Organizational Communication Theory

Current Organizational Approach

Within the organizational setting, the formal flow of communication may take place through the upward, downward, or horizontal channels. In most downward communications, the most dominant elements include plans, performance feedback, the delegation of duties, and employee training (Rizvi, 2005). In upward communication, performance, requests, and complaints are some of the elements that are often addressed, while horizontal communication addresses the coordination of tasks and proper utilization of resources. Alongside the communication channels, organizational communication theories offer explanations on how information is disseminated and utilized throughout the organizational structure. Consistently, an analysis of the ThinkSmart organization indicates that the organization uses the Max Weber’s theory of bureaucracy, which enumerates the characteristics of a specific form of organization; the bureaucracy. With this theory, organizations are operated as a bureaucracy with a defined hierarchy (Miller, 2015). Consequently, the theory advocates for the division of labor as reflected in the departmental division of duties. Organizations are also characterized by the centralization of decision-making and power, where the leader at the top is the sole decision maker. Leaders do not allow influence from outside because environmental interruptions could interrupt smooth functioning of the organization.

Supporting Theories

Ultimately, the other most appropriate theory supporting Max Weber’s theory of bureaucracy is the theory of classical management developed by Henry Fayol in 1976. According to Miller (2015), Fayol’s principle of management believes that an effective organization is one that is highly structured and individuals understand their role and responsibilities. More particularly, the theory proposes that an organization should be arranged in a vertical hierarchy and communication limited to this specific order. Employees receive commands from above regarding a particular task and activities should have a similar goal placed under a single supervisor. Work should be divided, and employees assigned a limited number of specialized tasks. Each employee should have an appointed place within the organization. Additionally, the span of control is more effective when managers control only a limited number of employees around twenty to thirty employees for first-level managers. Another theory that is similar to the Max Weber’s theory of bureaucracy is the structuration theory, developed by Anthony Giddens. The theory believes in creating and sustaining organizations from interactions (Stones, 2005). Rules and regulations are used to maintain or change the organization. The manager or the person at the top has the most power and takes charge of giving orders and making decisions without being opposed.

Proposed Organizational Approach

A close analysis of the current organizational approach of ThinkSmart organization calls for a new organizational communication approach. In light of this, the most appropriate organizational communication theory is the systems theory. Ideally, the theory is divided into three system theories including the cybernetics system theory, the Karl Weick’s theory of organizing, and the new science systems theory (Miller, 2015). The first theory, the cybernetic system theory consists of various interrelated components. At the center of the system, theory are the system goals, which reflects the goals of the organization. The theory encourages feedback and interdependence among employees and management. Both managers and employees often discuss issues and agree on a specific issue affecting the organization. The second other theory is the Karl Weick’s theory of organizing. In this theory, Weick views organizations as an information environment, where everyone who is involved must make sense of their surroundings. For instance, in the ThinkSmart organization, every employee understands their role. However, the decision-making process is left solely to the director of the department. This means that the employees are not allowed to think and make sense of their environment and make decisions. The third theory, the new science systems theory emphasizes the importance of relationships within the organizations, which is derived from the element of interconnectedness and interdependence of entities in quantum physics. The theory also believes in the importance of participation in the organizational process by all employees and leaders. Open communication is also encouraged as employees and leaders interact amongst themselves when giving out orders, receiving feedback, and making decisions.

Appropriate Skills to Encourage Team Work

Within the organizational setting, the efforts of teams produce greater results as compared to individual efforts. Unfortunately, creating a culture of teamwork can be a daunting task during the early stages. Nonetheless, the task can be achieved by practicing good leadership skills and staying committed. Consequently, it is important to understand that maintaining a culture of teamwork is equally as hard as creating it in the first place. As Burns (2002) elaborate, to maintain effective teamwork within an organization, groups require good interpersonal skills and negotiation skills. In this case, interpersonal skills include the ability to judge and balance the right behavior and learn ways to cope with undesirable behavior of team members. Teams should also be able to absorb and cope with stress, listen, inspire confidence in others, and interact with others easily. Group members should also have negotiating skills including the ability to settle conflicts, ability to focus on interests and to work out compromises for the mutual gain of the organization and the employees.

References

Burns, R. B. (2002). The adult learner at work: The challenges of lifelong education in the new millennium. Crows Nest, N.S.W: Allen & Unwin.

Miller, K. (2015). Organizational Communication: Approaches and processes. Stamford, CT: Cengage Learning.

Rizvi, M. A. (2005). Effective technical communication. New Delhi: Tata McGraw-Hill.

Stones, R. (2005). Structuration theory. Houndmills, Basingstoke, Hampshire; New York: Palgrave Macmillan.