Definitional Organizational Com

Organizational communication is "a program that focuses on general communication processes and dynamics within organizations. Includes instruction in the development and maintenance of interpersonal group relations within organizations; decision-making and conflict management; the use of symbols to create and maintain organizational images, missions, and values; power and politics within organizations; human interaction with computer technology; and how communications socializes and supports employees and team members."  (source: U. S. Department of Education, http://nces.ed.gov/pubs2002/cip2000/ciplist.asp?CIP2=09) Evidently, the success of an organization corresponds with the business's organizational communication; 85-90% of a companies achievement relies on the leader's organizational communication (Tubbs 472). There are four different types of culture and leadership style for managers or leaders of the organization: Tough-Guy-Macho Culture, Work-Hard-Play-Hard Culture, Bet-Your-Company Culture, and Process Culture.

The Tough-Guy-Macho Culture mostly occurs is organizations that are demanding and risk one's life. Police departments and surgeons are common organizations which obtain the Tough-Guy-Macho Culture because the people within the organizations must be authoritative. 

Next, the Work-Hard-Play-Hard Culture represents companies who encourage their workers to work hard to be excited for the companies success because their own success with align. This type of organization focuses "on sales and meeting customers' needs...Sales type organizations also celebrate a lot to keep up their energy and motivation." (Tubbs 470). McDonalds and Mary Kay Cosmetics are good examples of Work-Hard-Play-Hard Culture.

Also, the Bet-Your-Company Culture requires its individuals to endure high risk, but slow feedback (Tubbs 470). Big oil companies and NASA are prime examples of the Bet-Your-Company Culture.

Lastly, the Process Culture maintains very low risks and feedback. Often times employees will rarely witness results (Tubbs 470). The Process Culture is maintained in systems with check-and-balances, such as the government, so nothing bad slips through.