Organizational Communication Interventions
Although the word communication has many meanings, it is defined here as the transfer of meaning between sender and receiver. The sender has an idea that is put into a letter, memo, or conversation so that it can be sent. The transmitted idea is then received, whereupon the receiver interprets the message. The receiver then provides feedback. More broadly, communication is a process through which people, acting together, create, sustain, and manage meanings through the use of verbal and nonverbal signs and symbols within a particular context.
An organization's success depends on the effectiveness of its people working together, supporting common goals and understanding critical issues, all of which is dependent on effective communication. Gibson and Hodgetts define organizational communication as "the transfer of information and knowledge among organizational members for the purpose of achieving organizational efficiency and effectiveness." [90]
This section examines the impact of four organizational communication interventions on employee behavior: networking and collaboration, information systems, suggestion and grievance systems, and conflict resolution (see Table 5-13).
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Networking and Collaboration
Networks are patterns of communication interactions. They are defined channels within an organization that expedite the timely transmission of messages to their intended receivers. Defined network channels add predictability to an organization by directing the access of information. Communication networks facilitate the dissemination and collection of information, the coordination of work effort, and the achievement of goals. Many smaller networks exist within the larger organizational networking system. For example, there are personnel and individual networks, and there are departmental networks. [91] Researchers have studied network structures, formal and informal networks, communication roles of networks, descriptive properties, and network analysis.
Collaboration is cooperating in the communication process by working together for an improved quality of work life. The organizational culture has a dramatic impact on how people communicate. Communication patterns should be matched to the organizational culture because each reinforces the other. Positive organizational communication exists in a collaborative setting; a competitive setting often fosters negative organizational communication.
Information Systems
Information systems refer to the various manual or automated communication mechanisms within an organization that store, process, disseminate, and sometimes even analyze information for those who need it. Computer hardware, networks, and software are most commonly associated with this communication mechanism. Their increased use over the past decade is due to the fact that, if used correctly, information systems offer many advantages over other organizational communication devices. Table 5-14 illustrates these advantages.
| Mode | Advantage |
|---|---|
| | Immediate dissemination of information to employees , suppliers, customers, and any other constituents |
| E-mail, listservs, audio/video conferencing | Synchronous or asynchronous text, audio and video communication unobstructed by geographic separation |
| Corporate databases made available through corporate local area networks (LANs) or the World Wide Web (Web) | Dissemination of the most up-to-date information |
| Networked Computer-based Training (CBT), computer training labs, Web-based Training (WBT) accessible through a corporate intranet | Training-on-demand |
| Databases, data warehouses, online analytical processing (OLAP) tools, executive information systems, statistical software | Integration of departmental data and information for executive decision making |
| Groupware with synchronous communication features such as whiteboards and real-time file sharing | Facilitation of collaborative teamwork unobstructed by geographic separation |
| Varied software that supports text, images, audio, video, and interactivity | Multimedia communication |
| Enterprise resource planning (ERP) ”integration of organizations with supplier and customers | Automated business transaction with supplier and customers, such as inventory reordering |
The introduction of information systems as an organizational communication mechanism carries with it many implementation considerations.
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Security. Sensitive information made available by and transmitted through information systems must be protected with passwords, encryption, firewalls, and virus protection.
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Integration. Information systems should ideally be integrated. However, when this is not possible, consideration should be given to making the various systems, as much as possible, compatible with other departments as well as with suppliers and customers.
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Consistency. An important consideration, especially in nonintegrated systems, is maintaining consistency to avoid the use of inaccurate or out-of-date information.
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Policies. Consideration must be given to ensure that information systems are used in a manner compliant with company policies, code of ethics, and governmental regulations.
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Ease-of-use and training. Information systems bring with them new and sometime more complicated methods of use and thus require development of user -friendly interfaces and, when necessary, the appropriate training on their use.
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Dehumanization. Finally, information systems should only be used as an organizational communication instrument when face-to-face communication is not possible or necessary. Examples where information systems, in isolation, are not advisable include employee terminations, diversity or safety training, and labor relations.
Suggestion and Grievance Systems
Communication is at the heart of all employee involvement efforts. Companies that support employee involvement strategies allow workers more responsibility and accountability for preparing products or offering services. A suggestion system is one of the employee involvement strategies. Others are empowerment efforts, ownership in the firm, and total quality management. With a suggestion box format, people are encouraged to participate. Identity is anonymous until a suggestion is implemented and an award is presented. The Consolidated Edison Company of New York, for example, requested that employees who work directly with customers suggest ways to improve service. Ideas earned $50 and a write-up in the company newsletter. This public recognition for a winning entry can boost self-esteem. [92]
Grievance systems, on the other hand, provide a mechanism for the employee or union to dispute a decision that is believed to be in violation of the contract. Grievances have several causes, with the primary being a misunderstanding or misinterpretation. Whatever the cause, grievances are organizational communication issues.
Conflict Resolution
Conflict is generally defined as disagreement between two or more people who share differing views. Conflict may be caused by either miscommunication or a lack of communication. However, the conflict can only be resolved through open , honest, direct communication channels. [93] The U.S. Postal Service has established a variety of conflict resolution programs to address violence-prone employees. Other organizations are similarly engaging their employees in a variety of conflict resolution programs.
