Stage one(pre -1960‟s) aka Industrial relations(Michael C Brandon 1997) Based on the intention to improve employee‟s morale by providing a source of recognition for them Stage two (1960‟s- 1980‟s) aka realistic journalism The role aimed to provide employees with information about their organisations (tell it like it is as a journalist would.
Stage Three (Late 80‟s now) Focuses on strategic objectives rather than people or events ( as the first two stages) eg confirming to the employees that they are part of the corporate whole rather than individuals. There could be a new stage (based on combining the first three stages) emphasising listening and employee contributions which has been made easier with new technology. (Kaison ideas)
• a direction for those involved in a dispute or issue • an understanding to the varying groups of what these issues involve • help and support for those who need it • the ability to change opinion about a dispute in a way that leads to it being resolved.
“Structure is the pattern of relationships among positions in the organisation and among members of the organisation and creates a framework of order and command through which the activities of the organisations can be planned” (Mullins 2007)
Crainer 1. Flexible & free following 2. Non Hierarchical 3. Participation 4. Creative & entrepreneurial 5. Based on networks 6. Driven by corporate goals 7. Utilising technology as a key resource
Handy also refer to metaphors Eg systems
Shamrock Organisation (Handy)
Technical - concerned with specific operations e.g the production of goods Managerial – concerned with the coordination and integration of work at technical level Community – concerned with the broad objectives e.g board of directors
3
objectives - structure – communication Broad objectives and work of organization
----------------------------------------2. Coordination and integration of work at technical level ----------------------------------------1 Specific operations discrete tasks and actual work
Individual authority relationships. Line – authority flows vertically down through structure – chain of command Functional – relationship between people in specialist areas and the line managers eg HR Staff - people in a „gate keeper‟ role eg pa Lateral – relationships between people on the same level in the organisation
It provides satisfaction of employees social needs Provides for additional channels of communication (grapevine) Motivation – through providing respite from tedious jobs Can highlight deficiencies in formal systems
Origin : Planned
Spontaneous
Rationale Rational
emotional
Characteristics
Dynamic
◦ Stable
Grapevines can work in the following ways (Davies K) 1. The single Strand 2. The Gossip Chain 3. The probability Chain 4. The Cluster Chain ď ˝
Formal Organisation
Informal Organisation
Kenneth Lysons ‘ Organisational Analysis
Channels Formal channels Networks Well defined, follow formal lines Speed Slow Accuracy High
Grapevine
Poorly defined, cut across regular channels
Fast
low