managing communications
DESCRIPTION
An introduction to managing communicationsTRANSCRIPT
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Stage one(pre -1960‟s) aka Industrial relations(Michael C Brandon 1997)
Based on the intention to improve employee‟s morale by providing a source of recognition for them
Stage two (1960‟s- 1980‟s) aka realistic journalism
The role aimed to provide employees with information about their organisations (tell it like it is as a journalist would.
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Stage Three (Late 80‟s now) Focuses on strategic objectives rather than
people or events ( as the first two stages) egconfirming to the employees that they are part of the corporate whole rather than individuals.
There could be a new stage (based on combining the first three stages) emphasising listening and employee contributions which has been made easier with new technology.
(Kaison ideas)
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• a direction for those involved in a dispute or issue
• an understanding to the varying groups of what these issues involve
• help and support for those who need it
• the ability to change opinion about a dispute in a way that leads to it being resolved.
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“Structure is the pattern of relationships among positions in the organisation and among members of the organisation and creates a framework of order and command through which the activities of the organisations can be planned” (Mullins 2007)
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Crainer
1. Flexible & free following
2. Non Hierarchical
3. Participation
4. Creative & entrepreneurial
5. Based on networks
6. Driven by corporate goals
7. Utilising technology as a key resource
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Handy also refer to metaphors
Eg systems
Shamrock Organisation (Handy)
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Technical - concerned with specific operations e.g the production of goods
Managerial – concerned with the co-ordination and integration of work at technical level
Community – concerned with the broad objectives e.g board of directors
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3 objectives - structure – communication
Broad objectives and work of organization
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2. Coordination and integration of work at technical level
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1 Specific operations discrete tasks and actual work
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Individual authority relationships.
Line – authority flows vertically down through structure – chain of command
Functional – relationship between people in specialist areas and the line managers eg HR
Staff - people in a „gate keeper‟ role eg pa
Lateral – relationships between people on the same level in the organisation
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It provides satisfaction of employees social needs
Provides for additional channels of communication (grapevine)
Motivation – through providing respite from tedious jobs
Can highlight deficiencies in formal systems
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Origin :Planned
Rationale
Rational
Characteristics ◦ Stable
Spontaneous
emotional
Dynamic
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Grapevines can work in the following ways (Davies K)
1. The single Strand
2. The Gossip Chain
3. The probability Chain
4. The Cluster Chain
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Informal Organisation
Formal Organisation
Kenneth Lysons ‘
Organisational Analysis
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Channels
Formal channels
Networks
Well defined, follow formal lines
Speed
Slow
Accuracy
High
Grapevine
Poorly defined, cut across regular channels
Fast
low