<p>Znakovi i poruke Signs and Messages</p><p>Znakovi i porukeasopis iz komunikologije</p><p>Znakovi i poruke: asopis iz komunikologije Signs and Messages: A Journal of Communication Broj II-1-2009 ISSN 1840-3239Znakovi i poruke je meunarodni asopis iz komunikologije. U njemu se iznose opisi, objanjenja, tumaenja i miljenja o raznolikim pitanjima ljudskog komuniciranja u savremenom drutvu. Zadatak asopisa je osvjetljavanje ljudskog komuniciranja iz razliitih teorijskih i disciplinarnih polazita, uz pomo razliitih metoda. asopis izlazi jednom godinje. Izdava Komunikoloki koled u Banjaluci Banja Luka College of Communications Vojvoanska 2, Banja Luka, RS, BiH 051-321-200, zip@kfbl.edu.ba, www.kfbl.edu.ba/ZiP/ZiP Direktor i glavni i odgovorni urednik Aleksandar Bogdani Savjet urednitva Savjet urednitva ine lanovi akademskog savjeta Koleda, odnosno istraivai i strunjaci iz komunikologije, lingvistike, knjievnosti, umjetnosti, politikologije, psihologije, filozofije i sociologije: eljko Bokovi, University of Connecticut; Ljubica Janjetovi, Komunikoloki koled u Banjaluci; Slavo Kuki, Sveuilite u Mostaru; Toma Longinovi, University of Wisconsin, Madison; Tatjana Marjanovi, Univerzitet u Banjoj Luci; Lisa Parks, University of California, Santa Barbara; Midhat Rianovi, Univerzitet u Sarajevu; Zoran Tomi, Sveuilite u Zagrebu; Miodrag ivanovi, Univerzitet u Banjoj Luci; i drugi. Anonimna recenzija Istraivake radove koji se predaju za objavljivanje u Znakovima i porukama pregledaju lanovi Savjeta urednitva, strunjaci za temu na koju je rad pisan, na temelju ijih prijedloga urednitvo odluuje o objavljivanju rada u asopisu. Recenzenti ne znaju identitet autora radova koje itaju. Autori mogu poslati za objavu samo neobjavljene radove, a predajom radova za publikaciju u asopisu Znakovi i poruke autori se obavezuju da iste radove ne alju za objavu u drugim asopisima. Autorska prava Sva prava na sadraj ovog asopisa ima izdava. Zabranjeno je kopiranje, snimanje, pretampavanje, objavljivanje i distribucija asopisa ili bilo kog njegovog dijela bez pismene dozvole izdavaa. U lancima se iznose stavovi i miljenja autora, a ne izdavaa ili ustanova u kojima su autori zaposleni. Copyright 2009 by Komunikoloki koled u Banjaluci/Banja Luka College of Communications.</p><p>SADRAJII 1 2009</p><p>Istraivaki radovi ORGANIZATIONAL LIFE, LEADERSHIP AND PERSUASION Gordana Iveti.......................................................................................................9 THE RELATION OF RELATIONSHIP MARKETING TO INTEGRATED MARKETING COMMUNICATIONS Danijela Mandi .................................................................................................19 NOVE UMJETNIKE FORME: ODNOS TEHNOLOGIJE I UMJETNOSTI Milan Mandi ......................................................................................................33 O IMPLIKACIJAMA ODBRAMBENOG KOMUNICIRANJA Aleksandar Bogdani.......................................................................................47 Ogledi i struni radovi AUTENTINOST INTERPERSONALNE KOMUNIKACIJE Gordana Iveti.....................................................................................................67 DANTE ALIGIJERI I KOMUNIKABILNOST ITALIJANSKOG JEZIKA Danilo Capasso ...................................................................................................71 PLAGIJARIZAM U OBLIKOVANJU JAVNIH MEDIJSKIH PORUKA Vojislav Milanovi .............................................................................................77 HYBRIDITY IN PROSPECTIVE NON-NATIVE SPEAKERS OF ENGLISH Emir Muhi...........................................................................................................85 Rasprave, osvrti i prikazi NEPRIMJEREN OPIS JEZIKA Snjeana Kordi..................................................................................................93 POZIV ZA PREDAJU RADOVA ....................................................................111</p><p>Istraivaki radovi</p><p>Istraivaki radovi</p><p>9</p><p>ORGANIZATIONAL LIFE, LEADERSHIP AND PERSUASION Gordana Iveti Minnesota State University</p><p>This study discusses persuasive strategies and tools, which are to be used by a leader during organizational change. Organizational change can be a very disruptive time in the life of an organization and one of the main tasks of a leader is to make the transition as smooth as possible. A leader must consider likely and known outcomes of organizational change and communicate those to the employees. Persuasion plays an important part in this process. In the study, ethos, logos and pathos will be covered as they pertain to leadership practices and organizational life during the times of change.