A   General   Systems   Model,   for Management   and   Business

By David Alderoty © 2015Chapter 6) T he Informal Input and Output of Information from

One Organizational Subsystem to Another, and the Psychological Atmosphere of an Organizational Setting

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Notes for this E-BookThe concepts presented in this e-book are primarily focused on management and business. However, most of these concepts also apply to other types of systems that involve human beings. Thus, anywhere you see the words business or organization in this e - book, the material I am presenting may also apply to any type of system that is partly or totally comprised of human beings, such as a factory , a home-based business , a microbusiness , a school , a social club , a city , a state , a nation , a family , and an individual . In this e-book, I call the above entities, underlined in red, human systems .

In this e-book, I frequently use the word business, company, and organization interchangeably, as synonymous terms. In addition, I use the word employee, or employees to refer to non-managerial personnel.

Web Links in this E-BookThis e-book contains links to web-based articles and videos from other authors, f or additional information , supporting material , and for alternative: perspectives, interpretations, explanations, and opinions . The links are the blue underlined words. In this e-book brown text, like these words, represent quotes. You can access the original source, by clicking on a link presented just before a quote. If a link fails, use the blue underlined words as a search phrase, with www.Google.com , or for a video use www.google.com/videohp. The search will usually bring up the original website or one or more good alternatives.

Section 1) The Informal Input and Output of Information from One Organizational

Subsystem   to   Another

Topic 1) Informal Communication from One Organizational   Subsystem   to   Another

Informal communication is not limited by the formal chain of command, or communication channels shown in the official organizational chart of a typical organization. This style of communication can involve the casual exchange of information between any two individuals in the organization regardless of

organizational rank. Often this involves impromptu face-to-face discussions. However, it can also involve telephone calls, text messages, e - mails , letters, and even reports that are not officially required. The documents can be written and a less formal style.

Informal communication can sometimes circumvent problems with formal communication channels. This simple and direct style of communication probably could have prevented some of the disasters that were discussed in the previous chapter. However, informal communication might be difficult to initiate, if an employee with low organizational status wants to communicate with an individual with higher organizational status.

Topic 2) Informal Communication In Small OrganizationsIn small organizations, there may not be any need for formal communication channels. This is especially the case if there are less than 50 people working in the organization, and/or if there are very few organizational subsystems. Communication in small, or even some medium-size, organizations can be very informal. The CEO might be involved in direct supervision of the employees. This might provide direct access to the CEO by any of the employees.

Topic 3)   Informal Communication Channels, Based   on   Friendships   and   Acquaintanceships

In most organizations, informal communication channels develop, based on

acquaintanceships and friendships, as well as on the physical proximity of employees that work together. Informal communication channels also are likely to develop because of individuals that work on joint projects, even if they are not in physical proximity. For example, the head of the marketing department might have to work closely with the individuals that create advertisements, which may result in informal communication channels.

A good strategy, for managers, and most people that work in an organization, is to establish acquaintanceships and friendships, with the goal of creating FRIENDLY and COOPERATIVE communication channels.These communication channels can provide many advantages. For example, developing informal communication channels with individuals that are above your organizational status might be helpful in obtaining advancements, and the cooperation you need to perform your duties optimally. Getting to know individuals that are below your organizational status is useful in obtaining firsthand information about production problems, and potential risks and disasters. This can be especially useful for anyone in a managerial position, especially upper and middle managers.

Topic 4)   Informal Communication Channels Between Customers, And   the   Manager(s)   and/or Owner(s) of a Small business

Most small businesses will probably greatly benefit if the owner(s) and/or manager(s) create friendly communication channels with customers. This can

provide valuable marketing information about customer needs and preferences. It can also provide useful information about the emotional tendencies of customers in relation to product selection.

These communication channels can be useful for spotting and correcting difficulties that can result in customer dissatisfaction. For example, if a conversation revealed that a customer was not satisfied with a product, offering an exchange, or the return of the purchase price, is likely to result in a very satisfied and loyal customer.

In general, the creation of communication channels between the customers, owner(s) or manager(s) of a small business, can be helpful in developing trust and loyalty.

Avoiding hostile encounters, and maintaining a cooperative and friendly attitude is always important for small business owners and managers. Even when customers appear to be unreasonable, or are excessive with their expectations or demands, it is usually cost effective in the long-run to satisfy them.

