Communication can be defined as the process of transmitting information and common understanding from one person to another (Keyton, 2011). The word communication is derived from the Latin word, communis, which means common. The definition underscores the fact that unless a common understanding results from the
downward communication flows. Communication should travel in both directions through the formal school organization hierarchy. Unfortunately, communication from the bottom does not flow as freely as communication from the top. Some barriers to effective upward communication in a school are as follows (Cheney, 2011). 1.
concern: communication, leadership, decision making and problem solving, group norms and roles, and conflict resolution. Typical activities include gathering data about some organizational or group process, sharing this information with the group members involved, and planning actions designed to improve the process.
Mutual adjustment exists when work is coordinated through informal communication. Mutual adjustment or coordination is the major thrust of Likert’s (1987) “linking-pin” concept. The third basic dimension of an organization is the type of decentralization it employs. The three types of decentralization are the following:
authority, and communication with little shared decision making (high centralization). Each functional role requires precise definitions of rights and obligations and technical methods (high formalization). These schools emphasize status differences between
Definition and Characteristics The culture of an organization is all the beliefs, feelings, behaviors, and symbols that are characteristic of an organization. More specifically, organizational culture is defined as shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms, and values (Schein, 2011).
This definition is useful, for it specifies several important features of schools: (1) they consist, ultimately, of people; (2) they are goal-directed in nature; (3) they attain their goals through some form of coordinated effort; and (4) they interact with their external environment. The definition,
and communication. President Roosevelt effectively used both position and personality. Presidents Bush 41 and 43 and Obama’s leadership tends to coincide with the Truman-Johnson model. Figure 1 summarizes the relationship between power, influence, and leadership.
circle of communication. In contrast, out-group members are outside the leader’s inner circle, receive less attention and fewer rewards, and are managed by formal rules and policies. In this article, I discuss how the leader-member exchange theory works; research findings; managerial implications of the theory; and how to build
that vision through communication; and (c) motivating people to action through empowerment and through basic need fulfillment. The leadership process creates uncertainty and change in the organization.