...Informal communication styles benefit McDonald’s and Ford The way ahead in an era of social networking Anas Khan and Riad Khan A Anas Khan is based in Auckland, New Zealand. Riad Khan is based at the University of the South Pacific, Suva, Fiji. s communication methods evolve faster than ever, how can organizations adapt their communication styles to suit new business realities? Fast-food restaurant McDonald’s and vehicle-maker Ford provide examples. In formal bureaucracies, employees report to the supervisor, who then communicates with a middle-level manager who may, in turn, report the matter to a senior manager. This traditional model of communication is typical in government and quasi non-governmental organizations, many large businesses, universities, schools and other large organizations. Bureaucratic, hierarchical and other traditional management styles have generally strict communication channels. These help to provide greater consistency of decisions, and help to avoid indiscipline, employee disloyalty, misperceptions, disagreements, personal animosities, intentional disruption and sabotage. But they can also stifle initiative and militate against employee involvement. Innovative, smart and customer-relationship-centered organizations are more likely to adopt easy, flexible and team/project-friendly communication styles. They break the formal communication channels if decision making is compromised, delayed or if customer delivery is harmed. Higher levels of...
Words: 1129 - Pages: 5
...Formal vs. Informal Communication Research finds that 70% of all organizational communication occurs at the grapevine level ( (Bauer, T., & Erdogan, B, 2013). To me “grapevine information” is not 100% valid since it arise from social interaction, it is as fickle, dynamic and varied as people are though it is very useful in supplementing formal channels. Nearly all of the information within the grapevine is undocumented and is thereby open to change and interpretation as it moves through the network. It often travels faster than formal channels. The grapevine is very useful in supplementing formal channels. It provides people with an outlet for their imaginations and apprehensions as well. It also helps satisfy a natural desire to know what is really going on. A communication may be 90% correct in details but that last 10% is often the most important part of the message (Mishra, 2013). Messages from the grapevine are often lacking in all the details so that the message is subject to misinterpretation; while the grapevine generally carries the truth it seldom carries the whole truth. Managers should accept the fact and decide how they can use it to their own benefit since they are inevitable Every organization has a formal communication system. This formal system provides information regarding the organization to the employees through different media. The formal network, made up of memos, reports, staff-meetings, department meetings, conferences, company newsletters...
Words: 284 - Pages: 2
...Informal and External Communication (Non- Verbal) A good communication is the foundation of any successful business relationship; it’s important to recognize that non-verbal communication such as facial expressions, gestures, eye contact, posture and tone of voice is the key for any interpersonal communication. All of our nonverbal behaviors, the gestures we make , how fast and loud we talk, how close we stand send strong messages ; these messages are wordless signals that don’t stop when we stop speaking or even when we are silent. Informal Communication: Informal communication happens when a company does not follow any prescribed or official rules and procedures. In a corporation, this type of communication is a spontaneous relationship between participants or employees and if put into a good use could change the organizations interaction. In order for a manager or leader to succeed they need to observe the behavior of other people in the office and try to stimulate and comfort them. A manager with a successful career is able to maintain a good relationship with employees by engaging and perceiving their feelings and thoughts. It’s normal for any of us to interpret non- verbal gestures unconsciously; however, managers need to learn how to interpret employee’s gestures consciously and can be difficult as non- verbal communication can be very culture specific. A lack of nonverbal messages may also be a signal that the speaker is carefully controlling their body language...
Words: 408 - Pages: 2
...products under their own brand names and private labels. Conair brands are quickly becoming household names around the world. Conair is headquartered in East Windsor, New Jersey, with sales and marketing offices in Stamford, Connecticut. The company has large distribution centers in East Windsor, Phoenix, Arizona and a manufacturing facility in Rantoul, Illinois (Conair Corporation 2011). Because of its different distribution centers, locations and corporate offices being so diverse in regards to locations. Analysis of Company’s Organizational Dynamics Within any company, there are two types of organization. Formal Structure and Informal Structure. Both effect the organization and relationships between staffs. The formal Organization refers to the formal relationships of authority and subordinates within a company. While the informal organization refers to the network of personal and social relations that is developed spontaneously between people associated with each other. The primary focus of the Formal organization is the position of the employee, manager holds....