</p><p>Persuasion and social influence make an important part of organizational life. There is virtually no aspect of an organization that in some way is not connected to those two. In this study, I will give an overview of persuasion and influence techniques and their uses in organization as they pertain to the leaders practices and credibility during organizational change. Since the notions of a leader and a manger/superior are often used interchangeably, there needs to be said a couple of words on the differences between the two, especially since persuasion techniques prescribed for a manager may not be suitable for a leader and vice versa. While humans brooded on the ideal traits of a leader and ways to improve his/her effectiveness since the ancient Greek time and Aristotle (Northhouse, 2007: 9), managers are a recent invention. Beginning of the 20th century saw the birth of scientific management fathered by Frederick Taylor who is considered the founder of the modern management theory and practice. In the book Images of Organization, Morgan (1986: 207) describes him as a man obsessed with control. Taylor wanted workers to act as machines measuring their movements to establish perfect way of performing a certain task. When accused that Taylorism was the enemy of the working man in front of U.S. House of Representatives, he claimed that he was a friend of workers. In his eyes, scientific management was a way to bring order and harmony to the workplace. Truly enough, managers are seen as agents of order and discipline in complex organizational settings. Their primary duty is to coordinate people, keep them on tasks, and make sure everything runs efficiently. Leaders, on</p><p>10</p><p>Znakovi i poruke</p><p>the other hand, are expected to provide general direction, to create a common vision and set goals, to inspire and energize subordinates getting them to work together in unison and finally, to empower them and bring out their potentials (Kotterman, 2006). It may well be, as Kotterman (2006) states, that leaders are often seen as charismatic figures to be admired, while we perceive managers as the organizations taskmasters with a whip in one hand and a bullhorn for screaming out orders in the other hand. Even though these two concepts overlap at times, the main goal here is to describe persuasion techniques as they relate to leadership and organizational change processes, and not to management. Gass and Seiter (2007: 33) define persuasion as the process that involves one or more persons who are engaged in the activity of creating, reinforcing, modifying, or extinguishing beliefs, attitudes, intentions, motivations, and/or behaviors within the constraints of a given communication context. Arguably, one can try to persuade oneself, however, the techniques explored here will deal with the persuasive processes involving two or more persons focusing on relationships between leaders on one side and employees on the other. Persuasion frequently implies the process of influence as a means for the desired ends and change in others; thus, its use becomes vital during the times of organizational change when leaders strive to reassemble their organizations and make them run as effectively as or even more effectively than before the change took place. Conger (1999) argues that today more than ever persuasion is a necessary leadership skill since largely cross-functional teams of peers run businesses with the Generation X coming into the corporate world and showing little tolerance for unquestioned authority. Additionally, electronic communication and globalization, knowledge based organizations where ideas and people flow freely require different type of leaders who can effectively use persuasion as a negotiating and learning tool. When it comes to persuasion, besides solid factual preparation, valid argumentation and reasoning, organizational theorists emphasize the importance of connecting emotionally to your audience and understanding their emotional needs (Cogner, 1999; Davis, 2005; Exel &amp; Fisher, 2005; Fox, Amichai-Hamburger &amp; Evans, 2001; Garvin &amp; Roberto, 2005; Jarnagin &amp; Slocum Jr., 2007; Pounsford, 2007; Williams, 1989). Leaders can appeal to employees emotions in multiple ways via inspirational or emotional appeals, images and music (Gass &amp; Seiter, 2007: 301, 330), humor (Romero &amp; Pescosolido, 2008), storytelling (Boyce, M. E. 1995; Pounsford, 2007) and vivid and metaphorical language (Sopory &amp; Dillard, 2002). This emotional base of persuasion is especially related to charismatic</p><p>Istraivaki radovi</p><p>11</p><p>leadership. Jaepil (2006) argues that charismatic leaders have three important components: envisioning, empathy, and empowerment. Envisioning is supposed to create excitement about the common goals in the organization; empathy should sensitize leaders toward their followers needs. Emphatic leaders understand and connect better with people. This ability helps them to achieve a sense of unity across the collective. Lastly, successful leaders should bring out the best out of their followers; leaders should utilize their potentials and capacities in order to strengthen the organization as a whole (Jeapil, 2006). During the time of organizational change, when employees tend to feel insecure, empathy, envisioning and empowerment should become leaders primary