Keep in mind that a customer that is dissatisfied can transmit negative opinions about a business to others, by word-of-mouth. However, in modern times, it is necessary also to be aware of websites that involve ratings for business establishments and products. Customers can usually enter their opinions, and describe their experiences and feelings, about a business or product. This can work against businesses that are not concerned about their

customers. However, these websites can be very helpful for businesses that have a genuine concern about satisfying the needs of their customers.

Small business owner should keep in mind that they might be dealing with a very competitive environment, especially if they are competing with large companies. However, small businesses can focus on the individual needs of their customers. This can be easily achieved by developing the friendly communication channels between customers and the business owner, described above.

Topic 5)   For Additional Information, Supporting Material, and for Alternative: Perspectives, Interpretations, explanations, and Opinions,

On   the   Topics   Presented   Above , see   the Following Websites   from   other   Authors

1) Communication In Organizational Settings Posted on February 24, 2011 by rkmvcbba, 2) Communications within organizations, 3) Principles of Management, Communication Channels, by Mason Carpenter, 4) What Are Communication Channels Within an Organization?, 5) Communication Channels6) Kinds (Types) of Communication employed by Business Organizations, 7) Communicating Within The Organization, 8) Employee / Organizational Communications, 9) Video: Communication and Channels of the Same, 10) Video What Are Communication Channels Within An Organization?

Section 2) The Psychological Atmosphere of an Organizational Setting, and How to Manage it

Topic 6)   What is the Psychological Atmosphere of an Organization? Based on the way I am using the terminology, the psychological atmosphere of an organization is the prevailing emotional state that is conveyed by an organizational setting, especially to employees, customers, and managers. The psychological atmosphere of an organizational setting can involve ONE OR MORE of the following factors:

An environment that is: Friendly , relaxed, easy-going, joyful, pleasant, unpleasant, hostile , anxiety provoking , threatening, exciting, boring, tedious, as well as any other state that involves emotional sensations

An environment that is: Uncomfortable, such as from high temperatures, excessive humidity, unpleasant odors, loud noises

An environment that is: Pleasant and comfortable , such as from pleasant odors, music, comfortable chairs, desks, and tables

Topic 7)   Often an Organizational Setting Involves a

Combination   of   the   Factors Presented Above Often the psychological atmosphere of an organizational setting can involve acombination of factors, such as the following hypothetical examples:

A school environment that is friendly, but somewhat anxiety provoking

A waiting room that is uncomfortably warm, and boring (because of excessively long waiting times, and no reading material)

A hospital emergency waiting room, that is boring, anxiety provoking, but friendly

A prisoner of war camp, with an organizational setting that is threatening, hostile, and anxiety provoking

A nonprofit neighborhood recreational facility, that is unfriendly in the morning and afternoon as a result of hostile supervisors, and friendly in the evening, when it is run by neighborhood volunteers

Topic 8)   A Neutral Psychological Atmosphere Some organizational settings have a psychological atmosphere that is neutral, which means the atmosphere does not convey any predominant emotional state, as experienced or perceived by the staff and customers of the organization. For example, a neutral psychological atmosphere is not friendly or unfriendly, not pleasant or unpleasant, not relaxing and not anxiety provoking, not boring and not exciting, etc.

When the psychological atmosphere of an organizational setting is neutral, one of the following will happen: Little or no emotional state will be conveyed by the organizational setting to the staff or to customers. If an emotional state is conveyed, it may be determined by the unique characteristics of the individual, and/or the specific nature of his or her involvement in the organization. For example, a customer that is disappointed with the services provided by an organization, and is angry with the staff, might experience an unfriendly atmosphere. Another individual that is delighted with the services provided by the organization might experience the organizational setting as friendly.

Topic 9)   Psychological Atmosphere in Organizational Settings often very   by Time   of   Day,   or   Day   of   the   Week,   or   Because   of the

Activities   that   are Taking Place in the Organization An organizational setting may convey different psychological atmospheres, depending on who is working in the facility. There are many other factors that can vary throughout the day, or week, that might change the psychological atmosphere in an organizational setting. This can involve variations in temperature, humidity, ventilation, as well as variations in the emotional temperament of employees or customers. Some organizational settings that are somewhat friendly might become tense and unfriendly when they are overcrowded.

Probably, the most important factor that may determine the psychological

atmosphere in an organizational setting, at any point in time, is the nature of the work or activities that are underway. For example, when dangerous work is carried out in a chemical plant the resulting psychological atmosphere will probably be very serious and anxiety provoking. However, after the work is completed, the psychological atmosphere might change to a relaxed and friendly environment.