Words: 3182 - Pages: 13
...Informal Networks: The Company Behind the Chart by David Krackhardt and Jeff Hanson Harvard Business Review Reprint 93406 This document is authorized for use only in SP 2016 B66 OB 565 Leading Change by Ray Sparrowe, Olin Business School from December 2015 to June 2016. This document is authorized for use only in SP 2016 B66 OB 565 Leading Change by Ray Sparrowe, Olin Business School from December 2015 to June 2016. HarvardBusinessReview JULY-AUGUST 1993 Reprint Number RICHARD NORMANN AND RAFAEL RAMIREZ FROM VALUE CHAIN TO VALUE CONSTELLATION: DESIGNING INTERACTIVE STRATEGY 93408 DAVID A. GARVIN BUILDING A LEARNING ORGANIZATION 93402 GEORGE STALK, JR. AND ALAN M. WEBBER JAPAN’S DARK SIDE OF TIME 93409 DAVID KRACKHARDT AND JEFF HANSON INFORMAL NETWORKS: THE COMPANY BEHIND THE CHART 93406 BARBARA PRESLEY NOBLE REINVENTING LABOR: AN INTERVIEW WITH UNION PRESIDENT LYNN WILLIAMS 93410 ROBERT KELLEY AND JANET CAPLAN HOW BELL LABS CREATES STAR PERFORMERS 93405 HBR CASE STUDY IS THIS THE RIGHT TIME TO COME OUT? 93411 WORLD VIEW MANAGING RISKS IN MEXICO 93403 JOSEPH M. JURAN FIRST PERSON MADE IN U.S.A.: A RENAISSANCE IN QUALITY 93404 NANCY A. NICHOLS IN QUESTION WHATEVER HAPPENED TO ROSIE THE RIVETER? 93407 PERSPECTIVES IS THE DEFICIT A FRIENDLY GIANT AFTER ALL? 93401 ALISTAIR D. WILLIAMSON LAURENCE HECHT AND PETER MORICI This document is authorized for use...
Words: 5576 - Pages: 23
...------------------------------------------------- Informal organization The informal organization is the interlocking social structure that governs how people work together in practice. It is the aggregate of, norms, personal and professional connections through which work gets done and relationships are built among people who share a common organizational affiliation or cluster of affiliations. It consists of a dynamic set of personal relationships, social networks, communities of common interest, and emotional sources of motivation. The informal organization evolves, and the complex social dynamics of its members. Tended effectively, the informal organization complements the more explicit structures, plans, and processes of the formal organization: it can accelerate and enhance responses to unanticipated events, foster innovation, enable people to solve problems that require collaboration across boundaries, and create footpaths showing where the formal organization may someday need to pave a way. Contents * 1 The informal organization and the formal organization * 2 Functions of informal organizations * 2.1 Perpetuate the cultural and social values * 2.2 Provide social status and satisfaction * 2.3 Promote communication among members * 2.4 Provide social control * 3 Disadvantages of informal groups * 3.1 Resistance to change * 3.2 Role conflict * 3.3 Rumor * 3.4 Conformity * 4 Benefits of the informal organization * 4.1 Blend...
Words: 1996 - Pages: 8
...------------------------------------------------- Essay Type Coursework ------------------------------------------------- 10% of Your Mark ------------------------------------------------- Individual Coursework ------------------------------------------------- Chapters 07, 08, 09, 10 and 11 25 Essay Questions Each question is worth 0.4% (10% ÷ 25 questions = 0.4%) Chrysanthos Neophytides ------------------------------------------------- Chapter 07 & 08 ------------------------------------------------- Motivation Concepts and Applications ------------------------------------------------- Answer All 10 Questions 1. How does achievement-motivated and affiliation-motivation influence behavior? Achievement-motivated is the drive to excel, to achieve in relation to a set of standards, to strive to succeed. The achievement-motivated people like to set goals that require stretching themselves a little. They dislike low odds because then there is no challenge to their skills. Affiliation-motivation is the desire for friendly and close interpersonal relationships. The needs for affiliation tend to be closely related to managerial success. 2. What are the important differences between Maslow, Herberg & Alderfers models? According to Maslow there are 5 levels of need and all these needs are arranged in a hierarchy. Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied. Aldefer argued that there are three...
