Identyfikatory
Warianty tytułu
Języki publikacji
Abstrakty
Purpose: The purpose of this article is to analyze the functioning of two primary forms of communication - formal and informal - in modern organizations, specifically in the context of superior-subordinate relationships. Design/Methodology/Approach: The results presented in the article are based on qualitative research conducted by the authors (10 problem-focused questions with 81 respondents). The aim was to obtain a comprehensive picture of the formal and informal communication processes occurring between superiors and subordinates and to categorize the fundamental components of these processes. Findings: The research indicates that traditional, one-way communication schemes are no longer used in modern organizations. Formal communication from superiors is typically supported by informal messages, which serve either as preparation for a formal message or as a follow-up to supplement the formal message. Research Limitations/Implications: Based on the categories of communication processes identified in the article, it would be desirable to conduct quantitative studies to determine the scale and frequency of the communication processes identified in the qualitative research. Social and Practical Implications: The content of the article informs managers and the institutions that train them of the need to change their approach to communication between managers and subordinates. It is essential to move away from viewing informal communication primarily as dysfunctional and to recognize its role and significance in the processes of conveying and interpreting formal messages. Originality/Value: The article highlights new trends in communication processes between superiors and subordinates, redefines the role of informal communication, and outlines a range of possible schemes for integrating informal and formal communication in superior-subordinate relationships.
Rocznik
Tom
Strony
505--517
Opis fizyczny
Bibliogr. 23 poz.
Twórcy
autor
- Kozminski University, Faculty of Human Resources
autor
- Kozminski University, Faculty of Human Resources
Bibliografia
- 1. Barnard, C. (1938). The functions of the executive. Harvard University Press.
- 2. Berger, C.R., Calabrese, R.J. (1975). Some explorations in initial interaction and beyond: Toward a developmental theory of interpersonal communication. Human Communication Research, 1(2), 99-112.
- 3. Chen, B., Krauskopf, J. (2013). Integrated or disconnected? Examining formal and informal networks in a merged nonprofit organization. Nonprofit Management and Leadership, 23(3), 325-345.
- 4. Fay, M.J. (2011). Informal communication of co- workers: A thematic analysis of messages. Qualitative Research in Organizations and Management, 6(3), 212-229.
- 5. Fayard, A.-L., Weeks, J. (2007). Photocopiers and Water-coolers: The Affordances of Informal Interaction. Organization Studies, 28(5), 605-634.
- 6. Fayol, H. (1916). Administration industrielle et générale. Bulletin de la Société de l'Industrie Minérale.
- 7. Fenn, M., Head, G. (1965). Upward communication: The subordinate's viewpoint. California Management Review, 7(4), 75-80.
- 8. Gragner, J.J. (1970). Internal communication: Worse than the generation gap? Journal of Industrial Management, 12(4), 6-7.
- 9. Hanlon, S.M. (2021). A dual lens approach to exploring informal communication's influence on learning in a political party. Journal of Documentation, 77(4), 965-989.
- 10. Holtzhausen, D. (2002). The effects of a divisionalised and decentralised organisational structure on a formal internal communication function in a South African organisation. Journal of Communication Management, 6(4), 323-339.
- 11. Koch, T., Denner, N. (2022). Informal communication in organisations: Work time wasted at the water-cooler or crucial exchange among co-workers? Corporate Communications, 27(3), 494-508.
- 12. Kozak, S. (2009). Pathologies in the work environment: Prevention and treatment. Difin.
- 13. Lai, C.J. (2016). The effect of individual market orientation on sales performance: An integrated framework for assessing the role of formal and informal communications. Journal of Marketing Theory and Practice, 24(3), 328-343.
- 14. Makowiec, M., Potocki, A. (2014). Dysfunctions in communication in business organizations in Southern Poland. Management, 18(1), 1-12.
- 15. Mayo, E. (1933). The human problems of an industrial civilization. Macmillan Company.
- 16. Mayo, E. (1945). The social problems of an industrial civilization. Harvard University Division of Research, Graduate School of Business Administration.
- 17. Park, J. (2022). Impact of informal communication on corporate creative performance. Journal of Applied Business Research, 38(1), 19-28.
- 18. Pophal, L. (2001/2002). 10 steps to better communication: Get results with a strategic plan that leaves quick fixes in the dust. Communication World, 19(1).
- 19. Prestia, A. (2020). Informal communication: Coexisting with the grapevine. Nurse Leader, 19(5), 489-492.
- 20. Špoljarić, A., Verčič, A.T. (2022). Internal communication satisfaction and employee engagement as determinants of the employer brand. Journal of Communication Management, 26(1), 130-148.
- 21. Taylor, F. (1911). Scientific management. Harper and Brothers.
- 22. Viererbl, B., Denner, N., Koch, T. (2022). You don't meet anybody walking from the living room to the kitchen: Informal communication during remote work. Journal of Communication Management, 26(3), 331-348.
- 23. Weber, M. (1920). Wirtschaft und Gesellschaft. Knut Borchardt, Edith Hanke und Wolfgang Schluchter.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-4122ca33-a615-4772-a8f1-f36b91cdc757
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