ࡱ> 5@ bjbj228XXwU%~~~~~~~v v v 8 T,cn:L"wbybybybybybyb$dRHgfb~$$$b~~BcL"L"L"$~~wbL"$wbL"L"`"NX~~^. ĕͪv [0cbXc0c[gPg`^~~~~g~^a L"mbbv !^v Communicological Model of the Croatian Public Market Managers Ljubica Baki-Tomi, Ph.D., Vesna Markovac, and Marko Greguri University of Zagreb, Teacher Education Academy, Savska cesta 77, Zagreb HR-10000  HYPERLINK "mailto:lj.bakic-tomic@uazg.hr" lj.bakic-tomic@uazg.hr; vmarko@net.hr;  HYPERLINK "mailto:marko.greguric@uazg.hr" marko.greguric@uazg.hr Abstract The aim of this paper is to find an answer to the following question: How does the public market management in the Republic of Croatia communicate, taking into consideration all four levels of communication: interpersonal, managerial, organisational and public? The scientific starting point and the point of reference of this paper lay in the multidisciplinary holistic paradigm, which represents a new point of view, a new aspect of scientific research, an integral and systematic outlook on problems and manifestations that we research. At the same time we take into consideration components of dynamism, changeability and development, which are all present when we focus on the process. U. Eco, one of the classics in communicology: It is useless to believe in the stability of the structures and the objectivity of the sign groups by which we communicate, if at the moment, when we define those signs, we happen to be in the middle of one of the processes. To determine the communicological model of a single open process implies a perspective of the entirety, which, in a sphere perceived sub specie communicationis, also involves those elements that are entwined with communication, but cannot be reduced to it, although they determine its modality. (Eco, 1973, p. 439). Foreign experience cannot be wholly applied since communication involves personality as the outcome of upbringing, education, tradition and culture of a certain society. For the organisational communication these factors are essential: the elements of social relationships, the development of the society and its ethical and moral principles, attitudes, even the material well-being. All these can have a significant influence on the quality of the public market managerial communication and leadership. In the year 2000 a survey was carried out under the title Interdependence of education and the quality of public management (a correlating survey with a transversal approach to data gathering, which was carried out on a sample of 311 respondents managers on the middle level of public market management). For this paper only the questions on the communicological aspect of public market management were taken out from the cited survey and questionnaires. The overall picture of the communicological model of the managers is black and white. About 50% of the traditional managers, whose communication has a tendency to closing, isolation, orientation towards tasks and results, and who by bad communicational habits and ignorance cause misunderstandings, conflicts and worse work results, which frustrates them. The other half of managers shows a tendency to opening up, co-operation, co-orientation and dialogue, because they understand the vital importance of communication and interconnection of the whole society. Good communication supports and strengthens managerial processes, while bad communication limits them. Keywords: communicological model, Croatian public market managers 1. Introduction One of the integral systems of observing the natural world is a communicational system, in which communicology is scientifically concerned with communicational processes. Communicology is developing on the horizon of future and future belongs to communicology a quote of the Croatian communicological society, printed on the cover of the book by F. Vreg, Human Communicology. The existing social organisational pattern emphasises the competitiveness, expansion and domination, which inevitably lead man to Cartesian nervousness. At the same time, this is the basis of the so-called marketing approach or the economical approach to society. Nature functions in a completely different way. Natures organisational pattern is based on mutual dependence, cyclic flow of information, co-operation and partnership. The modern concept of a functional society is holistic and is based on principles of flexibility and difference which enables the systems to survive the disturbances and to adapt to changeable conditions. The way that leads to those higher levels is the change of viewpoint, when observation and research go from the global to the individual, which, eventually, means global again. How to unite the global and individual approach? Moving in a macro or micro direction to the furthest limits inevitably leads to the same point or, according to one of the basic axioms of comunicology, In minima maxima, which means that every minimum contains maximum and vice versa. This is also true for communication. 