Words: 2436 - Pages: 10
...Pamella Robinson November 12, 2011 Evolution of Formal Organizations Most people require socialization to obtain the sense of fitting in with other people. For this reason social groups are sometimes constructed. This is not always the case however, because some social groups, such as families are established without effort. These social groups consist of at least two or more people who relate to each other and interact together on a personal level, which may last for years and are more intimate than formal groups. People within the social group “share experiences, loyalties, and interests” (Macionis, 2006, p. 110) in an informal or casual way. The group is connected by common beliefs, experiences, and emotions. These types of groups can be distinguished from each other by the level of interpersonal interactions of its members. Some informal groups may develop into formal groups through reorganization or a separation of some members who want to establish a separate organization. This spin off group may see inconsistencies in the goals of the home group. For instance, the original group may not have a leader and when leadership questions arise it may cause a rift among members. This type of inconsistency may cause problems that affect future decisions of the group (Gulati & Puranam, 2009). Formal organizations are large and work together for a common goal. These types of groups include companies, branches of the government, and churches. Corporations are...
Words: 1240 - Pages: 5
...itself as being able to “convert problems to solutions” in their sales brochures. By 1978, two major lines were recognized: broadcast equipment and data transmission. Broadcast equipment accounted for 35% of the company sales. Data transmission was also blossoming with increased demand for highly specialized and innovative designs. The size of the original payroll in 1920 is unknown, but as of 1947, Rondell Corporation had reached 100 employees. In contrast, by 1978, the time of the current dilemma, the employee count had risen to 800. The organizational structure of the Rondell Corporation is fairly flat with minimal layers for communication flow. Although multiple layers of management did not exist, there was a lack of an integrated information structure within the company. An integrated information structure would have facilitated cross communication necessary to achieve the common goal. Organization as Culture Organizational culture is defined as the fundamental assumptions shared about an organization’s values, beliefs, norms, symbols, language, rituals, and myths-all the expressive elements that give meaning to organizational membership and are accepted as guides to behavior. In the Rondell case, a strong culture had existed, but was now being replaced with subcultures. The subculture’s behaviors were incongruent with the overall...
Words: 908 - Pages: 4
...The Evolution of Formal Organizations Sociology SOC/210 The Evolutions of Formal Organizations The interesting thing about formal organizations is that there is not just one kind of formal organization. Formal organizations arise out of and are necessary to informal organization; but when formal organizations come into operation, they create and require informal organizations (Barnard, C. I. 1962). There are actually three forms of formal organizations. The first type of organization is a normative organization. This organization can be joined voluntarily out of a common interest and to perhaps gain some form of prestige. Next we have the coercive formal organization. These types of organizations people are actually forced to join into the organization. We then have utilitarian organizations; these organizations are joined voluntarily and will provide the member with material rewards. Most formal organizations will have their own forms of rules and regulations that members will have to follow to continue within an organization. Formal organizations are known to be systems with activities that are very carefully controlled. The modern day formal organizations are still very much structures much in a manner that incorporates more members of that organization. Organizations remain driven by repetitive practices that have worked for the organizations for years and therefore are rarely changed. Organizations are very driven to be proven as legitimate and want to have longevity...
Words: 1122 - Pages: 5
...This research paper will help me explain what evolved trends formal organizations will likely have in the future. Since, the structure of formal organizations have a more conventional bureaucratic organizational they may profit in implementing a more flexible organizational structure. Some of the areas that I will investigate are: how formal organizations have evolved over the past century, the differences between formal and informal organizations, what are the current trends in formal organizations, and what are the characteristics needed for formal organizations to evolve. Formal Organizations Over The Past Century: Max Weber developed a typology of organizations from ancient China to modern industrial society, providing the foundation for the sociology of organizations. In particular, Weber was concerned with what he considered to be the most rational form of organization, the bureaucracy, and the authority embedded in it. Weber noted that bureaucracies, prior to industrialization, were large and efficient but were guided by the patrimonial culture and the ruling aristocracy. (In World of Sociology, 2001.) In past centuries formal organizations functioned under what is called conventional bureaucracy. The ideal typical model of Bureaucracy given by Max Weber is the milestone in understanding the functioning of modern government. The Weberian model categorically focuses on two dimensions (i)The Structural, relating to the hierarchical arrangement of positions...
