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the communication process determine the quality of communication. A problem in any one of the. elements can reduce communication effectiveness (Keyton, 2011). For example, information must be enc. ded into a message that can be understood as the sender intended. Selection of the particular medium for transmi.
unication in three distinct directions: downward, upward, and horizontal. These three directions establis. the framework within which communication in an organization takes place. Examining each one will enable us to better appreciate the barriers to effect. e organizational communication and the means to overcome these barriers.
Eye contact is a strong nonverbal cue that serves four functions in communication (Hickson, 2010). First, eye contact regulates the flow of communication by signaling the beginning and end of conversation. Second, eye contact facilitates and monitors feedback, because it reflects interest and attention. Third, eye contact conveys emotion.
Definition and Characteristics The culture of an organization is all the beliefs, feelings, behaviors, and symbols that are characteristic of an organization. More specifically, organizational culture is defined as shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms, and values (Schein, 2011).
circle of communication. In contrast, out-group members are outside the leader’s inner circle, receive less attention and fewer rewards, and are managed by formal rules and policies. In this article, I discuss how the leader-member exchange theory works; research findings; managerial implications of the theory; and how to build
the operation of the school. A network structure of control, authority, and communication prevails. School administrators adjust and continually redefine tasks and avoid always “going by the book.” The organization deemphasizes status differences among the
whereas management is about coping with complexity (Kotter, 1987). For Kotter, the leadership process involves (a) developing a vision for the organization; (b) aligning people with that vision through communication; and (c) motivating peopl. to action through empowerment and through basic need fulfillment. The lea.
improved communication and understanding between the change agent and organization members. Linkage This refers to the extent to which the change agent and organization members are tied together in collaborative activities. The greater the collaborative involvement (the tighter the linkage), the more likely the change agent will be successful.
Mutual adjustment exists when work is coordinated through informal communication. Mutual adjustment or coordination is the major thrust of Likert’s (1987) “linking-pin” concept. The third basic dimension of an organization is the type of decentralization it employs. The three types of decentralization are the following:
generated nominally (without verbal communication). This prevents inhibition and conformity, which occurs in the phenomenon of groupthink (Janis, 1982). Evaluation occurs in a structured manner that allows each idea to get adequate attention. The research on the effectiveness of the nominal group technique is encouraging.
