Ideal Managerial Climate
Encyclopedia
Ideal managerial climate (IMC) is a concept within organizational communication
. Introduced by W. Charles Redding
in 1972, this theoretical concept serves as a comprehensive model for management, and organizations as a whole, that places emphasis on relationships, interactions, and leadership functions. IMC furthers discussion in organizational communication beyond formal relations and structures, and assesses those characteristics that can produce the most ideal environment in an organization, and/or its management. This model presents an ideal situation rather than an attainable one, and should be a used as a tool for comparison, self-assessment, and improvement for organizations.
. His quantitative studies examined communicative dynamics among the members of organizations across various structures. Prior to Redding’s contributions, research pertaining to organizational climate was limited specifically to the analysis of events or isolated messages rather than the larger dynamics of the organization. Based on his findings, Redding developed a prescriptive model for managers known as the ideal managerial climate, which connects leadership functions to the organizational communication climate. Redding claimed that any experience in an organizational setting is a message
, including both nonverbal and verbal communication
. Message and message-related practices are the basic premise by which organizational environments and climates are created. Climate can be defined as “the psychological environment in which organizational behavior occurs.” As this applies to organizational communication, “organizational climate” can be defined as the relationships and interactions that contribute to the formation of workplace environments among and across various organizational structures. Redding states that “the communication ‘climate’ of the organization is more crucial than are communication skills or techniques (taken by themselves) in creating an effective organization.” When evaluating organizational climate using IMC, the ideal productive environment of an organizational is related to the culture and values an organization possesses.
1. Trust: Trust, confidence, and credibility should be maintained in the relationships between members of the organization at all levels of the hierarchy.
2. Supportiveness: Personel should feel free to speak what is on their minds in an atmosphere of acceptance, regardless of their positioning as superior or subordinate.
3. Openness: The dynamics in an organizational setting should be clear and free of confusion. However, although there may be formal hierarchical structures, communication should be not limited by rigid boundaries.
4. Emphasis on high-performance goals
: All members of an organization should be committed to high-performance goals such as high productivity, high quality, low cost, and a concern for other members.
5. Participative decision-making
: Employees at all levels in the organization should be communicated to and consulted with in decision-making and goal-setting relevant to their positions.
Organizational communication
Organizational communication is a subfield of the larger discipline of communication studies. Organizational communication, as a field, is the consideration, analysis, and criticism of the role of communication in organizational contexts....
. Introduced by W. Charles Redding
W. Charles Redding
W. Charles Redding is credited as being the "father" of organizational communication. Redding played a significant role in both the creation and study in the field of Organizational Communications...
in 1972, this theoretical concept serves as a comprehensive model for management, and organizations as a whole, that places emphasis on relationships, interactions, and leadership functions. IMC furthers discussion in organizational communication beyond formal relations and structures, and assesses those characteristics that can produce the most ideal environment in an organization, and/or its management. This model presents an ideal situation rather than an attainable one, and should be a used as a tool for comparison, self-assessment, and improvement for organizations.
Theoretical perspective
W. Charles Redding, commonly credited as the father of organizational communication, conducted significant research that made substantial contributions to organizational and managerial communication. Redding was one of the first to investigate the climates of organizationsOrganisation climate
Organizational climate is the process of quantifying the “culture” of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior.Climate and culture are both important...
. His quantitative studies examined communicative dynamics among the members of organizations across various structures. Prior to Redding’s contributions, research pertaining to organizational climate was limited specifically to the analysis of events or isolated messages rather than the larger dynamics of the organization. Based on his findings, Redding developed a prescriptive model for managers known as the ideal managerial climate, which connects leadership functions to the organizational communication climate. Redding claimed that any experience in an organizational setting is a message
Message
A message in its most general meaning is an object of communication. It is a vessel which provides information. Yet, it can also be this information. Therefore, its meaning is dependent upon the context in which it is used; the term may apply to both the information and its form...
, including both nonverbal and verbal communication
Nonverbal communication
Nonverbal communication is usually understood as the process of communication through sending and receiving wordless messages. Messages can be communicated through gestures and touch , by body language or posture, by facial expression and eye contact...
. Message and message-related practices are the basic premise by which organizational environments and climates are created. Climate can be defined as “the psychological environment in which organizational behavior occurs.” As this applies to organizational communication, “organizational climate” can be defined as the relationships and interactions that contribute to the formation of workplace environments among and across various organizational structures. Redding states that “the communication ‘climate’ of the organization is more crucial than are communication skills or techniques (taken by themselves) in creating an effective organization.” When evaluating organizational climate using IMC, the ideal productive environment of an organizational is related to the culture and values an organization possesses.
Components of IMC
Based on Redding’s research and consultation experience, he found five dynamics to be key in the attempt to produce a stable, satisfying, and content atmosphere in the workplace. These characteristics were reflective on organizational productivity, preventing workplace conflicts, and positive influence and fluency in organizational structure.1. Trust: Trust, confidence, and credibility should be maintained in the relationships between members of the organization at all levels of the hierarchy.
2. Supportiveness: Personel should feel free to speak what is on their minds in an atmosphere of acceptance, regardless of their positioning as superior or subordinate.
3. Openness: The dynamics in an organizational setting should be clear and free of confusion. However, although there may be formal hierarchical structures, communication should be not limited by rigid boundaries.
4. Emphasis on high-performance goals
Goal setting
Goal setting involves establishing specific, measurable, achievable, realistic and time-targeted goals. Work on the theory of goal-setting suggests that it's an effective tool for making progress by ensuring that participants in a group with a common goal are clearly aware of what is expected from...
: All members of an organization should be committed to high-performance goals such as high productivity, high quality, low cost, and a concern for other members.
5. Participative decision-making
Participative decision making
Participative decision-making is the extent to which employers allow or encourage employees to share or participate in organizational decision-making . According to Cotton et al. , the format of PDM could be formal or informal...
: Employees at all levels in the organization should be communicated to and consulted with in decision-making and goal-setting relevant to their positions.