Automaker(communication)1

Automaker (communication)Functional theories of CommunicationBEFORE:Organizing Function●High in organizing functionExamples:●Dramatic confrontations and figuratively beating up on offenders●Use figure 1Reasons:Relationship Function:Examples:●Some were even embarrassed to describe their work to outsiders. (show lack of relationshipfunction)Informal network:Eg. I prefer the straightforward approach. I don't like the foul language.Technology networkEg.Formal network:Eg. Hierarchy structure figure 1Channel:Face to face:Eg. Intensive verbal abuse (yelling and screaming)Radio:Direction: downward (Top-down approach)Eg. Level 1 managers were to delegate authority down the line.P258Load: under loadDistortion in communication:Examples:●Level 1 management regarded the approach as a show, (it was a show, it was fun, it was a game)but the lower level of staffs didn't agree with them. “ I prefer the straightforward approach. I don't like the foul language.●The old culture had some merits in this respect: it embodied high expectations of performance,punished failure, and rewarded competition.After:Low in relationship & change function due to transition & management styleno organizing function.Low in relationship function:Example:●The frustration of the level 1 managers resulted from their abandonment of their previous junglefighter management style.●Disenchanted with the lack of results, they began to wonder if the changes werecounterproductive and began to see the new style as mere window dressing.●Level 2 saw as being abandoned.Low in change functionExample:●Level 2 managers had had to assume more authority as Level 1 withdrew. Despite the fact thatthey had demanded more autonomy, they felt frightened and lost.●Give more decision making power to the level 2, but level 2 saw as being abandoned.●These managers lacked the motivation, skills, resources and time to carry out themulti-disciplinary interactions now demanded of them. This severely restricted their ability to solve problems at this level.Network:Technology network:Eg.people out there dictating everything with their radios and suddenly they just turned it completely over, they were all over the place one day and they had gone the next.Formal networkChannel:Face to face:Radio:Direction:Horizontal & downward.Downward :Eg. The inability to attend meetings due to a lack of personnel (No messages is being transmitted downward to the relevant people.)Horizontal:Eg. Partcipants were supposed to bridge departments in a plant previously characterized by high walls around them.OverloadExample:●even when the necessary information was available, they were unable to process it in a way thatenabled them to identify and locate problems.●When matters were passed up to level 2 managers, they were also overworked and ill preparedand, so, problems did not get solved there either.Distortion in communication:Give more decision making power to the level 2, but level 2 saw as being abandoned.Meaning-Centred Theories:Meaning centered approachOrganizing & Decision Making:Level 2 saw as being abandoned. (poor organization & poor decision making)Socialization:Eg.●It consisted of reprimands in the form of intensive verbal abuse (yelling and screaming), dramaticconfrontations and figuratively beating up on offenders. The term “2*4” refers to a piece of wood(2 inches by 4 inches), and the phrase denotes the act of hitting somebody over the head with a2*4. Extreme examples of this behavior had become myths in the organization and perpetrators were spoken of as folk heroes.●It is a big game, to get the other guy. There is a lot of resentment and competition. We baseeverything on results and so people will resort to things like counting back on the line, to geta ……..otherwise people start breaking into each others’ lockers.●I prefer the straightforward approach. I don't like the foul language.( evidence of employees don'tlike communication rules or identification of the organization.)●If your boss catches you out, catches something wrong with the product in your area, you canrespond in one of two ways.●The sudden abdication of level 1 had left them with an information gap.( evidence of level 2 lackof training, a form of story)●P259 the middle 4 paragraphs are all about socializing problems.Eg. In the old days here, there used to be a lot of grandstanding, but a lot of it was for show. I can remember one day, (x) came out on to the floor and he saw a piece that he did not like, and he started jumping………………….It was a show, it was fun, it was a game. (Myths that help employees learn about the communication rules of A.M.A..Culture:●Rivalry is good but you have to keep the lid on. (organizational core belief, show a competitiveculture)●Everything with their radios and suddenly they just turned it completely over, they were all overthe place one day and they had gone the next. (Evidence of people not used to the change, culture hard to change)Recommendation: Providing training for level 2 managers in decision making & organizing.Power ：Eg.●The senior (Level 1) managers were aware of the need to change their management style. Theyknew that their behavior was out of sync with the larger society…………less screaming and yelling and more listening. P258●Despite some ambivalence, Level 1 managers s tarted the change……..less screaming and yellingand more listening. P258 ( summary evidence of loss of power & decision making) Influence:Eg. Level 2 managers had had assume more authority as level 1 withdrew. ( management level 1: has a lack of influence in running of the company)Metaphor:Mechanic metaphor: 1. Centralized decision making from managers2.hierarchy (rigid organizational structure3. rules—punishment (eg. Intensive verbal abuse (yelling and screaming) Example: The term “2*4” refers to a piece of wood (2 inches by 4 inches), and the phrase denotes the act of hitting somebody over the head with a 2*4.Developmental metaphor:Eg.●The level 1 committee just quit following things up and the people (in levels 2 and 3) didn't knowhow to interpret the data, how to find out the data, or how to prioritize things in terms of the data they had.●Punitive to one who was democratic and participative.Communication rulesEg. The biggest problem around here is that there is no trust, no one wants to get blamed for anything. (tactical form of communication)。