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unication in three distinct directions: downward, upward, and horizontal. These three directions establis. the framework within which communication in an organization takes place. Examining each one will enable us to better appreciate the barriers to effect. e organizational communication and the means to overcome these barriers.
personal and organizational effectiveness (Brun, 2010; Summers, 2010). It seems reasonable to conclude that one of the most inhibiting forces to organizational effectiveness is a lack of effective communication (Lutgen-Sandvik, 2010). Moreover, good communication skills are very important to ones success as a school administrator.
Creating Organizational Culture Deal and Kennedy (1984) identified four dimensions of organizational culture: values, heroes, rites and rituals, and communication networks. These four dimensions play a key role in creating organizational cultures. Values What are values, and how do they affect behavior? Values are general criteria,
organic concepts are organizational extremes that represent pure types not necessarily found in real life. No organization is completely mechanistic (bureaucratic) nor completely organic (professional). Most organizations fall somewhere between these two extremes. Table 1 Characteristics of Mechanistic and Organic Organizational Forms
Mutual adjustment exists when work is coordinated through informal communication. Mutual adjustment or coordination is the major thrust of Likert’s (1987) “linking-pin” concept. The third basic dimension of an organization is the type of decentralization it employs. The three types of decentralization are the following:
generated nominally (without verbal communication). This prevents inhibition and conformity, which occurs in the phenomenon of groupthink (Janis, 1982). Evaluation occurs in a structured manner that allows each idea to get adequate attention. The research on the effectiveness of the nominal group technique is encouraging.
members. This communication establishes the boundaries of expected behaviors. Failure to comply with such norms usually results in sanctions against group members by the group. If school leaders initiate changes that are viewed as threatening to the staffs’ norms, they are likely to meet with resistance.
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Create and implement a communication strategy that consistently communicates the new vision and strategic plan. 5. Empower broad-based action Eliminate barriers to change, and use target elements of change to transform the organization. Encourage risk taking and creative problem solving. 6. Generate short-term wins.
systems. Further study of these and other successful organizational communication systems and their redesign and replication will invariably lead to better organizational communication, more successful team functioning, and enhanced service delivery to stakeholders. References Deming, W.E. (1993).