Topic 6 (Chapt. 16) Flashcards
(42 cards)
Define ‘alignment strategy’
Ensuring that all messages communicated to audiences within an organisation are consistent with messages communicated with audiences outside the organisation
Define ‘organisation’
A group of people who work together to acheive a common purpose
Define ‘synchronous communication’
Commonunication that is sent and received at virtually the same time
Define ‘asynchronous communication’
Communication that is sent at one time and received at another
Define ‘organisational design’
The structure of an organisation
Define ‘hierachy’
A system of organisation involving ranks or levels, witheach level having power or influence over the level immeidately below it
Define ‘chain of command’
The system of power, communication and decision making within hierarchies, with people at different levels staying in rigid roles, deferring to those in the next level above them
Define ‘formal organisation’
The ‘official’ structure of an organisation, usually represented in an organisational chart, most communicaiton occurs through formally sanctioned channels, and reflects the legitimate or sanctioned chain of command
Define ‘informal organisation’
The ‘unofficial’ structure of an organisation, rarely if ever represented on a organisational chart, most communication occurs through unofficial channels, and can reinforce the norms and goals of the official organisation or can work against the norms and goals of the official organisation
Define ‘vertical communication’
Sending and receiving messages between the same level or layer of a hierarchy
Define ‘horizontal communication’
Sending and receiving messages between individuals at the same level or layer of a hierarchy
- meetings, grapevine, cross-departmental projects, telephone, email, social actitities, textingm, blogs, podcasts, wikis, training programs, messages re silos or rivalries
Define ‘downward communication’
Sending messages from upper levels to lower levels or a hierarchy
- job instructions and descriptions, appraisals and performance reviews
- policies and procedure manuals
- new employee info, memos, emails, newsletters, training programs, annual reports, blogs, podcasts
- social activities, nonverbal communication of culture
Define ‘upward communication’
Sending messages from lower levels to higher levels of a hierarchy
- meetings, participative decision making, ‘captain table’ lunches, upwards appraisal/360 degree feedback, email, telephone, ombudsman, counsellors, union newsletter, training programs, open-door policies, exit interview, grapvine
Define ‘diagonal communication’
Communication that cuts accross existing vertical and horizontal channels
- telephone, email, ‘going over the head of those immediately in chain of command’, social activities, information org, staff personnel, expertise-to-expertise communication
Define ‘spain of control’
The number of people who report directly to the person immeidately above them in the hierar0hcy
Define ‘flat organisation’
An organisational structure characterised by fewer middle layers, a shift in decision making power to groupsor teams, andincreased workerempowerment
For flat org:
- encourages decentralisation, self-control and autonomy
- simplifies vertical communication by stripping out layers
- useful when subordinates are experienced, needing minimal supervision
- good in turbulent environments
Define ‘de-layering’
Reducing the number of layers or levels in an organisaton, especially the middle levels
Define ‘downsizing’
Reducing staff numbers in an organisation, especially in the middle levels
Define ‘empowerment’
Transferring decision-making power to others, especially teams
Define ‘tall organisation’
An organisational structure chracterised by more layers, narrower spans or control and more centralised decision making
For tall org:
- close supervision can be supportive, encourages centralisation, establishes clear lines of communication, useful when work is non-routine, good in placid environments
Against tall orgs:
- Close supervision can be intrusive, encourages centralisation, vertical communication becomes distorted as msg do through many levels, decisions can be slow, promotions can be slow
Define ‘placid environment’
A situation, society or market in which the rate of change is low and the future is fairly predictable
- mechanistic
Define ‘mechanistic’
Organisational design or structure that depends on tall and centralised structure, with mainly downward vertical communication; flourishes in placid environment
- tall, centralised, many rules, communication is mainly vertical (mainly down), rigid standards, specific roles, little deligation, leadership is autocratic (legitimate, coercive, reward power bases), highly skilled, extrinsic motivated staff, frequent performance appraisals, not so good management of risk, optimal environment is placid
Define ‘organic’
Organisation design or structure that depends on flay and decentralised structure, with mainly all-directional communicaitons; flourishes in turbulent environments
- flat, decentralised control, few/broad rules, communicaiton flows from all directions, standards are flexible, roles are broad, a lot of delegation, leadrship is more democratic (expert, referent power bases, tream based), job potential is looked for, intrinsic motivation, infrequent performance review, managment of risk is good (flexible responses), optimal environment is turbulent
Define ‘turbulent environment’
A situation, society or market in which the rate of change is high and the future is uncertain
- organic