Because the goal of conflict resolution should be to resolve, rather than win, communication should be neither hostile nor negative. It should be clear, direct, and as open as possible. Table 5-15 highlights some of the useful tools, as well as pitfalls, in conflict resolution.
| Do | Don't |
|---|---|
| Ask for feedback and reflect on what you think the other person is saying | Use "You should/shouldn't" statements |
| Give nonverbal supportive messages | Use overly long statements |
| Make sure the problem is clear, concise , and specific | Use putdowns and sarcasm |
| Express problems as soon as you are aware of them | Interrupt others in mid- sentence |
| Admit when you are in the wrong | React defensively |
| Argue only one point at a time and resist temptations to get off the subject | Fight about an issue as a way to avoid a more serious issue |
| Keep discussions private when appropriate | Ignore the statements of others |
| Create neutral atmospheres when mutual agreements are more likely to be reached | Act in a commanding or threatening manner |
| Express facts and feelings regarding the problem ensuring everyone has an equal chance to speak | Respond to an unfair comment with an equally unfair remark |
| Back up from solutions to needs | Use double messages |
| Depersonalize the argument | Hold resentments |
| List possible solutions, being as creative as possible and considering all solutions | Express more anger than you really feel just to intimidate the person |
| Develop specific actions that have a good chance of being successful and that are developed from shared input | Give up before the issue is resolved just to keep peace |
| Try to keep a sense of humor | Make unfair comparisons |
In the end, be sure to evaluate the solution by asking if everyone is satisfied with the outcome. If the problem remains unsolved, decide on the reason. Perhaps the wrong problem was discussed. If so, reconsider possible solutions. Perhaps the solution was inadequately implemented. If so, rethink the plan to carry out the solution. And finally, if conflict cannot be avoided, minimize the negative effects of hurt feelings, anger, resentment, grudges, and blame. [94]
Some content for this section was contributed by David Maier, M.S., A.B.D., Web Developer, Karmanos Cancer Institute. Used with permission.
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Bugaj, Inc., is a large, Detroit-based conglomerate. It was founded in 1956 and reached the billion dollar mark in 1996. The firm's growth has in part been a result of acquisitions and mergers. During the last nine years , the conglomerate has purchased I I firms in unrelated industries.
Situation
One of the small companies that Bugaj acquired is Grombala Brothers, a moderately successful retail chain in the southern part of the U.S. Grombala was founded in the early 1950s and soon became one of the dominant retail houses in its geographic region. The chain's greatest growth years were during the 1960s and 1970s. During the 1980s Grombala's sales began to slow and the company was surpassed by three major competitors . When Bugaj considered Grombala operations, the conglomerate management was convinced that there were great opportunities for profit. The chief executive officer reported , "Grombala has not been run properly for at least one and one-half decades. Transfer of information and knowledge among organizational members is neither efficient nor effective. The organizational culture sends mixed messages. The managerial philosophy is old-thinking. If we purchase this chain and put in our own management, we can turn the company around."The final arrangements for the sale were completed in September 1998. Within nine months, the conglomerate had installed its own employees in the upper ranks of Grombala.
Intervention
The new management communicated openness and trust. Delegation of authority was essential and staff assumed greater responsibility for company decisionmaking. In an attempt to address organizational communication needs, Grombala supported formal suggestion systems, progress reports , management audits , and a host of training opportunities for employees. The company paid for outside education and training. A wellness center was established, followed by child care and adult day care centers. Although employees were generally accepting of these changes, people were neither happy nor did they experience high morale . The company decided to contract Pitts' Consulting, an agency that specializes in organizational communication and change, to observe workplace dynamics and offer recommendations.
Results
Pitts' spent a considerable amount of time on-site to determine the communication problems. The consultants talked to employees to understand the Grombala control mentality . They heard about managers being passed over for promotions and the hectic pace of business in the new company. They networked and collaborated with similar businesses and with competitors. Their report was submitted to Bugaj, Inc.
Lessons Learned
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Mergers and acquisitions take a toll on employees. Companies need to address the people issues that accompany major change efforts.
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Grombala Brothers represented old thinking patterns and outdated management approaches. Bugaj, Inc. represents the new. The organizational culture ”norms, attitudes, values, beliefs, and philosophies ”of both companies needed to be compatible.
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People represent the heart of organizational communication. Management needed to talk to the employees and listen to their concerns.
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The Bugaj, Inc., group had the foresight to contract with Pitts' Consulting. Bugaj had to be prepared to follow the suggestions in the consulting report and to remember that change efforts take time.
This case study was written by James Moseley, Ed.D., Wayne State University. Used with permission .
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Directions: Networks are patterns of communication interactions. Analyze your company's level of networking.
| Levels of Networking | Examples from Your Company |
|---|---|
| Describe your organization's communication system network. ________________________________________ ________________________________________ ________________________________________ ________________________________________ Which formal and/or informal systems are predominant? ________________________________________ ________________________________________ ________________________________________ ________________________________________ |
| Describe your organization's grapevine network. ________________________________________ ________________________________________ ________________________________________ ________________________________________ Discuss the positive and negative influences of your organization's grapevine. ________________________________________ ________________________________________ ________________________________________ ________________________________________ |
| Describe the departmental group networks in your organization. ________________________________________ ________________________________________ ________________________________________ ________________________________________ How do group networks remain healthy ? ________________________________________ ________________________________________ ________________________________________ ________________________________________ |
ISPI 2000 Permission granted for unlimited duplication for noncommercial use.
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[90] Gibson and Hodgetts, 1986, p. 8
[91] Gibson and Hodgetts, 1986, p. 228
[92] Personnel Journal , 1988, p. 11
[93] Hellriegel, Slocum, and Woodman, 1995
[94] Hellriegel, Slocum, and Woodman, 1995
EAN: 2147483647
Pages: 98