|
|
This is only a preview of the paper
Click here to register and get the full text.
Existing members click here to login
|
|
|
The Functional Approach of analyzing organizational communication focuses on the type of message sent and the communication process through which it travels. When analyzing the functional approach of communication within the Art Institute of Houston we must first to analyze the types of message functions sent within the organization. The first type of message function that the functional approach qualifies is the organizing function. Organizing functions help set rules and guidelines within the organization. At AiH, we are very strong at developing organizing messages. When developing rules, policies or guidelines we use a collaborative approach to ensure group support. We also frequently publish and distribute new manuals when organizing messages are created or modified. The second type of message function is Relationship functions. These messages help employees define their role and assess their worth to the organization. At AiH, we are committed to recognizing employees so they are clear on their role within the organization. As a rule, we typically have a turnover rate of roughly 13%. This low number can be attributed to clear performance expectations and evaluations from management. The third function of messages is the change function. This type of message is used to assist organizations in identifying areas that need to change specific behaviors. As an organization, we are very receptive to change. For example, over the last year we have changed our mission statement, vision statement and redesigned curriculum. All of this was in response to messages sent by our accrediting body. The one area we could improve on is taking more value into our own data that we collect. Many times, we are quick to react to outside change messages but slow when it comes internally. According to the Functional approach, a message can only be effective if it has networks upon which to travel. The functional approach has identified that both formal and informal networks exist in any organization. In AiH, we have both types of networks. Our formal network is clear and well established. We have five main departments with each department having a well-defined employee and management structure. At the top of the formal network are the Board of Trustees and the President who is responsible for the day-to-day operations of the school. This structure works well and messages move very smooth. Our informal structure exists but at times can cause problems. This is the network where most gossip is created. People tend to use these informal networks to trade information to help their status within the group. At times, these networks can deliver good information but without clear structure, the message can become distorted. Most communication distortion occurs due to communication overload from a variety of messages. When looking at AiH I do not feel this is the case. I believe much of the confusion in messages occurs because many individuals do not use the most effective means of communication. Many mangers still rely on traditional memos to communicate. Because we have so many faculty that are only here on certain days many times if a memo is time sensitive they can miss the deadline. We have a school-wide e-mail system that would be much more effective in communication. For example, when I first started I used traditional memos for communication however after many missed deadlines I gathered a list of all of my employee’s preferred e-mail addresses. Once I used this form of communication, I noticed a dramatic rise in response from my faculty.
Approximate Word count = 2281
Approximate Pages = 9.1
(250 words per page double spaced)
|
|
|
|
|
|