COMM 1000 1nd Edition Lecture 19 Outline of Last Lecture I. Effects of Intercultural CommunicationII. PersuasionIII. Potential InfluenceIV. Attitude-Behavior LinkV. What Makes Persuasion EffectiveVI. Source CharacteristicsA. CredibilityB. SimilarityC. AttractivenessVII. Message CharacteristicsA. Positive EmotionB. EvidenceC. Fear AppealD. One SidedE. Two SidedVIII. More StrategiesIX. Persuasion TheoriesThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.X. Balance TheoryXI. Cognitive Dissonance TheoryOutline of Current Lecture XII. Organizational CommunicationXIII. Organizational CultureXIV.Types of Organizational CulturesXV. Functions of CommunicationXVI. Organizational Sense-makingXVII. Supervisory CommunicationCurrent LectureChapter 14: Organizational Communication-Definition-- Human communication that occurs within an organization- Structural factors require members to act in a certain wayo Division of labor- organizations more productive when they allow people to specializeo Span of control- limit on authority of individual supervisoro Pyramid of control- hierarchy of supervisors and upper level managersOrganizational Culture-- Totality of socially transmitted behavior patterns in an organizationo How do people dress, how hard do they work etc..?- Organizations are to be understood like living in a particular culture- Organizational cultures vary from “innovative” to “traditional”1. Continental Airlines changed it culture; Gordon Bethune took over the company and burned the corporate manual2. Wal-Mart’s “low price” image and culturea. Employees and managers dress very cheap and casual3. Michael Ovitz (elitist attitude) didn’t fit Disney culturea. Disney is low power distanceb. Michael Ovitz was used to high power distance4. Southwest Airlines, Hewlett-Packard, Microsoft and Google are examples of organizations associated with innovation5. Hewlett-Packard culture emphasizes respect for others, community and hard work6. Culture at DuPont – regarded as one of the best safety culture arounda. People have to call each other out nicely when people aren’t being safe7. United States Postal Service, General Motors, and AT&T are organizations with moretraditional cultures- Culture consists of the whole of an organization’s socially transmitted behavior patterns1. “The moral, social and behavioral norms or an organization based on the beliefs, attitudes and priorities of its members”2. Different departments within the same organization may have different cultures3. Component’s may include:a. Individualism/collectivismb. Power distancec. Dominanced. Timee. Uncertainty avoidanceTypes of Organizational Cultures-1. “Tough-Guy-Macho” Culturea. Characteristic of high-risk organizationsb. Police, surgeons, movie industry involve such cultures2. “Work-Hard-Play-Hard” Culturea. Focus is often on sales/meeting customer needsb. Mary Kay, McDonald’s and Hewlett-Packard have this sort of culturec. Celebration is used to keep energy high3. “Bet-Your-Company” Culturea. High risk (large up-front investment) and slow feedback characterize this cultureb. Oil companies, Boeing, NASA are examples4. “Process” Culturea. Low-risk and slow feedbackb. Focus is on process; members rarely see results of effortsc. Tend to be heavily regulated industries: government, utilities, pharmaceuticalsd. This culture frequently involved much communication many memos and long meetingsFunctions of Communication-- The command function- allows coordination of interdependent members and work- Relational function- create and maintain productive business and personal relationships within the organization- Ambiguity-management- coping and reducing ambiguity inherent in organizationsOrganizational Sense-making-- Very respected perspective on organizations (tied to culture)- Organizations exist to “interpret” their surroundings and process that information- Meanwhile employees look to make sense of organizations and their part to play within organizations (ex. becoming a new ________).Supervisory Communication-1. The most important thing people want to know is “Do I know what is expected of me at work?” (Gallop poll of over 80,000 people in 400 countries2. Leader-Member exchange (LMX) concerns the two-way relationship between leaders andemployees- Trust: defined by Leqicki and McAllister as “individual’s confidence in another person’s intentions and motives and the sincerity of that person’s word”; has two components: cognitive and affective- Cognitive trust focuses on the person’s professionalism (consistency) and reliability- Affective trust concerns the relationship with the