2. Communicological concept in Croatian public market organisation Numerous research papers state that bad planning and functioning of the communication system causes organisational problems. Although the formal communication system is correct it often happens that problems arise in communication. These problems are not caused by bad organising methods but are a reflection of some other problems in the organisation (dissatisfaction, lack of motivation) Communication is the mirror that reflects the functioning in an organisation. /Baki-Tomi, 2003, p. 57/. Since communication reflects all organisational consequences, we wonder if we can make communication better in some way, regardless of other organisational aspects and/or if other problems and difficulties, concerning bad functioning of the organisation, could be solved through communication. Public market organisation, being a kind of organisation, is in a constant process of moving, it is dynamic, open, functions in a chaotic surroundings, but is also inclined towards order and balance (homeostasis). We are aware that communication holds a noticeable place within a context of an organisation. This is why we come across a great deal of papers and theories that deal with human communication within an organisation. The organisational concept is the same as the communication concept. Berelson and Steiner point out four characteristics of a public market organisation, according to which it differs from other social groups. The first characteristic is formality. A typical organisation has a number of goals, ways of management, procedures, rules and regulations that define it. The second characteristic of an organisation is hierarchy, typically shown as a pyramid. The third, organisations have a tendency to multitudiousness. The fourth, organisations usually last much longer than one lifetime. /According to: Kreps, 1993/. The Code of Public Market Ethics has been recently published in Croatia and it is also one of the ways to introduce management into public market. Public market manager is one kind of a modern communicator. One of the most important characteristics of public market management is rationality, since management is considered the most rational way of dealing with regulation processes in all kinds of organisations. Also prominent is a processing characteristic of management, since management is a regulatory process. A process oriented to quantifying goals, as well as to achieving of the same goals through other peoples work, oriented to efficient and successful organisation, co-ordination, connecting and communication. /Jurina, 1994/. In carrying out their managerial duties and tasks managers have various roles such as: the strategist, the organiser, the controller, the communicator, the personnel manager and the manager innovator. All activities take place in multi-cultural surroundings. /Sria, 1995/. This is a more complex approach that better mirrors communicological demands in a modern manager. According to V. Sria those are: treating the information as an essential resource, the knowledge of verbal and non-verbal communication, accepting the influence the media, culture and tradition have on business communication, managers that are IT educated, and who are acquainted with IT system in an organisation and who are aware of the IT influence on strategy. Also, informatisation of the office and work process, building of the expert systems etc. /Sria, 1995/. 3. Methods, sample and survey goals In the year 2003 a survey was carried out under the title Interdependence of education and the quality of public market administration (a correlating survey with a transversal approach to data gathering, which was carried out on a sample of 311 respondents Croatian public market managers on the middle level of administration). Also, two questionnaires were made. For this paper only the questions on the communicological aspect of public market management were taken out from the cited survey and questionnaires. The research that was conducted by asking public market managers about managerial and communicological aspects of their jobs used a standard questionnaire that was a combination of Likert and Thurston scales, and it contained questions on interpersonal communication (70 statements) and managerial communication (7 questions). The survey was not anonymous since it used a stratified sample in which respondents-public market managers were defined by the job they held. The goal of this survey was to make a complete analysis of the communication of the public market managers in the Republic of Croatia since up to date there have been no such surveys. The goal was to find the answer to the question How do the public markets managers in Croatia communicate, taking into account all four levels of communication: interpersonal and managerial? The goal of this survey is to depict the existing situation to find out the irregularities in the functioning of communication system of public market management. Survey results should help in further processes of reorganising the public market management while the quality of communication, professionalism and motivation play the decisive role. 4. Results and discussion 4.1. Interpersonal communication Public market managers hold communication skills to be extremely important. Only 6% of public market managers hold communication skills to be just