Topic 10) A Psychological Atmosphere in an Organizational Setting can be Different for Individuals with Different Organizational Roles

The individuals involved in some organizational settings may experience different psychological atmospheres depending on their organizational status, or the nature of their employment. This can even happen when organizational staff and customers are occupying the same room or facility. For example, customers of a crowded resort facility or hotel might experience a very friendly and relaxed psychological atmosphere, but the managers may be experiencing a frustrating and tense atmosphere, and the employees might experience a very hectic and somewhat unfriendly atmosphere, as a result of pressure from the manages to work at a fast pace.

Topic 11)   How to Evaluate, Estimate, or Measure the Psychological Atmosphere   of   An Organizational Setting

The psychological atmosphere of an organizational setting cannot be measured

in precise mathematical terms. However, good estimates of the psychological atmosphere can be obtained with the techniques presented in the following paragraphs.

The psychological atmosphere can be estimated with survey forms for managers, employees, and customers. These forms should contain a series of questions that relate to how the survey participant, feels about the organizational setting. This should also include how the survey participant feels about managers, employees, and customers. Some examples of questions that can be used for the above are as follows:

Do you experience this organizational setting as any of the following: Circle all the words that apply to your feelings and experiences in regard to this environment.

An environment that is: Friendly, relaxed, easy-going, joyful, pleasant, unpleasant, hostile , anxiety provoking , threatening, exciting, boring, tedious, as well as any other state that involves emotional sensations You can write your answer here _________________________________________

An environment that is: Uncomfortable, such as from high temperatures, excessive humidity, unpleasant odors, loud noises, Other factors that relates to discomfort You can write your answer here _________________________________________

An environment that is: Pleasant and comfortable, such as from pleasant odors, music, comfortable chairs, desks, and tablesOther factors that relates to pleasant or comfort You can write your answer here _________________________________________

Do you have any complaints about any of the staff members or customers You can write your answer here ----______________________________________________________________________________________________________________________________

Another way of evaluating the psychological atmosphere of an organizational setting is to interview staff and customers. This often requires trained interviewers, and it can be expensive, time-consuming, but might provide very important information about the psychological environment.

The simplest way to evaluate a psychological environment is to use common sense observations, which may be coupled with a few informal conversations with customers and/or staff. Unpleasant, and dysfunctional, aspects of the psychological atmosphere are often obvious. Examining actions and facial expressions of the individuals in the environment might reveal if the environment is anxiety provoking, or hectic, or problematic in some other way. If you frequently hear managers, employees, and/or customers complaining, and/or yelling, the psychological atmosphere is obviously problematic.

The best strategy for evaluating the psychological atmosphere of an organizational setting is to use all three of the techniques described above. When this is done, it may turn out that all three techniques indicate the same set of problems, and desirable components. However, sometimes each technique will indicate a different set of problems, and/or desirable components.

Topic 12)   What are the Factors that Generate a Positive or Negative Psychological Atmosphere in an Organizational Setting

Usually the managers are the primary generators and transmitters of the information that creates the psychological atmosphere of an organizational setting. However, it is important to keep in mind many other factors can partly, or totally, generate a psychological atmosphere, in an organizational setting. This is explained in the following paragraphs.

All of the following can partly, or totally, generate a psychological atmosphere in an organizational setting: the behaviors, actions, demands, and communication style of managers, employees, and/or customers. The specific psychological atmosphere that is generated will depend on the entities underlined in red type. It is important to note that proper training of managers and employees can improve all of the factors presented in red type, which will probably result in an improvement in the psychological atmosphere.

The nature of the work, can partly or totally, generate a pleasant or adverse psychological atmosphere. For example, a very tense and anxiety provoking

work environment may develop because the work is dangerous, or human lives are at stake, such as in an emergency room.

It is important to note that undesirable psychological atmospheres generated by a work environment, such as the above, can sometimes be improved with appropriate managerial strategies. For example, very anxiety provoking work environments can be improved by training the staff in relaxation techniques, and providing the best equipment and procedures to deal with the work optimally.

The physical environment, and its content can partly a totally generate a psychological atmosphere. This includes some of the factors that were previously described, such as room temperature, noise, odors, the type and degree of ventilation, decorations, and comfortable or uncomfortable furniture. However, usually the above only partly contributes to the psychological atmosphere. It is important to keep in mind that it is relatively easy to maintain an optimum physical environment with conventional technology, such as air-conditioning, heating, ventilation equipment, etc. In most situations and optimized physical environment is likely to be highly cost-effective.

