?
1960s: What do organizational members perceive to becommunication correlates of good supervision?
1970s: What are the communication components andcorrelates of organizational communication climates?What are the characteristics and distribution of keycommunication roles within organizational networks?
til now: Organizations are a system of interdependentvariables. What are the strategic parts of the system?
What is the nature of their mutual dependency?
What are the main processes in the system which link the partstogether and facilitate their adjustment to each other?
What are the goals sought by the system?
GORDON LIPPITTS ORGANIZATIONAL HEALTH
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Task dimensions
Goal focus Communication adequacy Optimum power utilization
Social dimensions
Resource utilization Cohesiveness Morale
Growth dimensions Innovativeness
Autonomy Adaptation Problem-solving adequacy
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PETER F DRUCKERS KEY LEADERSHIP
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PETER F. DRUCKERS KEY LEADERSHIP
Key leadership tasks must be done if theorganization is to be successful.
On the other hand, the organization cannot
function unless the routine tasks are takencare of as well.
The answer, of course, is effective
delegation of these routine tasks so the keyleaders have time for their genuinely moreimportant responsibilities.
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Key Leadership Tasks
Thinking through the mission of theorganization
Setting the standards and good examples
Building the human organization
Relating to the public
Perform ceremonial functions
Attend to crisis after crisis whenevernecessary
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REQUIREMENTS FOR KEY LEADERSHIP
Analysis of key leadership tasks
Key leadership tasks assigned
Key leadership team
Delegation of operating tasks
Motivation
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Motivation
Motivation an be defined as the will to do, the urge
to achieve goals, the drive to excel.
It is also the degree to which a person wants and
chooses to engage in certain behaviours. All
behaviour is motivated the performance of a task isthe product of ability and motivation.
Motivation is concerned both with why people
choose to do one thing rather than another and also
with the amount of effort or intensity of action thatpeople put into their activities.
INFLUENCES OF MOTIVAION
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INFLUENCES OF MOTIVAION
VALUES:They affect the types of activity that people will
find appealing and secondly they influence people`smotivation towards specific outcomes such as money,power and prestige.
BELIEFS: people must believe that what is required of themis possible to achieve and also they need to believe that byperforming well, they will personally benefit from theirefforts.
ATTITUDES:A person with a positive attitude towards theorganisation will be more likely to come to work regularly.
NEEDS
GOALS:A goal provides a target to am at,something toaspire to and goals provide a standard of performance.
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THEORIES OF MOTIVATION
CONTENT THEORIES: Content theories are sometimesknown as need theories and focus on the needs served
by work. The motivation of a person depends on thestrength of their needs.
Main content theories are:
Maslow`s Needs Hierarchy
Herzberg`s two-factor theory
McClelland`s achievement motivation
Perceivedneeds
Motivating Force(Tension)
Activity GoalAchieved
THEORIES OF MOTIVATION
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THEORIES OF MOTIVATION
PROCESS THEORIES:process theories focus on thegoals and processes by which workers are motivated.They attempt to explain and describe how peoplestart, sustain and direct behaviour aimed at thesatisfaction of needs or the elimination or reductionof inner tension.
Main process theories are:
Victor Vroom-Expectancy theory
Adam`s Equity theory
McGregor`s Theory X and Theory Y
Ouchi`s theory Z
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MASLOWS
HIERARCHY OF NEEDS
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MASLOWS THEORY
We each have a hierarchy of needs that
ranges from "lower" to "higher." As lower
needs are fulfilled there is a tendency for
other, higher needs to emerge.
Daniels, 2004
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MASLOWS THEORY
Maslows theory maintains that a person
does not feel a higher need until the needsof the current level have been satisfied.
Maslow's basic needs are as follows:
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PhysiologicalNeeds
Food
Air
Water
Clothing
Sex
Basic Human Needs
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Safety Needs
Protection
Stability
Pain Avoidance
Routine/Order
Safety and Security
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Social Needs
Affection
Acceptance
Inclusion
Love and Belonging
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Esteem Needs Self-Respect
Self-Esteem
Respected byOthers
Esteem
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Self-Actualization
Achieve full potential
Fulfillment
MASLOW`S THEORY
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MASLOW S THEORY
He identified a hierarchy of human needs which individualspursue in a predicted sequence. Maslow showed how anindividual`s emphasis moved from basic to the higher needsas satisfaction at the lower level occurred.