necessary. Public market managers see themselves as very successful in communication 60.54% and 27.33% who see themselves as successful. The majority of administrators, 69.78%, believe they could not learn to communicate better and 21.53% are not sure if that is possible at all. What is revealed public market management here is one of the basic misconceptions that one learns to communicate in childhood and the skill cannot improve later on. Such negative attitude towards changes and learning of communication skills makes it much harder to acquire new skills or to develop and fine-tune the existing ones. As the managers themselves estimated, forming and sending messages is of medium success, 61.19%. The most common mistakes (the lowest level of results) in forming and sending messages were the following: their messages contain generalisations like: always, never, as a rule, everybody, nobody etc.; they are sure their messages are so well formed that the listener should interpret them correctly; sometimes the listeners do not understand because sending of the message is too fast or to quiet, which makes the message unintelligible; listeners also tend to misunderstand and misinterpret their intentions. Receiving and understanding messages is on average 65.64%, which is a lower percentage than that of message formation and sending. When the answers on receiving and understanding messages were analysed a following conclusion could be drawn: attention is directed more to verbal than to non-verbal communication, which represents a greater part of the communication process. A typical mistake during communication is that the sender believes that he is capable to form and send a message perfectly, so that a receiver must understand it correctly. But the sender does not know that the listener also influences the understanding of the message as well, by his personality, experience and motivation. Once the message is sent the sender feels there is no need to check it further. This means that a series of misunderstandings occur, that the activities resulting from such wrongly received messages are questionable and that the chain of command is at fault. The messages are wrongly sent because of the generalisations like: always, never, everybody, nobody etc., which really means expressing evaluation in the sent messages. Public market managers good interaction during conversation and the use of various methods, techniques and tactics had an average of 38.24%. The analysis of interaction during conversation shows the following: there is no good two-way communication. The direction is always in one direction like a monologue. It became obvious that one of the greatest problems during conversation is a hand, which are people do not know what to do with them during a conversation. This is a sign of a closed conversation, a conversation full of tension, uncertainty and unpredictability. Techniques of confusion are used to check the truthfulness of the other speakers claims. Disturbances that arise in communication due to bad communicational habits, attitudes and prejudices occur in 63.64% of public market managers. This means that the communication process of public administrators is burdened with negative attitudes and prejudices, which hinders communication, its efficacy and purposefulness. The consequences of such communication are not noticeable or predictable. Bad communicational habits, attitudes and prejudices which constitute communicational disturbances and hinder good communication are the following: public market managers think that they cannot be on good terms with someone they disagree with on important issues; they think that the person with a higher rank, who wants to succeed in his job, should criticise rather than praise lower ranks; they think that, in an argument, it is desirable to point out the other persons mistakes; that they should not believe everything the other person says; when resolving a conflict it is desirable not to yield after minimal conditions have been laid down. 4.2. Managerial communication About 33.25% of administrators think that communication takes more than half of their workday. If answer distribution is analysed, it can be concluded that: 1/3 of public market managers spend less than half of their workday communicating, 1/3 of them spend almost two thirds of their workday communicating and 1/3 spend their whole workday communicating. Public market managers co-operation at work shows in formal communication, for instance, in the dynamism of scheduling business meetings. The frequency of meetings depends on the level of command the higher the level, the more often meetings are scheduled; public market managers on the lower level of command do not schedule meetings so often. On the highest levels of command, i.e. those who schedule meetings very often there are 44.67% of managers and 35.88% who do it often. On the second level of command, i.e. those who sometimes schedule meetings with all high ranking administrators, there are 35.37% of public market managers and 31.87% do it very often. On the third level, a surprising 47.57% of public market managers rarely schedule meetings for all administrators. Here