individual integrative case analysis

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Zaremba3e_Chapter07cultureclimateandorgancomm11.ppt
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Chapter 7

Culture, Climate, and

Organizational Communication

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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  • Define and describe the phrases organizational culture and organizational climate and explain the relationship between them
  • Explain the relationship between organizational culture and organizational communication
  • Describe and discuss characteristics of supportive and defensive climates
  • Describe what is meant by organizational assimilation, socialization, and identification
  • Identify the factors that affect the evolution of organizational culture

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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Organizational Climate

  • The evolving organizational environment that either encourages or discourages communication

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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Defensive Climates

Gibb characterized defensive communication as

  • Evaluative
  • Manipulative
  • Indifferent to personal needs of others
  • Superior (clear and intentional status and power demarcations)
  • Certain (dogmatic and competitive)

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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Supportive Climates

Gibb characterized supportive communication as

  • Descriptive and nonjudgmental
  • Spontaneous (as opposed to manipulative)
  • Egalitarian (as opposed to superior)
  • Empathic and concerned
  • Provisional (nondogmatic; people aren’t “certain”)

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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Redding’s Elements of the Ideal Supportive Climate (SCOPE)

Supportiveness

  • Managers acknowledge the human needs of employees
  • The climate is characterized by respect and constructive evaluation

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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Redding’s Elements of the Ideal Supportive Climate (SCOPE)

2. Credibility, confidence, and trust

  • Employees need confidence and trust in their superiors to explain problems, voice concerns, or make suggestions

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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Redding’s Elements of the Ideal Supportive Climate (SCOPE)

Openness

  • Able to relay information freely and being open to approach from employees

Participatory decision making

  • Encourages employee input

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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Redding’s Elements of the Ideal Supportive Climate (SCOPE)

5. Emphasis on high-performance goals

  • High-performance goals increase employee self-worth and satisfaction

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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Additional Factors and Features of Supportive Climates

The way employers attempt to motivate employees

The quality of decision making

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

Pace and Faules argued that there are six additional factors that help foster a supportive climate:

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Additional Factors and Features of Supportive Climates

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

The sense that employees are perceived as important

The quality of resources

The opportunities for upward communication

The overall quality of organizational communication

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Organizational Culture

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • Is concerned with the basic values, norms, and assumptions that guide organizational members
  • Includes the values, myths, and symbols that are communicated by organizational members
  • The pervasive, deep, and largely subconscious and tacit code that gives the “feel” of an organization and determines what variables to look at during unexpected crises

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Distinctions Between Culture and Climate

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • The concepts of culture and climate are related
  • Culture is foundational to climate the values shown through
  • stories,
  • rites,
  • heroes,
  • rituals,
  • and processes foster the underlying beliefs that employees share

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Distinctions Between Culture and Climate

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • The concepts of culture and climate are related
  • Climate refers to the manifestations of these beliefs,
  • namely how easy and supportive employees believe their systems are toward communication practices and policies

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Culture, Climate, and Assimilation

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

Questions regarding culture include:

  • Can a desired culture be consciously seeded?
  • If so, how?
  • If not, how does culture come into being?
  • What is the role of communication in the evolution of culture and climate?

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Assimilation, Socialization, and Identification

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • Assimilation is “the processes by which individuals join, become integrated into, and exit organizations” (Jablin)
  • Organizational socialization is the processes by which people learn the values, norms, and behaviors to contribute as organizational members

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Stages of Organizational Socialization

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • Anticipatory socialization involves learning about a culture you are about to enter
  • Encounter involves orientation as a new member
  • Metamorphosis involves transformation as an active member; that is, becoming “one of them”
  • Organizational identification refers to the extent to which one identifies with the goals and values of the organization

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Seeds of Culture

  • Formal statements of organizational philosophy
  • Deliberate coaching and modeling by leaders
  • Promotion and salary increment criteria

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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Seeds of Culture

  • Responses to crises
  • Organizational structure
  • Design of physical spaces
  • Focus of attention
  • Storytelling and legends

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

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Manufacturing Culture

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • Cultures cannot necessarily be made to encompass certain values simply by discussing these values with employees
  • Cultures are created through the expression of values in actions and take a long time to develop
  • Many argue that culture is the amalgam of all communication behavior in the organization.

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Illusory Cultures and Teams

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • A granfalloon is an illusion of substance, when no substance is actually there
  • Many managers claim that their department is a team or family, yet they do so only to gain more work from workers; the actual values held are different than those expressed
  • If management wants employees to “walk the walk,” they need to do more than “talk the talk”

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Constitutive Communication and Emergent Cultures

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • Culture is the “residual” of the communication processes within the organization
  • Essentially, culture is not something that can be prescribed, but is something that emerges from all members of an organization as they interact in both formal and informal networks

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Foundational Planks: Credibility, Leadership, and Perspective

Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

  • Organizational credibility is important towards successful cultures and climates.
  • Trust is a key dimension to organizational credibility.
  • Trust violations increase hostility and decrease organizational commitment.

Gaining Credibility

Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

Bartolone’s suggestions for establishing credibility and trust:

Make communication two way.

Respect employees implicitly by delegating authority.

Punish and credit employees fairly and appropriately.

Be predictable, that is, react consistently to situations.

The Importance of Leadership

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • Supportive leaders value and facilitate upward, downward, and horizontal communication
  • They increase trust and credibility through their leadership style
  • They respect and support employees

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The Importance of Leadership

Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

  • Tyrannical leadership leads to mistrust.
  • Employees become fearful of reprimand and are less likely to discuss problems or offer suggestions.
  • Employees are less likely to feel valued and more likely to become anxious communicators.

(continued)

Emotional Intelligence

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • “The ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions”
  • People with high emotional intelligence know and manage their own emotions and self-motivation and can also recognize the emotions in others and effectively handle relationships

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Summary

Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.

  • Culture is shown through the rites, rituals, work practices, and artifacts that an organization possesses
  • Culture is the residue of communication behavior of organizational women and men
  • Climates are grounded in cultural practices and vary in levels of support for employees
  • Organizational credibility is needed for supportive climates
  • Leaders have power in fostering supportive or defensive climates

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Central Concepts

Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

  • The Communication Climate is an important factor that affects the quality of communication in organizations.

Central Concepts

Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

  • Organization men and women have to understand
  • what the climate is;
  • how organizational culture affects the climate; and
  • how the climate and organizational culture affects communication quality.

Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

“Each time a man stands up for an ideal, or acts to improve the lot of others, or strikes out against injustice,

he sends forth a tiny ripple of hope, and crossing each other from a million different centers of energy and

daring those ripples build a current which can sweep down the mightiest walls of oppression and resistance.”

Robert F. Kennedy, South Africa 1966

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