Organizattional Commitment and Communication free essay sample

This paper will focus on the American Red Cross as it relates to organizational commitment and communication. Leadership styles will affect communication in this organization. There are many different sources of power that affects group and organizational communication within the American Red Cross. Many motivational theories can be useful and definitely helpful within the culture of this organization. Communication is one of the key components of these theories. There is a high level of commitment that is necessary in the workforce of the organization, as well as dependence of communication in the organization. All these factors play a key role in the overall influence of group and organizational communication. Organizational Commitment and Communication at American Red Cross According to www. redcross. org, the American Red Cross responds to nearly 70,000 disasters a year. This organization definitely shows a level of organizational commitment. Employees are excited in knowing that the services that the organization delivers are assisting and making lives better each day. The American Red Cross is dedicated in bringing together a distinct group of employees as well as volunteers that reflect the society that is helped, and those who offer their loving support. Organizational commitment and communication in the American Red Cross are determined by many key factors such as: leadership styles, sources of power, organizational culture, motivational theories, and commitment of the workforce. Leadership Styles Leadership involves the process of determining others behavior in order to accomplish a specific goal. Leadership styles may differ based on organizational structure, people, environment, and responsibility (Regan Ghobadian, 2004). The leadership styles that the organization uses tend to be based on the attitudes of the individual about workers, competence, and how to get the task done. There are three main styles of leadership: authoritarian, democratic, and laissez-faire leadership. First, authoritarian leadership involves orders being given to workers informing them of how a job is to be done. Communication is a one way process from leaders to workers. Workers are not involved in decision-making. There seems to be a high level of productivity as long as the leader is present, but fails when the leader is not around (Kuhn Poole, 2006). Second, democratic leadership occurs when the leader discusses things over with the group before any decisions are made. Team input is encouraged. Plans are shared and multiple options are made. In this type of leadership, communication is a two-way process. The productivity is high and does not drop when the leader is absent (Kuhn Poole, 2006). Third, laissez-faire leadership occurs when leaders do not do much in the group. Leaders assist by request. There tends to be a lack of support by the leader toward the group members. A very poor level of communication takes place in this type of leadership. An extremely low level of productivity is present out of all leadership styles (Kuhn Poole, 2006). Power and Sources of Power Power is the qualities that an individual may use to get others to do what must be done or what an individual wants. One reality of power in American Red Cross is that individuals have a need for it. The disputes of power are based on degree and intention; whether an individual has a high or low need of power, and whether the need is more personal or organizational (Alanazi Rodrigues, 2003). The overall reality of power should be wisely accepted because of the importance it plays in enabling an individual to contribute effectively to the organization. The five bases of power are: coercive, legitimate, reward, referent, and expert. First, coercive power lies in the tendency of a manager to force an employee to agree with a request by threat of punishment. This leads to a lack of commitment and general employee withdrawal. Therefore, there is a decrease in the productivity and creativity of the organization (French Raven, 2000). Second, legitimate power lies in confidence among employees that managers have the power to give orders due to his or her position. For example, at the scene of a crime, people tend to agree with orders of police based on confidence of the rights that police have to give orders. At American Red Cross, employees may agree based on legitimate power; however, they may not show a sense of commitment and cooperation. Third, reward power lies on the manager giving an incentive to employees. These incentives can range from money to improved work schedules. One problem associated with incentives for power is the chance that incentives will distract employee’s attention away from their jobs and concentrate their attention on the incentives held before them (Alanazi Rodrigues, 2003). Fourth, referent power lies on employees respect for a manager and their desire to connect with him or her. The manager tends to lead by example. This type of power depends strongly on trust. One common mistake in using this power in cross cultural situations; however, is misunderstanding the way in which employees identify their superiors. Fifth, expert power lies on the belief that employees have a great amount of knowledge and skills. For example, an equipment repair person comes into CEO office to fix a piece of machinery. No doubt exists that the CEO outranks the repair person; however, the CEO is likely to listen to the orders of the repair person in order to get the machine working. Expertise often decreases in this type of power. The manager’s power is less effective over a period of time, and the organization’s effectiveness decreases. Therefore, the solution is that the manager’s power becomes less or that the manager purposefully decides not to distribute his or her knowledge of skills to other employees (French Raven, 2000). Affects of Power on Group and Organizational Communication Individuals within the American Red Cross with a chain of command desire to communicate their wants and expectations with their supervisors to show that no matter what the superior’s controlling basis of power, face-to face interaction is the desired method of communication. Ineffective communication can lead to misunderstanding, incorrect strategies, and frustration (Mohr Nevin, 1990). Organizational Culture and Motivational Theories Culture helps individuals have meaningful relationships because of the customs, roles, rituals, and laws that are created and shared. Motivation is the strength behind an individual’s decision to adhere to or not adhere to certain acts or behaviors. When employees are happy with their work environment, the improvement of an assignment, and the participation of rewards, they will have a joyful behavior. This will cause employees to be more sensitive to communication with managers, co-workers, clients, and customers. In the expectancy theory, behaviors are produced by the expectance of rewards and the understood values of the results. The five principles of this theory are: 1. people have reason for what they do, 2. whatever people choose to do, they do it to gain something they believe is good for them, 3. whatever goal people choose must be seen as attainable, 4. the conditions under which the job is done can affect its value to employees or their expectation of success, and 5. manager can increase the value of the goal, employee’s expectations of reaching it, and enhance the situation surrounding the performance (Frey Osterloh, 2000). The second theory deals with the relationship between management and leadership. In order for managers to relate well with their employees, they must be aware of their individual styles of leadership. One way managers can do this is with the managerial grid. The grid shows the relationship of a managers concern for production contrary to his or her concern for people. The concern for production focuses on the quantity and the quality of work spent on the services or product that the organization is producing. Concern for people focuses on creating positive interactions with people, increasing self-esteem of employees and making a kind and accepting environment. The third theory is employee empowerment. This gives employees better decision-making control over their work assignments. In order to accomplish empowerment, managers must look at the differences between job content and job context. Job content refers to work necessary in carrying out the job. Job context deals with reasons for doing the job and ways the job applies to the mission and goals of the organization. The final theory is the principles of supportive relationships. This theory focus on the factors that explain positive interactions and the maintenance of an individuals self worth (Frey Osterloh, 2000). Communication plays an important role in motivational theories. Communication must be a two-way process, so an enabling environment can give an individual what he or she needs. If a manager is able to communicate their ideas effectively, so that employees know what is asked of them, performing their jobs will not be a problem. The atmosphere of the organization must be encouraging so employees realize how important communication is to each staff member personally, and to the organization in general. Cozzens Monger, 1992). Commitment of Workforce The commitment of the workforce to the American Red Cross is to help save lives. When disaster strikes, a response for food, shelter, and hope is needed. When barriers of distance, language, and warfare separates loved ones, the lines of communication must be open. When families, co-workers and communit ies have to prepare for emergencies assistance in action is necessary. Some communication tools that are used in American Red Cross are: television, newspaper, radio, bulletin boards, organizational newsletters and interpersonal communication. The workforce helps to deliver messages effectively and consistently in both crisis and non-crisis situations in ways that serve the American Red Cross’s mission, vision, goals and reputation. Members will create an increase in awareness, acknowledgement and understanding of the organization. Therefore, this will allow members to serve as mediators between the organization and the public to provide and increase level of understanding and communication within the organization. Conclusion Once the organization understands how leadership styles, sources of power, motivational theories, and the commitment of the workforce affects group and organizational communication, efficiency can be accomplished. Therefore, the awareness of the American Red Cross organizational commitment and communication is necessary for growth.