BASIC NEEDS
SAFETY NEEDS
SOCIAL NEEDS
EGO NEEDS
SELF-FULFILMENT NEEDS
HERTZBERG`S THEORY OF MOTIVATION
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HERTZBERG S THEORY OF MOTIVATION In the late 1950s he developed his 2-factor theory from interviewing
200 engineers and accountants about events at work. The replies ledhim to conclude that there are two important factors in worksituations:
1. Satisfiers (or Motivators)
2. Dissatisfiers (or Hygiene factors)
He pointed out that the motivating factors were related to the content
f works while hygiene factors relate to the context of work. Hygieneactors are purely preventive.
Motivating Factors
Achievement
Recognition
The work itself
Responsibility
Advancement
Hygiene factors
Company policy& Information
Salary and working condition
Interpersonal relations
Technical aspects of supervision
McCLELLAND`S ACHIEVEMENT MOTIVATION
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McCLELLAND S ACHIEVEMENT MOTIVATION
THEORY
EMPHASISED THREE FUNDAMENTAL NEEDSASMOTIVATORS:
1. ACHIEVEMENT
2. AFFILIATION
3. POWER
VICTOR VROOM-EXPECTANCY THEORY
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VICTOR VROOM EXPECTANCY THEORY
Vroom believes that people will be motivated to do things to
reach a goal if they believe in the worth of that goal and ifthey can see that what they do will help them in achieving
it.FORCE = VALANCEEXPECTANCY, Where FORCE is the strength of a
person`s motivation.
Valance =The strength of an individual`s preference for an outcome.
Expectancy =The probability that a particular action will lead to a desiredoutcome.
When a person is indifferent about achieving a certain goal, a valance of
zero occurs. Likewise, a person would have no motivation to achieve agoal if the expectancy were zero.
The heart of the theory is that an individual`s performance is the result fa number of factors perception about the situation, the worker`s placein the organisation and their role etc.
ADAM`S EQUITY THEORY
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ADAM S EQUITY THEORY
Equity theory focuses on people`s feelings of how fairly
they have been treated in comparison with the treatmentreceived by others.
Adam`s argues that inequities exist whenever people feelthat the rewards obtained for their efforts are unequal to
those received by others. Unequities can led followngsituation:
1. Changing work input
2. Changing reward received
3. Leaving the situation4. Changing the reference group
5. Psychologically distorting the comparisons
MCGREGO`S THEORY X AND THEORY Y
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MCGREGO S THEORY X AND THEORY Y
Theory X-assumes that the average human being
has an inherent dislike of work and will avoid it ifpossible. Therefore, they prefer to be directed,wishes to avoid responsibility, less ambition.
Theory Y is the integration of individual andorganisational goals. It focuses on:
*Expenditure of physical and mental efforts
*Commitment to objectives
*High degree of imagination
* Self-direction and self-control
OUCHI`S THEORY Z
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OUCHI S THEORY Z
Theory Z type of company developed based onfindings from American owned and Japanese ownedmultinationals. main Characteristics are:
Long-term employment
Slow evaluation and promotion
Moderately specialised careers-which may not change
Consensual decision making
Individual responsibility
Implicit informal control but with very explicitmeasures
Concern for the employee
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STAFF MOTIVATION
PARTICIPATION
QUALITY OF WORK LIFE
JOB DESIGN
JOB ENRICHMENT JOB ENLARGEMENT
JOB ROTATION
RECOGNITION
ENCOURAGEMENT
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INTERPERSONAL SKILLS
INTERPERSONAL SKILLS
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THE ABILITY TO RELATE TOCOLLEAGUES
CUSTOMERS,
INSPIRE OTHERS,
RESOLVE CONFLICTS,
BE TACTFUL,
UNDERSTAND CULTURES,
AND SHOW DIPLOMACY.
