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Book Review Assignment Essay

Communication is a tool that we use in our daily lives. Having good communication skills helps people achieve what they want or need in their lives. Too often people take good communication skills for granted. We communicate at home, in the public world, at school, and at work, especially when we conduct business transactions with others. Most people spend most of their day at work and good organizational communication skills are needed the most during this time. An organization is defined as, “a group of people working together to achieve common goal(s).

Organizational communication is the interactions and messages that occur between members of the organization. In most cases, the organization is work and the members of the organization are the employees and the management. Organizational communication is important because communication is an important function of work. Good communication can lead to a better work environment, respectable working relationships and more. Good communication in an organization can help add to the work culture and “help individuals and groups coordinate activities to achieve goals, make decisions, solve problems, share knowledge and manage change processes. In the book, Organizational Communication for Survival: Making work, work, by Virginia Peck Richmond and James C. McCrosky,

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Richmond and McCrosky explains to readers what organizational communication is, how to communicate in an organizational environment with managers and peers while thriving and surviving in different organizational climates and culture. In order to communicate effectively in an organization, one must understand what an organization is, what organizational communication is, and how to communicate within the different networks.

An organization can be a group, club, team, or in most cases a place of employment— where most work. An organization can be for profit or nonprofit, but one thing holds true, communication is the key to an organization’s success. Richmond and McCrosky define organizational communication as “the process by which individuals stimulate meaning in the minds of other individuals by means of verbal or nonverbal messages in the context of a formal organization”. Organizational communication is complex and ever changing.

Through organizational communication, members of the organization are able to stimulate and formulate ideas, communicate using the organization’s own language, symbols, and use nonverbal gestures to convey a meaning. In order to communicate well, one must understand how communication works. Communication components consists of the source (person who starts the message), the message (either verbal or nonverbal), the channel (how the message is transmitted), the receiver (the person who gets the message), and the feedback (receiver’s response to the message, can be verbal or nonverbal). This process happens quickly.

It is important in organizational communication to understand how to pick the right channel for the receiver in order to get the intended message across. Otherwise messages may be misconstrued or the meaning might be lost on the receiver. In additional to knowing the communication process, it is useful to know the different organizational networks: formal and informal. The formal communication network follows the chain of command, and is explicit in regards to who gets what information from who.

The informal communication network is an unofficial network and does not follow the chain of command. It follows the rumors and/or gossip. Until you have access to this informal network, you have not really become a part of the system. ” Not only is understanding organizational imperative, but also understanding the organizational environment and culture is just as important. Effective communication occurs when you understand organizational environments and culture. Organizations are everywhere but they become a part of the community and develop their own identity and culture. The culture of an organization is affected by those at the top. The leadership of the organization establishes the values, beliefs, behaviors of the organization.

Organizations are a lot like people. They create their own culture, grow it, and progress as time goes on. The more established the organization, the more complex the language and symbols are within the organization. “Old, established organization normally will have very powerful cultures, ones that are relatively easy to identify but very difficult to change. Newer, growing organizations frequently will have less well-defined cultures. ” When you become a part an organization, you become a part of that unique identity and culture. You learn how to behave, communicate, and do things the way they are traditionally done.

While there are many organizations with different environments and cultures, there may be different sections within an organization itself with distinct subcultures. It is necessary to acknowledge and accept the organizational environments that you are a member of. Too often, “employees in organizations tend to ignore factors outside their office walls, or to recognize that they exist but to consider them irrelevant to their own job. This is serious mistake. ” Regardless of the type of culture, it is important to identify the organizational culture that one is a part of.

As a member of the organization, you are already a part of the culture, whether you like it or not. Ignoring the organization’s environment and culture can inherently stifle working relationships and potentially keep members of the organization from making a profound impact on the organization. According to the book, to be an effective communicator, often “depends on conforming to a major extent to the cultural demands that are present. ” Learning to communicate effectively in organization can help you understand management communication styles and how to best approach your manager.

The ideal leader needs to be both versatile and consistent. However, in order for the leader/manager to be an effective, the employee needs to also be flexible and consistent as well. Understanding different management communication styles can help prevent communication problems between employees and their managers. Generally there are four different types of management communication styles: Tell, Sell, Consult, and Join. The Tell management communication style is downward, non-interactive, and questioning any decision or task is generally forbidden.

Managers, who use the Tell management communication style, usually expect tasks to be done without any challenge and allow for questions that only pertain to the task given. The Sell management communication style is usually downward, but can be interactive and challenges are met with convincing counterarguments. Questions are encouraged in this style, and managers who employ the Sell management communication style usually try to persuade their employees on the appeal of the decision that is made. The Consult management communication style is upward and interactive.

Managers who use the Consult management communication style, communicate with their employees regarding problems for advice, information, and suggestions but ultimately, the decision making process is up to the manager. The Join management communication style is horizontal and very interactive. The managers using the Join management communication style, does not make the decision. Instead the subordinates make the decision, whether with the manager or in the manager’s absence. In the decision making process, the majority rules for the Join management communication style.

Using the management communication style, you can best figure out how to communicate with a manager in regards to organizational business. According to the book,“as a subordinate who hopes to survive in the organization, you need to do two things: recognize the management communication style that is being used, and adapt to it. ” While learning how to communicate with managers, learning how to communicate with peers is equally as important. Many people spend most of their day at work, so in order to establish good working relationship, it is imperative to know how to best communicate with one’s peers.

How people approach their jobs is called organizational orientations. There are three organizational orientations: upwards mobiles, indifferents, and ambivalents. The upward mobiles are deeply devoted to promoting the goals of the orientation. They are hardworking and do not like to associate with people they consider “losers”. They are dedicated employees and live to work. Their communication style is focused on the organization itself. The indifferents are the opposite of the upward mobiles. They work to live, and they are not interested in the job or the organization.

Their communication on the job primarily focuses on their family or their personal life. The ambivalents are the most unpredictable. They are focused on changing the organization. They can be supportive employees one day and moody and disgruntled the next. Communicating with the ambivalents is the most difficult because you cannot predict how they will react. Small talk is considered to be the safest with this type of orientation. The book explains that “we must learn to do is recognize the personalities we work with. Then we must communicate with them in ways that will not go against their personality predispositions. “People spend most of their adult lives working within and for some type of organization. ” It is important to be able to communicate competently when one is a part of an organization. Communization affects your career and your work relationships. It also affects how you are seen and viewed as a member of that organization. Organizational Communication for Survival: Making work, work, by Virginia Peck Richmond and James C. McCrosky,

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helps readers better understand what organizational communication is, and how to use organizational communication to communicate with management and their peers in their daily worklife.

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