Effective Communication and Organizational Design Models

The Communication Process and Nonverbal Symbols

The communication process involves understanding through the use of verbal and nonverbal symbols. Verbal international communication depends on the quantity of words and contextual information. In high-context cultures, communication does not require detailed information exchange. In contrast, in low-context cultures, the information exchange must be explicit and detailed.

Personal Space and Time Perception

Personal space refers to the spacing each individual requires. In polychronic cultures, people do many things at once. Conversely, in monochronic cultures, individuals focus on one thing at a time.

Nonverbal Body Language

Body language is a form of nonverbal communication. Types of nonverbal symbols include:

• Emblems: Expressions with specific meanings.
• Illustrators: Gestures that accompany speech.
• Regulators: Signs that control the flow of conversation.
• Adaptors: Behaviors used to manage emotions.
• Affect displays: Shows of affection or emotion.

Communication Within the Organization

Communication within an organization flows in four primary directions:

1. Ascending communication: Information flowing from lower levels to higher levels of an organization.
2. Descending communication: Information flowing from higher levels to lower levels.
3. Horizontal communication: Communication flowing at the same hierarchical levels.
4. Diagonal communication: Information flowing between different levels and functions of the organization.

Interpersonal Communication and Barriers

Interpersonal communication flows among individuals in face-to-face situations or within a group. However, several communication barriers can impede this process:

Barriers Created by the Emitter

• Semantic problems: Different words mean different things to different people.
• Filtering: Manipulating information so the receiver perceives it as positive.
• Internal language: The use of technicalities or jargon.
• Group differences: Status gaps between superiors and subordinates.
• Time pressures: Constraints that limit effective messaging.

Barriers Created by the Receiver

• Selective perception: Realizing only things that reaffirm their own beliefs.
• Value judgments: Assigning value to a message before it is completed.
• Source credibility: The level of faith and trust the receiver has in the communicator.

Shared Communication Barriers

• Reference frames: Different interpretations of information based on background.
• Proxemic behavior: Issues regarding interpersonal spacing during communication.
• Information overload: Receiving more data than can be processed.

Models of Organizational Design

The Mechanical Model

The mechanical model of organizational design emphasizes achieving high production levels and efficiency through the use of external rules and procedures. Its core principles include:

• Specialization: Finding the best way for individuals to complete tasks.
• Unity of direction: Employees should be grouped according to their specialty.
• Authority and responsibility: Administration should delegate enough authority.
• Decentralization: Authority is distributed when the relation between actions and outcomes is distant.
• Chain of command: All communications from the lowest level must pass through each higher level in the command chain.

The Organic Model

The organic model emphasizes organizational design to achieve high levels of flexibility and development. This is achieved through:

• Low specialization and decentralized authority.
• Simplicity: A lack of emphasis on rigid organizational structures.
• Decentralized delegation: Authority is pushed downward.
• Informal emphasis: Using product and customer bases as the primary logic for departments.