we see in all groups a statistically significant difference in the frequency of scheduling meetings (2 =286.45; p<0.001). The majority of managers communicate with their superiors through conversation, giving suggestions and explanations 49.21%, or they first talk and then write down the decisions 43.39%. It is not common to communicate with the superiors in writing. More than 50% of public market managers answers show that they prefer to talk and confer with their subordinates, fewer of them, 30%, prefer to give out orders and only 20% of public market managers like to issue commands. When we look at whether it is written or spoken communication that is used with the subordinates, it is clear that the spoken communication prevails in ratio 3:1, which means that only of managers prefer communication in writing. Exactly one half of public market managers co-operate with other public market management, public administrations and organisations because it is a way of helping each other. In the second place is the co-operation because it is advantageous or necessary. Fortunately, there are very few, only 8.30% of managers who do not like to co-operate with other organisations or public administrations. Public market managers opinions differ on the question: who is responsible for communication with the public, they or a specially appointed team member a spokesperson. 48.56% think that it is a spokespersons duty, but roughly the same number (35.46%) thinks that it is the duty of every administrator. According to public market managers the organisation and the quality of the relationship with the public is more than just good. That is the opinion of 63.22% of public market managers. 5. Conclusion The current situation of public market managers communication as they see it is as follows: - Skills and habits necessary for good and successful communication are not at a satisfactory level nor do they show a tendency towards improvement. The reason for that is the public market managers opinion (3/4) that it is impossible for adults to acquire new skills and that the situation cannot be changed. - Public market managers are best at forming and sending messages (2/3) and are somewhat less successful in receiving and understanding messages (2/3). - Only 1/3 of public market managers achieve successful interaction during a conversation by using methods, techniques and tactics of good communication, while 2/3 have troubles in communication, caused by bad communicational habits, attitudes and prejudices. - The lower the level of the subordinates, the less often do managers call them for meetings. There is a statistically significant difference in the frequency of calling meetings on all levels i.e. groups that managers call for a meeting (deputies, administrators, all employees). (2 =286.45; p<0.001) - In a hierarchical communication public market managers communicate mainly verbally, while communication in writing is less common. 50 % of public market managers have a conversation and confer with their subordinates while the rest issue commands (20%) or orders (30%). - Only 40% of managers hold that communicating with the public is one of their duties, while the rest place all responsibility on spokespersons. - 60% of public market managers rate the organisation and the quality of the relationship with the public as good. It is obvious that managers are grateful to spokespersons, because the latter relieved them of the burden of communicating with the public and the media. The high appraisal of the organisation and quality of the relationship with the public is not realistic.. After the communicological analysis of the communicational system of public market managers, on the four levels of communication (interpersonal, managerial, organisational and public), the overall picture we get is painted black and white. There are approximately 50% of traditional public market administrators whose communication tends to be closed, isolated, task oriented and inclined to commands and results. By their bad communicational habits and ignorance they cause misunderstandings, conflicts and worse work results, which frustrate them. The other half of public market managers shows a tendency to openness, co-operation and dialogue, because they understand the vital importance of communication and interconnectedness of the society on the whole. 6. 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(1996): Cultural Studies & The Study of Popular Cultures, Edinburg: Edinburg University Press     PAGE  PAGE 6 vvvvvFwXwZwwwwNxPxRxxxxy0y*B*CJaJph#j h!hGQCJUaJjh!hGQCJUaJh!CJaJh!h4OCJaJh!hGQCJaJh!hgJCJaJ/$a$gd+6&P1h:p:k/ =!"#$% DyK lj.bakic-tomic@uazg.hryK <mailto:lj.bakic-tomic@uazg.hrDyK marko.greguric@uazg.hryK <mailto:marko.greguric@uazg.hrMDyK 6http://www.aber.ac.uk/media/Modules/TF33120/news.htmlyK lhttp://www.aber.ac.uk/media/Modules/TF33120/news.htmlDyK www.swt.edu/~meo4talt-1.htmyK Fhttp://www.swt.edu/~meo4talt-1.htm@@@ NormalCJ_HaJmH sH tH @@@ gNaslov 4$$@&a$5aJH@H gNaslov 5$$@&a$56>*]aJ8@8 zxNaslov 7 <@&T @T -bNaslov 9 <@&CJOJQJ^JaJmH sH >A@> Zadani font odlomkaViV Obi na tablica4 l4a .k. 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