Karteikarten
Communication
Karten in diesem Stapel (15)
- 1What are Kotter (1995) thoughts on organisational change ?Organisation need to
establish a sense of urgency for the change, create and communicate
their vision, and to institutionalize new
approaches.
Victory must not be declare too soon.
Even successful change efforts are messy and full of
surprises.
A vision of the change process can reduce
the error rate. Fewer errors can spell the difference
between success and failure of change implementation. - 2What does Kotter say about organisation that experience failure of OC.Unsuccessful transitions almost always occurs during at least one of the following phases: generating a sense of urgency, establishing a powerful guiding coalition, developing a vision, communicating the vision clearly and often, removing obstacles, planning for and creating short-term wins, avoiding premature declarations of victory, and embedding changes in the corporate culture.
Realizing that change usually takes a long time, can improve the chances of success - 3How does setting clear communication goals help in organisation change ?Clear goals help leaders identify key stakeholders, the information they need and how information sharing can be encouraged.
With clear goals leaders are able to think of the best way to communicate the change. - 4What is top down communication ?This is when those responsible for a change inform others lower down in the organisation about the need for change, what is going to happen and what is need from them. The information is merely passed down to employees without asking for their opinion.
Often senders of such information screen out any information they perceive to be irrelevant to subordinates roles.
This need-to-know attitude can lead to problems when useful information is not passed down as it is deemed irrelevant to a subordinates role. - 5What is Upward communicationUpward communication is the flow of information from front line employees to managers, supervisors, and directors. Upward communication provides change managers with valuable information that can help them clarify the need for change and help develop a change plan. Upward communication aids feedback from employees to manager and helps them develop a mutual trust which helps when a change is proposed.
- 6When might top-down communication be preferred ?When accuracy is not judged to be crucial. If time is limited.
If manager/Leader wants to avoid being challenged by employees. - 7What is organisation silence?The withholding of opinions and concerns. this can be a major barrier to organisational change and development.
- 8What does Colquitt et al (2001) say about organisational justice ?There four ways of thinking about organisational justice.
(1) Distributive justice: the equity of outcomes.
(2)Procedural justice :fair process - if employees feel that they have some control over the decision making process they are more likely to deem it fair.
(3)Informational Justice: the explanation of why a change is proposed.
(4)Interpersonal justice: how people are treated by those who are executing the change affects how they are going to react. if people are treated with integrity and clear information is provided to them about why the changes are occuring they are more likely to have a better reaction to the change than when they are treated unfairly or if they feel their feelings are dismissed. (Greenberg, 1990) - 9Discuss Equity theory.Equity theory suggests that motivation is created with an individual's perception of equity and fairness.
- 10Discuss various channels of communication and their effectiveness.O'Reilly and Pondy (1979) suggest that written communication may be effective when the sender and the receiver have different vocabularies has it gives them more time to study and understand the message being conveyed.
Oral communication may be most effective when there is a need to exchange views, seek feedback and provide an immediate opportunity for clarification.
External forces such as distance may prohibit a preferred channel of communication such as face-face. Although written communication may be the most efficient form off communication it may not be the most effective way to create employee buy in. Face-face is a more persuasive channel as it provides a dynamic and effective way of dealing with people's concerns. However it is more costly in terms of time and energy than simply sending an email. - 11Discuss Clampitt et al (2000) pray and spray and Tell and sell strategies of communication.(1) Spray and Pray : A communication strategy that involves showering employees with a lot of information in hope that they feel informed and have access to all information they require. Based on the assumption that more information = better communication which in turn leads to better decision making.
it is also based on the assumption that all members are able to differentiate between what is significant information and what isn't.
Some might be able to deduce the information specific to them whilst others might be overwhelmed by the amount of information given.
Tell and sell: involve change managers being selective and only given a limited amount of information that they feel addresses the core issues . they tell them what is deemed important and sell the idea to them. manager who use this form of strategy spend quite a lot of time planning sophisticated presentation but devote little time and energy to fostering meaningful dialogue and providing organisation members times to discuss their concerns.
they place little value on others input. - 12Discuss Clampitt et al (2000) Underscore and explore, Identify and reply, withhold and uphold communication strategiesunderscore and explore: involves focusing on a set of fundamental issues like in tell and sell however change managers give others creative freedom they need to explore the implication of these issues. Unlike tell and sell those who adopt this method are not just concerned with passing on the core messages but are also concerned with listening attentively for potential misunderstanding and unrecognized obstacles.
Identify and reply: different from first 3 approaches. the main focus is on organisational members' concerns. its a reactive approach involving a lot of listening to identify and respond to concerns.
Withhold and uphold: Involves withholding information until necessary. Secrecy and control of information spread is key. Information is shared on a need to know bases. Some who adopt this strategy view information as power and are reluctant to share it with anyone. Others assume that most organisational members are not sophisticated enough to grasp the big picture.
Spray and pray and withhold and uphold are polar opposite strategies. - 13Disadvantage of Spray and pray and withhold and upholdBoth strategies make it difficult for employee to frame and make sense of the intended change and its consequences
- 14What strategy does Clampitt et al (2000) say is the most and least effective communication strategy.Spray and pray and withhold and uphold strategies are the least effective. The most effective is underscore and explore. this is because it incorporates elements of the tell and sell strategy and allows change managers to shape the change agenda . It also incorporates aspects of identify and reply strategy that responds to employee concerns.
- 15What are the four features of communication ? (Think D.R.C.C(1) Directionality : most companies use a top-down approach.
effective change communication calls for upward communication that provides change managers with the information required to clarify the need for change and develop and implement a change programme.
(2) Role : what is communicated can be affected by the roles that organisation members occupy.
the nature of inter-role relationship is also important .
(3) Content : it is important to consider the relevance of the information being communicated. (MacDonald 1995, distinguishes between internal and external information and draws attention to the importance of attending to external information and intergrating this with the information that is routinely available to organisational members in order to facilitate organizational learning.) Its important also focus on issues of fairness and justice when deciding what to communicate.
Channel : its important to select a channel that is fit for purpose. It is also important to review the effectiveness of your communication approach.
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- Degree Organisational Change Karteikarten am Communication , erstellt von Tilly Akinwamide am 24/03/2016.
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- Tilly Akinwamide
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