Organizational Communication
Management of Organizational Behavior-Leading Human Resources
Organizational Communication: Leadership Communication -- to the organization
No communication or group interaction where information is transmitted, whether via one individual to another worker, between members of a work group, or even from a founding CEO to his or her larger organization, begins with an immediate sense of trust and rapport. Rather, just as at a social party, there is an icebreaking period, followed by a heated period of involvement and then an increasing level of comfortable association. Likewise, all acts of organizational communication to some degree exhibit a tenuous staring period, a formal or informal engagement of the tasks at hand, and then finally a gradual cooling-off process. One way to think of this process is as follows: (1) forming, (2) storming, (3) norming (4) performing.
Dr Bruce Tuckman published this Forming, Storming, Norming, and Performing model in 1965 (and added a fifth stage, adjourning, his 1970's revision of his theory). The Forming Storming Norming Performing theory "began as an elegant and helpful explanation of team development and behavior." (Business Balls, 2004) It has since become so popular that there is even 'tests' to self-administer to determine what stage the organization has achieved. (Clark, 1998)
Forming
During the forming process in the organization, there is a high level of dependence on an organizational leader for guidance and direction. For instance, within a work team, the team might constantly refer back to the project manager. During an organization's conception, the newly employed workers might continually seek assistance from the CEO. At this crucial formation state, as...
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