INTERPERSONAL SKILLS
INTERPERSONAL SKILLS
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THIS REQUIRES
UNDERSTANDING THE ABILITY OF PEOPLE.
ABILITY TO RESOLVE CONFLICT IN WAYS THATPROVIDE OPPORTUNITIES FOR POSITIVE
GROWTH. ABILITY TO GET ALONGWITH PEOPLE.
ABILITY TO MAINTAIN AN OPENNESS TO NEW IDEAS.
ABILITY TO WORK COOPERATIVELY WITHOTHERS.
INTERPERSONAL SKILLS
INTERPERSONAL SKILLS AND THE ORGANIZATION
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INTERPERSONAL SKILLS AND THE ORGANIZATION
IN TODAYS BUSINESS WORLD ORGANIZATIONS
DO NOT COMPETE WITH THEIR PRODUCTS
THEY COMPETE THROUGH USING THEIR MOST
VALUABLE RESOURCE, THEIR PEOPLE, TO
MAXIMUM EFFECT
INTERPERSONAL SKILLS ARE VITAL TO ALLOW
THIS TO HAPPEN
ORGANIZATIONAL CONTEXT
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THE ORGANIZATIONAL CONTEXT OF HOW
INTERPERSONAL SKILLS ARE USED CAN BESHOWN BY THE VAST NUMBER OFINTERPERSONAL INTERACTIONS SUCH AS:
Meetings
Delegation
Motivation
Facilitation
Coaching
Problem Solving
Selling
Leading
INTERPERSONAL SKILLS AND THE
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ORGANIZATION
Working Together
Technical & EmotionalCompetence
Traditional Assets
Emotional Capital
Knowledge Capital
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WORKING TOGETHER
THE SUCCESS OF AN ORGANIZATION ISDEPENDENT UPON THE PEOPLE WITHIN ITWORKING WELL TOGETHER
INTERNALLY IN TEAMS
ACROSS TEAMS
WITHIN AND BETWEEN DEPARTMENTS ANDBUSINESS UNITS
EXTERNALLY WITH SUPPLIERS
WITH CUSTOMERS
WORKING TOGETHER
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TAKE THE RELATIONSHIP VIEWPOINT:
EFFECTIVE RELATIONSHIPS WITHIN THEORGANIZATION
EFFECTIVE RELATIONSHIPS WITH SUPPLIERS
EFFECTIVE RELATIONSHIPS WITH COMPETITORS
TO GAIN REAL COMPETITIVE ADVANTAGETHROUGH SUCH RELATIONSHIPS IN THE
LONG TERM IS DEPENDENT UPON ONESLEVEL OF INTERPERSONAL SKILLS
TECHNICAL V EMOTIONAL COMPETENCE
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TECHNICAL V EMOTIONAL COMPETENCE
TECHNICAL COMPETENCE ALLOWS YOU TO
GET TO THE STARTING LINE IN TERMS OFDEALING WITH: CUSTOMERS
COLLEAGUES
SUPPLIERS
TECHNICAL COMPETENCE IS AN EXPECTED
EMOTIONAL COMPETENCE -THE ABILITY TOREAD, UNDERSTAND AND INTERACT WITHPEOPLE IS WHAT MAKES THE DIFFERENCE INTHE LONG TERM
Tactful Conversations
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Tactful Conversations
T = Think before you speak
A = Apologize quickly when you blunder
C = Converse, dont compete
T= Time your comments
F = Focus on behavior not personality
U = Uncover hidden feelingsL = Listen to feedback
A Matter of Attitude
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A Matter of Attitude
Confidence
Confidence
Go For It Lets Both Win
Run Away Yes Boss
Lets Trade
INTERPERSONAL COMMUNICATION RAINBOW
-
7/29/2019 Org COM CSA 2
88/88
processmonitoring
brainstorming
facilitatingdiscussion
Socratic
directionteaching
demonstrating
presenting
HIGH
Contribution to Content
INTE
RACT
ION