Organisation and Communication Lecture 1+2. Bilyana Martinovski/GU/LING

Transcription

1 Organisation and Communication Lecture 1+2 Bilyana Martinovski/GU/LING

2 An Example of Communication in Context Captain Caviedes and first officer Klotz wake up one morning, drink coffee in Colombia and close their doors as they fly off on Boeing 707 to New York, Kennedy Airport. The weather is bad, fog, winds, many flights wait to get scheduled to land and circle in the air. After 1.2 hours circling Caviedes' plane needs to land as the plane has no fuel. They get directions from the American ATC as they try twice to land. They crash on McEnroe's dad's estate in Long Island, 158 died.

3 In the Cockpit- Fog- Landing 1, JFK Caviedes: the runaway, where is it? I don t see it I don t see it.. We don t have fuel (17 secs) I don t know what happened with the runaway, I didn t see it Klotz: I didn t see it ATC: (instructions to turn left) Caviedes: tell them we are in an emergency! Klotz: (to ATC): That s right to one eight zero on the heading and ah we ll try once again. We re running out of fuel.

4 In the Cockpit - Fog -Landing 2 Caviedes: What did he say? Klotz: I already advised him that we are going to attempt again because we now we can t (4sec silence) Caviedes: Did you tell him? Klotz: Yes, sir. I already advised him Klotz to ATC: One five zero maintaining two thousand Avianca zero five two heavy Caviedes: Advise him we don t have fuel. (on the edge of panic) Klotz: climb and mountain three thousand and ah, we are running out of fuel, sir. (no urgency in voice)

5 Caviedez: Did you already advise him we don t have fuel? Klotz: yes, sir. I already advised him Caviedez: Bueno. (70 sec silence) ATC: And Avianca zero five two heavy, ah, I am gonna bring you about fifteen miles northeast and then turn you back onto the approach. Is that okay with you and your fuel? Klotz: I guess so. Thank you very much. Cavietez: what did he say? Klotz: the guy is angry. Flight engineer points ot empty fuel and makes a throat-cutting gesture with his finger to a flight attendant who survived. (5 min silence and rountines) Flight engineer: Flameout on engine number four (crying out) Caviedes: Show me the runway (actually, it is 16 US miles away) (36 sec silence) ATC: you have ah you have enough fuel to make it to the airport?

6 Communication Fog They thought they were given instructions to land first on line but they were scheduled last. They thought they are just above runaway but they were 16 miles away from the runaway. Crash report says: "Cause for accident: 'fuel exhaustion'.

7 What do you think? Was it fog and wind or a communication fog that caused the crash? Was it fuel exhaustion or a misunderstanding? If you were in Klotz' position or Caviedes position or the engineer, what would you do and say if you did not expect you might die any minute? And what would you do and say if you knew that you and all others on the plane will die any minute?

8 Definitions (Miller 06) Organisation: social collective of individuals who cooperate in different activities which creates a structure Communication: symbolic transactional process

9 Questions How organisation as context influences the communicative process? How communication s symbolic character differs from other organisational behavior?

10 Types of Semiotic Signs Symbol - convention-based relation between the signified and the signifier (ex. alphabet) Icon - similarity-based relation (ex. photo) Index - contingency-based relation (ex. a cows footprint, a pointed finger)

11 Some Theoretical Approaches The structure of organisation influences communication (ex. Jens Allwood) Communication changes and defines organisation (ex. Harvey Sacks) Sociology does not cover all betweenman-and-man (Martin Buber)

12 Discourse in Institutional Settings style analysis (Biber, 1988, 1993) variation analysis (Labov and Fanshel, 1977) conversation analysis (Schegloff, Garfinkel, Sacks, Drew, Heritage) speech act theory (Austin 1962, Grice 1989, Searle 1969, Levinson 1983) anthropological linguistics (Malinowski,1923; Goodwin and Duranti, 1992) interactional sociolinguistics (Goffman, 1964) ethnography of communication (Hymes, 1964, 1972ab, 1974) activity-based communication analysis (Allwood, 1976, 1978a, 1995)

13 Conversation Analysis investigation of the relations between devices of immediately prior turns which developed the concept of adjacency pairs; studies of the co-occurring features within a turn, which are related to features in surrounding turns in a sequence and which constitute evidence for the identification of a certain interactive pattern or action; the seeking of sequential patterns of interactive devices relying on detailed analysis of immediate context and repetitive sequences; function-based analysis of the discriminability of interactive devices; search for deviant cases in the use of the device which may be used to characterize certain activities as different from others.

