communication in groups & organizations 1 merry christmas ! happy new year!
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Communication in Groups & Organizations
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Merry Christmas !Happy New Year!
Communication in Groups & Organizations
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期末計畫• 下週 1/1 元旦假期• 1/8 議題設定 (Mad City 影片討論 )• 1/8 發期末考卷; 1/11( 五 ) 下午 2:00-4:30 繳交
– 形式為短篇小論文 (1500-3000 字 )– 考卷中有 4 主題,自選 1 題– 不收電子檔案。紙: A4 / 字型:新細明體 (12 pt )– 小論文寫作應結合
• 資料收集、整理• 課本論述• 自己的創見 ( 或評價 )
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Ch. 10: Communication in Groups and Teams
1. Why are groups and teams becoming increasingly popular
2. How do groups and teams differ?3. What are the potential strengths of group discussion?4. What are the potential limits of group discussion?5. Do groups need single leaders?6. How can conflict enhance work in groups and teams?7. How does communication shape group and team
climate?
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Team 團隊的圖像
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Communication inGroups and Teams
• Work together, or On your own?– Research found sound reasons for both– Groups (vs. Individuals)
• More time to reach decisions• Superior decisions• Stimulates creativity, may suppress individuals
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Groups in Daily Lives
• Social groups– Provides stimulation of conversation and
recreation– Relaxed, informal, more interpersonal
• Personal growth groups– Enable people to deal with issues in
supportive context
• Task groups– To solve problems, achieve goals
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Defining Groups & Teams
• A Group– People interact – People are interdependent– Have a common goal– Share some rules of conduct
• A Team– A special kind of group
1. Different & complementary resources of members
2. A strong sense of collective identity; greater interdependence
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Six Kinds of Group inBusiness and Civic Life (pp. 258-261)
• Project teams 工作團隊• Focus group 焦點團體• Brainstorming groups 腦力激盪小組• Advisory Groups 顧問團 ; 諮詢小組• Quality circles 改進小組 ; 策進小組• Decision making groups 決策小組
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Rules for Brainstorming
• Do not evaluate ideas; no criticism.
• Record ideas so everyone can see them.
• Quantity; the more ideas, the better.
• Build on ideas; extension.
• Encourage creativity.
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Agenda for Problem-solving (or Decision-making)
• Phase 1: Define the problem• Phase 2: Analyze information relevant to the problem• Phase 3: Generate criteria for assess solutions• Phase 4: Identify potential solutions• Phase 5: Select the best solution• Phase 6: Implement the solution (or recommend it)• Phase 7: Develop an action plan to monitor the
effectiveness of the solution
p. 262 (Figure 10.2)
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Potential Limitation &Strength of Groups
• Limitations– Time needed– Conformity pressure
• Majority opinion different from minority• One extremely charismatic member
• Strengths– Greater resources– More thorough thought– Heightened creativity– Enhanced commitment to decisions– (Synergy):
• Special energy that enlarges efforts, talents…of individuals• Total effects more than the sum of individual effects
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Features of Small Groups (5 features)
• Cohesion: closeness, spirit among member, – Cohesion grows out of communication.– 3 ways to promote cohesion
• Emphasize shared goals; reinforce group identity• Highlight similarity among members• Be responsive so all member feel valued
– Excessive cohesion →Groupthink (ceased critical thinking)
• Group size– Size affects amount and quality of communication– Larger vs. smaller groups– Five-seven, optimal (most researchers agree)
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Features of Small Groups
• Power structure– Power over: emphasizing status– Power to: empowering others; fostering win-win– Distributed power structure vs. Hierarchical– Social climbing: trying to increase personal status by
winning approval of higher-status member
• Interaction pattern– Centralized vs. Decentralized patterns– Proxemics: communication relevant to space
• Group norms
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Challenges (1) (3 challenges)
• Participating constructively– Four types of communication in groups (p. 269)
• Task communication• Procedural communication• Climate communication• Egocentric communication (dysfunctional)
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Challenges (2)
• Providing leadership– Leadership is born, or made? (research found
no coherent leader traits)– Leadership, Not leader– Establish good working climate, organize
group processes, ensure substantive discussion, and control disruptive members
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Challenges (3)
• Managing conflict constructively– Conflict is natural, can be productive (Ch. 3)– Disruptive (vs. Constructive conflict)
• Competitive tone• Self-interested focus• Personal attack
– Constructive• Respect for diverse opinions• Emphasize shared goals• Cooperative focus, open climate
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Ch.11: Focus Questions1. What is organizational culture?2. How important is it to be involved in the
informal networks of organizations?3. How do rituals and routines affect life in
organizations?4. What are the risks of forming personal
relationships with co-workers?5. What challenges face organizations and
members of them in this era?
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Features of Organizational Communication
• Structure– Organization means “structure.” (loose or rigid)– Hierarchy (levels of power and status)
• Networks– Communication occurs in networks.– Relationships– ad hoc network: in response to specific issues
• Links to external environment– Contexts (multiple and connected)
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Communication in Organizations
• Organization Culture– Ways of thinking, acting, and viewing work– Shared by members– Reflecting identity
• Four Communication Practices (next few slides)
– Vocabulary– Stories– Rites & Rituals– Structures
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Vocabulary• The language of an organization reflects a
nd expresses its history, norms, values, identity.
• Hierarchical language– Distinguishes levels of status– Eg., military, school,…
• Masculine language– More typical of men than women (HP
菲奧莉娜 故事)– Words & phrases taken from sports, military…
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Stories• Storytelling to weave coherent narratives and to
create meaning, and to sustain organizational cultures
• Corporate stories– Convey values, style, and history of an organization
• Personal stories– How people see themselves, and to be seen by
others
• Collegial stories– Personal accounts of other members
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Rites and Rituals
• Verbal and nonverbal practices– Rites: Sets of activities that bring together aspects of i
deology in a single event (dramatic and planned)( 如表揚大會 )
– Rituals: Forms of communications that occur regularly; perceived familiar and routine
• Difference– Rituals don’t necessarily bring together a number of a
spects of organizational ideology into a single event– Rituals are repeated communication performance
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Rites
• Rites of passage– Artwork in larger office,
special handshake
• Rites of integration– Holiday parties,
graduation ceremonies
• Rites of blaming or praising– Military, Tenure in
college
• Rites of recognition– Honors of
achievement
• Rites of managing change– Training workshops;
office rearrangement
• Rites of resolving conflicts– Voting, meditation
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Rituals• Personal rituals
– Individual routines; delivering staff mail in person
• Social rituals– Company dinning room for informal interaction,
tea break– E-mail chatting
• Task rituals– Police officer’s routine questions– Sales presentations
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連鎖磚接力
<01:00> 沒連好會出問題!
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Structures• Organizing relationships and interactions• Roles
– Responsibilities and behaviors of specific position• Rules
– Constitutive and regulative rules• Policies
– Formal statements of practices; mission statement• Communication networks
– Formal & informal; job description and organization chart
– Grapevine: Communication outside the formal channels
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Challenges for Communication in Organizations
• Adapting to diverse needs, situations, and people
• Moving in and out of teams– Participating in variety teams
• Managing personal relationships on the job– Personal vs. professional– Romantic relationships
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明年見 !
See You in 2008!