Chapter Six Communication Climate and Organizational Culture

Chapter SixCommunication Climate

and Organizational Culture

Chapter Objectives

1. Define and describe the phrase organizational climate.

2. Identify the components of Redding’s ideal supportive climate.

3. Define and describe the phrase organizational culture.

4. Describe what is meant by organizational assimilation, socialization, and identification.

5. Explain the relationship between climate, organizational culture, and organizational communication.

Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

Organizational Climate

• The organizational climate refers the enduring organizational environment that either encourages of discourages communication.


Defensive Climates (Gibb)

Defensive communication is

• Evaluative.• Manipulative.• Indifferent to the personal needs of

others.• Superior (clear and intentional

status and power demarcations).• Certain (dogmatic and

competitive).Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

Supportive Climates (Gibb)

Supportive communication is

• Descriptive and nonjudgmental.• Spontaneous (as opposed to

manipulative).• Empathic and concerned.• Egalitarian (as opposed to

superior).• Provisional (non-dogmatic; people

aren’t “certain.”)Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

Redding’s Elements of the Ideal Supportive Climate

(SCOPE)1. Supportiveness:

– Managers acknowledge the human needs of employees.

– The climate is characterized by respect and constructive evaluation.

2. Credibility, confidence, and trust.– Employees need confidence and

trust in their superiors in order to explain problems, concerns, or make suggestions.


Redding’s Elements of the Ideal Supportive Climate

(SCOPE)3. Openness.

– Able to relay information freely and being open to approach from employees.

4. Participatory Decision Making.– Encourages employee input.

5. Emphasis on high performance goals.– Passive climates don’t achieve goals or

excel.– High performance goals increase

employee self-worth and satisfaction.


Additional Factors and Features of Supportive

climates

1. The way employers attempt to motivate employees.

2. The quality of decision making.


Pace and Faules have argued that there are six additional factors that help foster a supportive climate.

Additional Factors and Features of Supportive

climates


3. The sense that employees are perceived as important.

4. The quality of resources.

5. The opportunities for upward communication.

6. The overall quality of organizational communication.

(continued)

Organizational Culture


• Is concerned with the basic value systems and beliefs that guide organizational members.

• Is passed along to employees through various storytellers or through organizational rites, rituals, slogans, and shared experiences that reinforce these values.

Distinctions Between Culture and Climate


• The concepts of culture and climate are related.– Culture is foundational to climate.

• The values shown through stories, rites, heroes, rituals, and processes foster the underlying beliefs that employees share.

• Climate refers to the manifestations of these beliefs, namely how easy and supportive employees believe their systems are towards communication practices and policies.

Culture, Climate, and Communication


Questions regarding culture include:

• Can a desired culture be consciously seeded?– If so, how?– If not, how does culture come into

being?– What is the role of communication

in the evolution of culture ad climate?

Assimilation, Socialization, and

Identification


• Assimilation is “the processes by which individuals join, become integrated into, and exit organizations” (Jablin).

• Organizational socialization is the process by which people learn the values, norms, and behaviors to contribute as organizational members.

Stages of Organizational Socialization


• Anticipatory Socialization.– Learning about a culture you are about

to enter.

• Encountery Socialization.– Orientation as a new member.

• Metamorphosis. – Transformation as an active member,

i.e. becoming “one of them.”

Organizational Identification

Refers to the extent that one identifies with the goals and values of the organization.


Seeds of Culture

• Formal statements of organizational philosophy.

• Deliberate coaching and modeling by others.

• Promotion and salary increment criteria.


Seeds of Culture

• Responses to crises.

• Organizational structure.

• Design of physical spaces.

• Focus of attention

• Storytelling and legends.


(continued)

Manufacturing Culture


• Cultures cannot necessarily be made to encompass certain values simply by discussing these values with employees.

• Cultures are created through the expression of values in actions and take a long time to develop.

• Many argue that culture is the amalgam of all communication behavior in the organization.

Foundational Planks: Credibility, Leadership, and

Perspective


• Organizational credibility is important towards successful cultures and climates.

– Trust is a key dimension to organizational credibility.

– Trust violations increase hostility and decrease organizational commitment.

Gaining Credibility


Bartolone’s suggestions for establishing credibility and trust:

1. Make communication two way.

2. Respect employees implicitly by delegating authority.

3. Punish and credit employees fairly and appropriately.

4. Be predictable, that is, react consistently to situations.

The Importance of Leadership


• Supportive leaders value and facilitate upward, downward, and horizontal communication.

– They increase trust and credibility through their leadership style.

– They respect and support employees.

– They buy into a Theory Y orientation towards work.

The Importance of Leadership


• Tyrannical leadership leads to mistrust.

– Employees become fearful of reprimand and are less likely to discuss problems or offer suggestions.

– Employees are less likely to feel valued and more likely to become anxious communicators.

(continued)

Summary


• Culture is shown through the rites, rituals, work practices, and artifacts that an organization possesses.

• Culture is the residue of communication behavior of organizational women and men.

• Climates are grounded in cultural practices and vary in levels of support for employees.

• Organizational credibility is needed for supportive climates.

• Leaders have power in fostering supportive or defensive climates.

Documents

Chapter Six Communication Climate and Organizational Culture