Words: 1405 - Pages: 6
...GOALS Organizations are usually consist of the aim of achieving specific goals. he goal s usually determine the direction that the organizations will take over the long term. This is the definition of goals.Although they are not always very specific goals. These goals can help an organization define and clear goals, then measure and actual performance and take corrective action to provide opportunities.There are 4 types of typical goals.Typical goals may include operational goals consumer goals product goals and secondary goals.Among of these operational goals are the largest goal of a company. These will impact on the way in which we as an organization will operate such as environmentally or managing ethically. In organization operational goals not only include product development goals market competition goals but also include social contribution more goals worker treatment welfare goals staff quality ability development goals etc. The operational goals in the tactical level are to improve the economic benefits continuously. As for an organization operational goals are indispensable. Scotia Airways not only establish the airline in major European tourist destinations but also develop the flights to major business centers in Eastern Europe and the Middle and Far East. This is a large goal which confirmed development direction of Scotia Airways over the next few years. And it will help Scotia Airways to save more time and effort. It also could constantly increase economic benefits...
Words: 1797 - Pages: 8
...CHAPTER IINTRODUCTION 1.1 Background of Case Study Selection Compensation is the remuneration received by an employee in return for his/her contribution to the organization. It is an organized practice that involves balancing the work-employee relation by providing monetary and non-monetary benefits to employees.Researcher are interested in doing research on the company becauseresearcher wanted to learn more about control system especially managementcompensation, both theoretical and practical. Lincoln Electric Company one of companies has realize the method of control system especially managementcompensation in their company.In the Lincoln Electric Company, researcher get knowledge of control systemespecially management compensation, particularly its association with corporate profits. However, in its application is often the application of compensation hasexperienced various problems and constraints. So also happened in the LincolnElectric Company.Every company absolutely has a strategy to sustainable them company. The top priority of Lincoln is customer. Company always sensitive with consumer needs.Certainly, the firm’s customer wants to get the best price and the best quality. And, product of Lincoln fulfill it. Lincoln also concerns employee and stockholders needs.Management compensation always was determined by a wage survey of similar jobsin Cleveland area where the company do operational process. Lincoln ElectricCompany is a good example for other company which is concern...
Words: 4682 - Pages: 19
...CHAPTER 2 A review of related literature and studies, both local and foreign which are relevant in reinforcing the conceptual framework of reference on which this study is anchored, are contained in this chapter. Foreign Studies A recent study was conducted by the Direct Marketing Association (DMA) on the issue of Direct Marketing as a Global Industry. The potential reward are great, and direct marketers continue to venture outside the bounderies of thier native countries. The DMA estimates that Japans’ catalog market was worth $21 Billion in 1996 and that there are 500 catalog marketers competing for that market. A number of U.S firms among the successful competitors, driven by the Japanese desire for U.S products and their need for convenience. A survey few years ago, when the automibile industry was trying to ascertain how to advertise to the emerging women’s market, Ford Motor Company turned to an approach called “Curriculum Theory”. Based on theories of learning that you have probably studied in psychology or consumer behavior classes, “Curriculum Theory” argues that when the purchase is large or otherwise risky, direct marketers must move prospects through a carefully constructed series of steps that will culminate in a purchase. A study was conducted with the L.L Bean in marketing its products in Japan for a number or years. The D.M.A estimates that Japan’s catalog market was worth $21 Billion in 1994 and that there are 500 catalog marketers competing for that...
Words: 2583 - Pages: 11
...1. With reference to the case study, summarise the relationship between goals, objectives and policy and advise the management of Scotia Airways of the contribution each will make to effective managerial performance. The main goal of the Scotia Airway is to expand its business as international airline. So, it sets some objectives to support this goal. The first objective is that the international flights of the Scotia Airway to use only custom built wide bodied aircraft and would not offer the economy class travel. The second objective of the Scotia Airways has been able to retain the same management teams which were brought to the business in 1996. The third objective is the ambitious programme for expansion over the next 5 years to include long haul destinations. All of these objectives are complied with SMART criteria. SMART means that S – Specific, M- measurable, A – attainable, R – relevant and T- time bound. Scotia Airways retains the same management team form 1996 so that to be retain the working relationships between staff and management team. To retain the management team and to retain the working relationship are relevant to each other. For third objective, it express year particularly, it is measurable because it has term expression. It can be attainable to fly for the long destination. As depicted over, it will probably be international airline. Along these lines, to fly the whole deal destination is significant and to accomplish this target they set 5 years. Thus...
Words: 1216 - Pages: 5
