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Organizational Communication

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Cory Tepatti

on 29 April 2013

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Transcript of Organizational Communication

Looking Up, Looking Down, and Laterally Organizational Communication: John Purdy, Clinton Schutter, & Cory Tepatti HCSA 336 April 21st, 2013 Chapter 29 An informed management view of organizational communication will recognize that much information does not flow both upward and downward with equal ease. Upward Communication Most of upward communication remains dependent on stimulation, encouragement, and the creation of a climate conducive to communication. Downward Communication Most of downward communication is facilitated largely by management control of its own actions and by its control of most of the means of communication in the work setting. Upward Communication Barriers Organizational Concerns Physical distance
Number of organizational levels
Problem complexity Your Role In Organizational Communication You Organizational communication Upward Communication Barriers Problems Involving Management Your
Superior Supervisor's Attitude
Resistance to Involvement
Availability
Changing Span of Control
Past Failed Experiences Your
Peers Your
Subordinates Lateral communication Chapter Objectives In conclusion of this slide show, the students will be able to: Compare and contrast the characteristics of upward communication and downward communication in the organizational setting, with special attention to the barriers of upward communication.
Define and describe the supervisor's role in organizational communication.
Stress the importance of the supervisor's visibility to the department's employees.
Provide suggestions for strengthening communications with other organizational elements including your immediate superior.
Suggest ways of dealing with "the grapevine". Getting Your Boss to Communicate Be selective in what you communicate
Do your homework
Structure your communications
Make yourself available http://www.managementstudyguide.com/grapevine_communication.htm Definition- "The communications network of the informal organization." The "Grapevine" Attributes
Quick transportation of information
Double-edged sword
Far reaching Supervisors Role in Communication Communication intermediary.
Development of personal communication.
Keep your outgoing communication lines open.
Request and receive feedback/Follow-up. Agenda Dealing with "The unrequested information" Ask for specifics
Watch for factionalism
Keep eyes open
Don't reward the whistle blower the supervisor Routes 1,2,5 & 6 are Direct reporting relationships.
Lines 3 & 4 is lateral communication between your counterparts.
Outgoing lines 1,3 & 5 are completely in your hands; controlling what, why, when, where, how, and to whom information is sent.
Line 4 is a lateral Communication which needs to be based on cooperation. you don't work for each other.
Line 6 present the most problems you possess no control and are a subordinate. Outgoing line of communication with complete control of what, how, why, when, where, and to whom information is sent.
Less rigid but still formal communication relationship.
You neither manage nor do you report to them but communication is required. Incoming route of information.
Less rigid but still formal communication relationship.
You neither manage nor do you report to them but communication is required.
Little or no control over this communication due to these individuals neither work for you nor do you work for them. Incoming route of information.
Direct reporting relationship between you and your supervisor/superior. Outgoing line of communication with complete control of what, how, why, when, where, and to whom information is sent.
Direct reporting relationship between you and your supervisor Outgoing line of communication, you have complete control of what, how, why, when, where, and to whom information is sent.
Direct reporting relationship between you and your employees/subordinates. Incoming route of information.
Direct reporting relationship between you and your employees/subordinates.
Greatest control over information flow from employees Which Way Do You Face? "Face Upward"
"Face Downward"
Primary Attention References McConnell, Charles R. The Effective Health Care Supervisor. Seventh . Ontario: Jones and Bartlett Learning, 2012. 360-375. Print.

(n.d.). Retrieved from http://www.managementstudyguide.com/grapevine_communication.htm

Shortell, S. M., & Kaluzny, A. D. (1997). Essentials of Health Care Management (pp. 245-246). Albany, NY: Thomson Learning. Retrieved April 18, 2013, from http://books.google.com/books?id=IwBY_kt387AC&pg=PA245&lpg=PA245&dq=the+grapevine+communication+in+healthcare&source=bl&ots=iJKDDLzYdR&sig=hZmvJbrCiC56zecCM6eO1v8wt1E&hl=en&sa=X&ei=YkxwUZeRIojh2QW8lIG

Youtube.com Alex Lyon-Upward Communication.
Uploaded September 19, 2011

Youtube.com jontheloser Gender Communication-The Office.Uploaded December 8, 2008 Your Role as Supervisor Change your own behavior
The supervisor acts as an intermediary
Shake off old "50-50 ethic".
Use cooperation to move information.
Communicate honestly,openly, and in confidence. Upward Communication Barriers Problems Involving Employees Employee View of Downward Communication
Employees' Perceived Lack of Control
Negative View of Management Informal Communication
Goes both Upward and Downward ACTIVITY!!! When Your Boss Is More Than One Exists in 2 Ways:
1. Hazy lines
2. Multiple reporting relationships Scenario! "When both levels fully understand each others needs and understand what is expected of them individually, multiple-boss arrangements work best." Questions??? Does anyone have any... Introduction: 30 Seconds
Objectives: 2 minutes
Organizational communication: 3-5 minutes
Upward communication slides and video: 15 minutes
Downward communication slide and video: 2 minutes
Your role in organizational communication: 5 minutes
Your role as supervisor: 5 minutes
When there is more then one boss: 4 minutes
Getting your boss to communicate: 5 minutes
The grape vine: 5 minutes
Group Activity: 10 minutes
Which way do you face: 3 minutes
Class evaluation: 5-10 minutes
Full transcript