tools in creating and establishing a sense of hope, security and guidance. Bird (2006), a chief communications officer at NCR Corporation, describes a case of CEO change in her company and the way they dealt with it. A communications team worked on developing the new CEOs vision and conveying it to everybody affected by the change starting from the workers to wider community and media. Unless, the forthcoming change will not change the company in any major way, Bird (2006) suggests that leaders should reassure employees that a new leader will maintain the core values of the company and oversee that its development goes in the same direction. She underscores the importance of continuous communication between leaders and employees through variety of channels. The communications team made sure that the employees and management at NCR Corp. are familiar with the new CEOs general plan and every new step of its realization. This way they provided employees a sense of direction and security, showed them that they care and understand their needs. Persuasion targeting employees emotions can prove invaluable for the creation of receptive environment, acceptance, commitment and even excitement about the change. A communication group (Van Exel &amp; Fisher, 2005) working on the launch of Uniteds new low-fare airline, Ted, managed to do just that. Similarly like in the previously discussed case, they made sure that the key messages about the new product are reinforced and repeated so that employees are aware of all the aspects of change. Van Exel and Fisher (2005) also created a series of small service launch celebrations at the airports to which Ted flies. A band playing music in the gate area was set together with an interactive booth where customers and employees could learn more about Ted and as Van Excel and Fisher (2005) report those gate celebrations provided a festive environment for customers and employees alike which generated excitement about the new brand. Fox, Amichai-Hamburger, and Evans (2001) propose five main domains that need to be taken into consideration during the process of orga-</p><p>12</p><p>Znakovi i poruke</p><p>nizational change: the key messages in relation to the change, the way those messages are presented, the characteristics of the change leaders, the interaction between leaders and their audience, and the setting in which this interaction takes place. Again, it is suggested that leaders incorporate both emotional and rational elements into their key messages about the organizational changes. Understanding employees emotions during tumultuous times such as organizational change is of primary importance for leaders. The attempts to change something are often unsuccessful because leaders couldnt induce others to support the change and to emotionally commit themselves to its successful realization (Fox, Amichai-Hamburger, and Evans, 2001). Therefore, leaders should try to understand employees emotions, and use them to connect to them. Further, Fox, Amichai-Hamburger, and Evans (2001) recommend leaders to utilize various channels of conveying messages, and to employ humor, metaphors, and imagery while doing so. As for the communication setting, in the same fashion as Van Exel and Fisher (2005) created little celebrations to start off a new product, Fox, Amichai-Hamburger, and Evans (2001) suggest organizing company ceremonies as a good way to create excitement and pleasant associations with the forthcoming change. Also, work groups should be employed as a catalyst of change. A leader should identify the most influential member of each work group and win them over to be their partners in the change process. Subsequently, he or she should teach that member on how to transfer the message to the rest of the group (Fox, Amichai-Hamburger, and Evans, 2001). Change often brings disruption of routines, forcing people to leave their old habits and that could be yet another obstacle preventing smooth organizational transition. In a study done by Sagie, Elizur and Greenbaum (1985) it was found that workers who had longer experience performing a certain procedure had greater resistance toward its change. Clearly, the habit formation was stronger in their case due to the longer time spent on the task. To overcome the resistance researchers used two persuasive strategies: one that emphasized workers self-interest and the other one that pointed out organizational advantages after the induction of change. As expected, the former one worked much better. The conclusion from this study is that leaders should think of employees interest as well as companys interest and explain them how the change will benefit them. Establishing new habits of organizational behavior may be very important in the beginning of organizational change. One must also not forget to periodically reinforce new behavior by providing support and coaching to employees (Garvin &amp; Roberto, 2005). All this said, rational persuasio...</p>

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