Changes in Workplace


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Changes in Workplace

  1. 1. Changes in the Workplace Office Grapevine Assimilation Process
  2. 2. Informal communication • Informal communication consists of information shared without any formally imposed obligations or restrictions • The grapevine refers to the pathways along which unofficial information travels • Rumors are messages that transmit information that is almost totally without any basis in fact and is unverifiable
  3. 3. Types of grapevine chain • Single Strand Chain – Flows like a chain – A tells something to B who tells it to C and so on – The longer the strand the more distortion and filtering effects – Most inaccuracies occur in this chain
  4. 4. • Gossip chain – One person tells to other people – Generally considered to be slow in passing the information • Probability chain – Information may more from anybody to anybody – This chain is found when the information is somewhat interesting but not significant. – Only some people in the organization will get to know the information
  5. 5. • Cluster chain – Individual communicates with only those individual he/she trust – Dominant grapevine pattern – A tells something to a few selected individuals and then some of these individuals inform a few other selected individuals
  6. 6. Grapevine Characteristics • • • • • Oral  mostly undocumented Open to change Fast (hours instead of days) Crossing organizational boundaries Inaccuracy: – levelling deletion of crucial details – sharpening exaggeration of the most dramatic details while the grapevine generally carries the truth it seldom carries the whole truth
  7. 7. Factors Influencing Grapevine • Importance of the subject for both listener and speaker • Ambiguousness of the facts • Employees rely on the grapevine when: – – – – – They feel threatened, Insecure, Under stress When there is pending change When communication from management is limited
  8. 8. Positive Aspects of the Grapevine • Social function – The grapevine creates a sense of unity among the employees who share and discuss their views with each other. Thus, grapevine helps in developing group cohesiveness. • Vehicle for creating a common organizational culture
  9. 9. • Reduction of anxiety • Release mechanism for stress – The grapevine serves as an emotional supportive value. • Identification of pending problems – The managers get to know the reactions of their subordinates on their policies. Thus, the feedback obtained is quick compared to formal channel of communication. • Early warning system for organizational change
  10. 10. Negative Aspects of the Grapevine • The grapevine carries partial information at times as it is more based on rumours. Thus, it does not clearly depicts the complete state of affairs. • The grapevine is not trustworthy always as it does not follows official path of communication and is spread more by gossips and unconfirmed report. • The productivity of employees may be hampered as they spend more time talking rather than working. • The grapevine may hamper the goodwill of the organization as it may carry false negative information about the high level people of the organization.
  11. 11. Preventing grapevine • Provide information through the formal system of communication on the issues important to the employees • Supply employees with a steady flow of clear, accurate and timely information • Present full facts • Keep formal communication lines open and the process as short as possible
  12. 12. Organizational Assimilation Theory • The Organizational Assimilation Theory attempts to explain how individuals new to an organization (newcomers) assimilate into the organization by using communication. Jablin describes three stages that occur as one enters an organization as Anticipatory Socialization, the Encounter Stage, and Metamorphosis. An individual's socialization into an organization determines his/her success within the organization.
  13. 13. Organizational Assimilation • The process by which an individual becomes integrated into the culture of an organization (Jablin, 2001) • How well the new member adapts to norms of behavior and adopts new attitudes valued by the organization
  14. 14. Assimilation as a Dual Process • Socialization – an individual learns about the requirements of the job or decides certain things that will help them fit in • Individualization – employees change some aspect of the organization to better suit their needs
  15. 15. • Can also be viewed as having phases –Anticipatory socialization –Encounter phase –Metamorphosis phase
  16. 16. Organizational Assimilation • Anticipatory Socialization – Newcomers form expectations regarding particular occupations and what it would be like to be a member of a particular organization – Two Forms • Vocational Anticipatory Socialization - gathered during childhood & adolescence • Organizational Anticipatory Socialization - gathered during interactions with potential employing organizations (RJPs) • Organizational Encounter (Entry Phase) – – – – Newcomer confronts the reality of his or her organizational role Not yet an “insider” (uncertainty vs. information seeking) Not socialized by the organization Not individualized role requirements - affect organizational situation • Metamorphosis – When new employees begin to change some of his behaviors and expectations in order to meet the standards of the new environment – Create an individual identity – A time of ethical dilemmas
  17. 17. • What must be learned to adapt –Role-related information –Information about organizational culture
  18. 18. Examples of Communication During Assimilation • The Employment Interview • Newcomer Information Seeking • Role Development Processes 18
  19. 19. • Employment interview – Recruitment and screening – Information-gathering
  20. 20. • Information-seeking tactics –Employees active info seekers, not just passive receivers
  21. 21.  How people interact to define their role in the organization
  22. 22. • Role-taking phase • Role-making phase • Role-routinization phase
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