Organizational Communication ORCO 3240
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This 4 page Class Notes was uploaded by Rosa Bahringer MD on Wednesday September 23, 2015. The Class Notes belongs to ORCO 3240 at Middle Tennessee State University taught by Mary Asbury in Fall. Since its upload, it has received 63 views. For similar materials see /class/213141/orco-3240-middle-tennessee-state-university in Communication at Middle Tennessee State University.
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Date Created: 09/23/15
Alexander R TR Ryne Alexander ORCO 3240 Dr Mary Beth Asbury February 28 2012 Cultural Change in Third Bank Kathy Fuller has just moved to southern Texas from Chicago to take an assistant vice president position with Third Bank The culture at Third Bank started a big change when the CEO declared that there would be more selfdirected teams of the front line employees Although this change was working great in Chicago it is having the opposite effect in Texas where management still has a strangle hold over the employees It is now Kathy s job to fix the communication lines between employees and managers as well as adjust the culture to create a fostering environment for innovation from the front line employees It seems quite clear that Third Bank has depended on a vertical hierarchy system that focuses on productivity for a long time This approach of running a business is called the classical approach This was used in factories when assembly lines were popular and productivity was skyrocketing for industries like the automobile industry However for companies like banks where not everything is an assembly line this approach is not as effective The management of an organization can only come up with innovative ideas for so long before everything gets predictable For this reason it is crucial to get innovation from employees to help the business out and make the workers feel like they are part of the business This is probably the reason that Damon Hauss CEO of Third Bank was looking to start a participative organization We need to atten this organization strip away the bureaucracy and red tape tear down the silos open the channels of communication and allow those who do the work to be Alexander R TR involved deeply in making this organization a better place for all of us Bates 80 This led the company in the direction of changing the culture to a human resources approach The human resources approach is best de ned as letting the employees come up with their own innovative ideas and make them feel like part of the business The selfdirected teams that Third Bank set up are effective if run by the right management In Chicago these teams were working great for Kathy Kathy had challenged the teams to reduce their error rates by 50 within four months and when they exceeded the challenge in just three months she purchased as promised a combination televisionDVD for the lunch room Bates 80 The teams were challenged by their managers and given extrinsic rewards if they did well This is effective because it makes the employees feel like they are making a difference and the management notices that However the opposite style of management will kill these self directed teams Ifmanagement is micromanaging everything that is being done then there is less initiative to apply innovation and work well Managers who fall under the classical approach would believe in the hierarchal system too much to let these teams ourish and that is what was happening at the Carson Texas branch before Kathy arrived The meeting between Kathy and her management team show that the culture of the bank in Carson Texas is much different than the one in Chicago The culture of an organization is defined as what separates one company from anotherThe first noticeable difference in the cultures between the two locations is the values system that has been established by the management teams Values are a set of beliefs or visions that an organization holds and expects of its employees The Chicago branch of Third Bank believed in setting goals for selfdirected teams with rewards that were given if a goal was accomplished The Carson branch is completely different as management believes that everything should be done through them This Alexander R TR gives employees no room for innovation and no sense of accomplishment from their work They feel that their voices are never heard They don t feel like they have a role or a place in the organization They ve lost their will to come in here and do good wor Bates 83 Until the employees feel like the management of the organization is supporting them and letting them grow then the employees will perform mediocre work and not care about the company The Carson branch also would need to incorporate the rites and rituals practices that the Chicago branch incorporates for their selfdirected teams This basically means a reward system for the team to motivate as much progress as possible in the shortest amount of time It seems that Kathy and her management team need to get together and figure out how to create a healthy environment for these teams to thrive and a rewards system to encourage progress Communicating in an organization can be defined in primarily four ways message content message channel message direction and message style The content of a message is the type of communication that is happening and can be task oriented or relational oriented The message channel is the medium through which the message is delivered This can be faceto face email memos etc The message direction is from where the message is coming For example downward communication comes from a manager to an employee while upward communication goes from an employee to a manager The message style is either formal or informal Formal is conversation about work while informal is casual conversation about everyday life The communication between employees and management differs greatly between the Carson branch and the Chicago branch of Third Bank The Chicago branch of Third Bank that Kathy used to work at shows signs of a human resource approach to organizations as we stated earlier The message content was both task and relational oriented because goals were given to selfdirected teams while also morale was Alexander R TR building between the coworkers It would be safe to say that the teams working together produced good relationships between the employees and management The message channel was through a rich channel such as facetoface Kathy worked with the teams herself instead of sending memos of what their goals would be The direction of communication in the Chicago branch was upward downward horizontal and diagonal This means that managers were talking to employees employees were talking to managers employees were talking to employees managers were talking to managers and employees from different departments were communicating with each other The message style was both formal and informal Supervisors were telling employees what needed to be done and when it needed to be done Employees were communicating with each other about the tasks at hand While this was happening it can be assumed that employees also had informal conversation in their down time The Carson branch of Third Bank resembles a classical approach to organizations as stated earlier The message content appears to be only task oriented This means that management is telling employees what to do while not growing relationships and trusts within the work group The message channel is through leaner channels of communication such as memos and bulletin boards It appears that front line workers seem to have no real communication with the management team The message direction is downward as management is telling the employees what to do and the employees have no room for their own innovation The direction may also be horizontal because it is not clear whether or not the employees talk to each other The message style is very formal in that there is no small talk between employees and managers The tasks are laid out in front of the employees and they are expected to be finished by a certain point This style of communication is much less effective than that of the Chicago branch
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