Topic 13)   Managerial Influence and Control of the Psychological   Atmosphere of an Organizational Setting

Skillful management can create an appropriate psychological atmosphere in an organizational setting. This can involve attempts to identify problems in the

psychological atmosphere, such as anxiety provoking supervisors, and eliminate the problems. This is explained in more detail in the following paragraphs.

Adverse psychological atmospheres in organizational settings are often generated by individuals with problematic temperaments, and/or staff members that use unfriendly or dysfunctional styles of communication. This often involves individuals with authority positions such as supervisors. However, it can also involve sales personnel, and product support specialists, or any other employee. Individuals in this category usually should be removed from their positions, or placed in alternative roles where they cannot cause problems for others. It may be difficult to detect individuals in this category, because they are likely to control their problematic temperament and/or communication when monitored by their superiors. However, anonymous rating scales filled out by employees and/or customers can reveal individuals with problematic communication styles or temperaments.

The rating scales described above can sometimes improve job performance, and eliminate hostile and problematic behavior. Specifically when people are aware that they are going to be rated on the services they are providing, they are likely to provide optimum service to avoid a negative rating.

A few simple strategies for that can contribute to a pleasant than functional psychological atmosphere include the following.

Avoiding unreasonable demands and excessively high workloads on managers and employees,

Managers can be trained to treat employees kindly, and with sympathy

In some cases, providing periodic work breaks, will be cost-effective, and will also contribute to a pleasant psychological atmosphere

As explained previously maintaining a pleasant physical environment, with proper temperature, humidity, and ventilation, are important factors for obtaining a pleasant psychological atmosphere. However, good lighting might also contribute to a pleasant atmosphere, for both customers and employees. A neat and orderly environment, that is attractive and well decorated, can also contribute to a pleasant psychological environment.

Topic 14)   For Additional Information, Supporting Material, and for Alternative: Perspectives, Interpretations, explanations, and Opinions,

On   the   Topics   Presented   Above , see   the Following Websites   from   other   Authors

1) Measurement and management of work climate: Cross-validation of the CRISO Psychological Climate Questionnaire, 2) An Employeeship Model and its Relation to Psychological Climate A Study of Congruence in the Behavior of Leaders and Followers Johan Bertlett Department of Psychology Work & Organizational

Psychology Division 2011, 3) An application of Jones and James' perceived climate questionnaire in Australian higher educational institutions, 4) The impact of organizational changes on psychological contracts: A longitudinal study

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Hyperlink Table Of ContentsBelow is the hyperlink table of contents of this chapter. If you left click on any of the blue underlined words, a section or topic heading will appear on your computer screen.

Section 1) The Informal Input and Output of Information from One Organizational Subsystem   to   Another . . . 2

Topic 1) Informal Communication from One Organizational   Subsystem   to   Another ......... 2

Topic 2) Informal Communication In Small Organizations 3

Topic 3)   Informal Communication Channels, Based   on   Friendships   and   Acquaintanceships 4

Topic 4)   Informal Communication Channels Between Customers, And   the   Manager(s)   and/or Owner(s) of a Small business 5

Topic 5)   For Additional Information, Supporting Material, and for Alternative: Perspectives, Interpretations, explanations, and Opinions, On   the   Topics   Presented   Above, see   the Following Websites   from   other   Authors ...................... 6

Section 2) The Psychological Atmosphere of an Organizational Setting, and How to Manage it ..................... 7

Topic 6)   What is the Psychological Atmosphere of an Organization? ............................................ 7

Topic 7)   Often an Organizational Setting Involves a Combination   of   the   Factors Presented Above 8

Topic 8)   A Neutral Psychological Atmosphere 9

Topic 9)   Psychological Atmosphere in Organizational Settings often very   by Time   of   Day,   or   Day   of   the   Week,   or   Because   of the Activities   that   are Taking Place in the Organization 9

Topic 10) A Psychological Atmosphere in an Organizational Setting can be Different for Individuals with Different Organizational Roles ................................ 10

Topic 11)   How to Evaluate, Estimate, or Measure the Psychological Atmosphere   of   An Organizational Setting 11

Topic 12)   What are the Factors that Generate a Positive or Negative Psychological Atmosphere in an Organizational Setting ............................................................... 14

Topic 13)   Managerial Influence and Control of the Psychological   Atmosphere of an Organizational Setting 15

Topic 14)   For Additional Information, Supporting Material, and for Alternative: Perspectives, Interpretations, explanations, and Opinions, On   the   Topics   Presented   Above, see   the Following Websites   from   other   Authors .................... 17