• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Division Three Summary - Group and Public Communication
 

Division Three Summary - Group and Public Communication

on

  • 3,369 views

Group and Public Communication

Group and Public Communication

Statistics

Views

Total Views
3,369
Views on SlideShare
3,359
Embed Views
10

Actions

Likes
0
Downloads
30
Comments
0

2 Embeds 10

http://www.slideshare.net 9
http://www.blendedschools.blackboard.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Division Three Summary - Group and Public Communication Division Three Summary - Group and Public Communication Presentation Transcript

    • GROUP AND ORGANIZATION COMMUNICATION GRIFFIN : DIVISION THREE
    • THREE SUB-DIVISIONS OF GRIFFIN DIVISION THREE
      • GROUP DECISION MAKING
      • ORGANIZATIONAL COMMUNICATION
      • PUBLIC RHETORIC (not included in this summary) is connected to
      • (1) interpersonal persuasion
      • (2) mass media
    • GROUP DECISION MAKING
    • BALES’ INTERACTION PROCESS
      • How do groups work effectively? Each group member enhances or detracts from group synergy through:
        • (1) comments that reflect group task (TASK-ORIENTED ; PISTON)
        • gives: (1) suggestion, (2) opinion, (3) information
        • asks for: (1) suggestion, (2) opinion, (3) information
        • (2) comments that reflect relationships (+/-) ( SOCIAL- EMOTIONAL; LUBRICANT )
        • is: (4) friendly, (5) reduces tension, (6) agrees
        • is: (4) unfriendly, (5) creates tension, (6) disagrees
        • Good groups maintain balance between the six pairs. 2:1 ratio of positive to negative is optimal: i.e. an element of conflict is healthy, even necessary
    • Phase Models
        • These attempt to identify universal patterns of communication for group decision-making e.g.
        • Orientation : addresses need for info, focus
        • Conflict : disagreements about right approach
        • Coalescence : negotiation and saving face
        • Development : concentration, focus
        • Integration : tension-free solidarity, cohesion
    • Effective Decision Making Involves: (Hirokawa and Gouran) 1.
      • 1 : Analysis of the problem
      • - realistic analysis of current situation, including assessment of current threats and of the nature, extent and probable cause of problems
      • 2 : Goal setting - the group needs:
      • clarity as to purpose
      • criteria for judging proposed solutions
    • Hirokawa and Gouran (ctd)
      • 3 : Identification of alternatives
      • - as many as possible, to increase
      • chance identifying acceptable solutions
      • 4 : Evaluation of positive and negative features of each alternative
          • Some group tasks have a positive bias – positive attributes emphasized; others have a negative bias
          • Communication can be promotive, disruptive or counteractive
    • ADAPTIVE STRUCTURATION THEORY (Poole)
      • Rejects a single sequence of group effectiveness in decision-making. Identifies 5 principles or components at work:
      • Structuration : people enter into situations not of their own making, yet can transform it
      • Rules : ideas people have about how something should be done
      • Resources : materials, possessions, attributes (incl. expertise, relationships) people bring; in short-supply, unequally distributed
      • Production : people ADAPT rules and resources in interaction
      • Reproduction : action reinforces existing system.
    • ADAPTIVE STRUCTURATION (2)
      • People consciously adapt rules and resources to accomplish goals THROUGH COMMUNICATION
      • Interaction raises concerns of morality, communication and power
      • Rules and resources restrain/empower
      • Appropriation: rules/resources borrowed from parent culture (e.g. one person, one vote; balloting; anonymous idea generation)
    • ORGANIZATIONAL THEORY
    • MECHANISTIC WAY OF THINKING ABOUT ORGANIZATIONS
      • Scalar chain
      • Division of work
      • Authority and responsibility
      • Discipline
      • Subordination of individual interest to general interest
    • Mechanistic Approach (2)
      • Emphasizes productivity, precision, and efficiency
      • Workers as cogs
      • Tasks are repetitive
      • Parts are interchangeable
    • Living Systems Approaches
      • Emphasize:
        • Innovation
        • Adaptation
        • Free-flowing communication
        • Information
    • INFORMATION SYSTEMS APPROACH (Weick)
      • Requisite variety : the degree of complexity and diversity within the organization needs to match the level of ambiguity of the data it processes
      • Interconnectedness, as measured by “ double interact ” loops.
      • Double interact is basic unit of inter-connectedness, a communication cycle of act-response-adjustment
      • “ Loose coupling ” of interacts within an organization enhances flexibility, adaptability
      • Organizations open to environment adapt more effectively: they continually “re-chart the organizational chart” in response to external developments.
    • CULTURAL APPROACH
      • Emphasizes:
        • Shared meanings
        • Interpretations of reality
      • Culture as system of shared meaning
          • Reject notions of high culture and low culture
          • Cultures have subcultures and counter-cultures
          • Culture made manifest through performance – the actions which constitute and reveal people’s culture ( symbolic expression)
          • Culture includes task and non task-related performance
          • Performances seen as texts, available to be read
          • Reading performances requires seeing an organization
    • CRITICAL APPROACH
      • Begins with a critique of corporate colonization of social and personal space:
      • Intrusive presence of big corporations
      • Concentration of power in few corporate hands
      • Media preoccupation with corporate health as against other indices of social health
      • Decrease in quality of life
    • CRITICAL APPROACH (2)
      • Explores ways to ensure financial health of institutions while also increasing the representation of diverse human interests
      • Regards institutions as political as well as financial institutions
      • Shows how communication practices often distort decision-making within institutions