14 Actual Communicative Act in Context activity sentence type modal expressions perceptual environment other information modality culture lexicon grammar belief language sequence intentions of speakers interpretations of receiver

15 History Classical view and models Machine metaphor Nothing on communication Human relations Human needs Human resources Workers role

16 1. Classical Models during the Industrialisation Era (CM) Organisation as a machine (Modern Times, Chaplin) Specialisation Standartisation Predictability Rationality, rules, principles Speed The organisation is run by

17 Henry Faylor s Management Theory Planning Goal-orientation Use resources Choice of method Organise human resources Command (order, demand) : unity of command, defined goals and tasks Coordinate activities Control - compare goal and activity? Communication?

18 Vertical authority lines Command 1: x Supervision 1:1

19 Power Relations Centralisation Authority Discipline

20 Principals for Organisation of Reward Salary Justice Stability

21 Principals for Organisation of Attitude One-for-all Initiative All-for-one

22 Weber s Bureaucracy Hierarchy, centralisation Closed system (technical core ) Codified rules Functions of Authority Traditional Charismatic Rational-normative (experts, norms)

23 Weber s Bureaucratic ideal A closed system driven rationally with normative authority! No feelings No individuals Knowledge based but knowledge as information

24 Taylor s Scientific Management Problem Apprentice Systematic soldiering Solution Study best way -> teach all Choice of workers Training

25 Classic Communication Content - related to tasks (no innovation, entertainment, socialisation) Direction - vertical Media - writing Style - formal (mechanistic / organic, Courtright et. al, 1989), social presence (Short et. al,1976)

26 2. Human Relations (HR) Family metaphor (Olympia Restaurant, John Belushi) Hawthorne studies Hawthorne effect - production increases under observation Communication between co-workers Style of leadership Maslow - Theory of needs McGregor - Theory X and Theory Y Herzberg - Happiness theory Influences management with out clear scientific validity.

27 Herzberg Hygien: cleanse rooms, good salary, competent supervisor, company policy, paperwork Motivation: challenging job, responsibility, possibility for promotion, interaction with clients External-Internal factors (Maidani 91)

28 Maslow s Rankning of Needs in Organisation Context Hierarchy of prepotency : 1. Physiological needs 2. Security 3. Social relations with co-workers 4. Respect: salary, bonus 5. Realisation, creativity Satisfy high-level needs with high-level social presence.

29 Human Relations Content - tasks and socialisation Direction - vertical and horizontal Medium - face-to-face Style - Informal (mechanic / organic, Courtright et. al 89)

30 McGregor s X and Y assumptions (MIT) Theory X - classical management theory Passivity without leadership Humansare lazy Humans have no ambitions Humans do not like responsibility Humans resist changes Humans are gullible, easy to cheat, not smart Theory Y - human relations

31 Theory Y - human relations Physical and mental work are as natural as reward Independent control and direction are related to degree of involvement One can learn and embrace changes under good circumstances Creativity is a daily habit Only one part of human capacity is used in the industrial society Interaction between co-workers is as important as vertical relation with leadership

32 HR principals -> work environment factors -> satisfied needs -> satisfied workers? (Brief 98) -> productivity

33 3. Human Resources MRS KM + MR + cognitive contributions by the employees employee = resource maximize both organisation s productivity and individual satisfaction Organisation as a learning system and knowledge management Empowerment

34 Blake&Moutons Managerial Priority Degrees 1-9 Human Production Grid Managerial grid Bad management (production 1, human 1) Authoritarian management (production 9, human 1) Mid-Way (production 5.5, human 5.5) Country club management (production 1, human 9) Team management (production 9, human 9)

35 Likert s Decision-taking System I-IV Exploiting authoritarian Good will authoritarian Constitutive Based on participation: MRS Not only attitudes but also structural principles: linking pin - participation in number of workgroups increases communication flow, info is used and production is increased

36 Ouchi s Theory Z (1981) Japanese Org Live-time employment Slow evaluation Unspecified career Implicit control Collective decision-taking Collective responsibility Holistic concerns US Org Short Fast Specific Explicit Individual Individual Segmented

37 Learning organizations (Senge 90) Mental flexibility Team learning Communicate opinions, views Complex thinking Personal skill

38 Communication i MRS Content - tasks, social, innovation Direction - all directions (team work) Medium - all (degree of uncertainty) Style - formal and informal (mechanic / organic, Courtright et. al 89)

39 Criticism Miller considers a short period of human history and her sources are mainly from USA. There were political solutions within management such as the Russian revolution, the French Revolution, the socialistic organisation, which built on egalitarian principles. Interesting theories were developed even in Swedish management theories, such as Carlson s Ruin the Pyramids. Theories Miller discussed by Miller take little consideration to the fact that different activities demand different forms of communication and organisation.