Organizational Communication in CMC

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  • 1. Organizational Communication in CMC By Theodoros Papadopoulos Athanasios Mangos
  • 2. CMC
    • Stands for Computer Mediated Communication
    • It’s been since mid-1990 because of the growing popularity of personal computers
    • Many definitions
    • Computer Mediated Communication is a process of human communication via computers, involving people, situated in particular contexts, engaging in processes to shape media for a variety of purposes (John December, 1997).
    • http://www.december.com/john/
  • 3. Applications of CMC theory
    • Health communication
    • Political communication
    • Legal communication
    • Organizational communication
    • Lifespan communication
    • Instructional communication
    • Visual communication
  • 4. Organization
    • Organization is a group of people intentionally organized to accomplish an overall, common goal or set of goals .
    • Organizations members often work to achieve several overall accomplishments
    • Organizations operate according to overall values (personality of organization)
    • (Carter McNamara, MBA, PhD, Authenticity Consulting, LLC
  • 5. Communication
    • A process by which we assign and convey meaning in an attempt to create shared understanding
    • Organizations do not exist without communication
    • Changes in communication affected organizations
    • http://www.k12.wa.us/
  • 6. Organizational Communication in CMC http://courses.wcupa.edu/foeman/
  • 7. A story……
    • Two people have a date. The following day, they have an email conversation, and in one of the messages the woman (whose identity has been protected) refers to the previous evening’s romantic activities in subtle but evidently sexual terms. The man, a lawyer called Bradley Chait, forwards her email to four of his colleagues at the London law firm Norton Rose. The colleagues, in turn, forward the email on again. Hours after Chait forwarded the message, it had spread from Norton Rose to other London law firms, then made its way round the world, travelling as far as New Zealand. Some days later, at least two websites had developed about the story, including reader polls, news updates and chat forums. The woman, who understandably thought that her email was for Bradley Chait only, was forced into hiding to avoid harassment from people contacting her after having read the information online. Chait used his office’s network to forward the email, as did his colleagues, who then forwarded it on again. The management of Norton Rose launched an internal disciplinary hearing during which Chait and his colleagues were threatened with dismissal for misusing company time and space, and for implicating the company in a case of sexual harassment.
  • 8. Organizational Communication in CMC
    • CMC changed communication
    • Organizations are based on communication
    • CMC ’s grown popularity and availability affected organizations’ workplace
  • 9. Organizational Communication in CMC
    • Web-Conferencing
    • Telecommuting
    • Telework organizations
    • Teleworkers
    • Computer Supported Collaborative Work (CSCW)
  • 10. Web-Conferencing
    • Organizations’ staff meeting via Internet
    • Advantages
    • Save time
    • No need to travel
    • May attend another conference too
    • Reduced cost
    • Disadvantages
    • Facility issues
    • Technology issues
    • Personal relationships
  • 11. Telecommuting
    • A work arrangement in which supervisors direct or permit employees to perform their usual job duties away from their central workplace, in accordance with work agreements
    • Changed at all the organizations’ rules and conditions
  • 12. Telecommuting
    • Employers
      • Employees’ increased productivity due to fewer interruptions and distractions, and ability to work during most productive hours
      • Fewer unscheduled absences resulting from unforeseen events
      • Continuity of operations during weather-related or other emergency situations
      • Improved planning ability
      • Employees’ ability to respond to unforeseen/unscheduled workload
      • Better customer service as employees stay longer and become more proficient
  • 13. Telecommuting-Teleworkers
    • Employees
      • Less, or no, commuting time
      • Better work/life balance due to more time for family, the community, and volunteering
      • Less stress
      • Increased productivity due to fewer interruptions and distractions
      • More flexibility to work during most productive hours
      • Increased ability to respond to unforeseen/unscheduled workload
      • Ability to design and control work environment
      • Increased job satisfaction
      • Reduced commute-related costs – gas, tolls/tickets, parking, maintenance, and depreciation
  • 14. Telecommuting-Teleworkers
  • 15. Telecommuting-Teleworkers
    • Disadvantages
      • Fewer career and promotional opportunities
      • More difficult to work in teams
      • R educed professional contact
      • Reduced social contact, loss of informal information
  • 16. Telecommuting Concerns
    • Implementation
      • Both employers and employees must be trained
    • Technology must be adapted to transform its usability to such a different work atmosphere
    • Supervision of teleworkers
      • Monitor teleworkers is opposite to privacy issues
  • 17. Conclusions
    • In order to avoid invading the privacy of teleworkers
      • Daily draft of teleworkers’ work
  • 18. References
    • ECATT Electronic Commerce and Telework Trends
    • C. Ess and F. Sudweeks (eds). Proceedings Cultural Attitudes Towards Communication and Technology ’98, University of Sydney, Australia, 321-326.
    • International Telework Association and Council (ITAC), Work at home grows in past year by 7.5% in U.S. use of broadband for work at home grows by 84% , September 2004.
  • 19. References
    • Innovisions, US Telework Scene - stats and facts ,
    • Elizabeth Jones, Bernadette Watson, John Gardner, and Cindy Gallois, 2004 Organizational Communication: Challenges for the New Century
    • Enrique Canessa, Rick L. Riolo, Computer Mediated Communication and Organizational Culture: An Agent-Based Simulation Model
  • 20. References
    • Communication Behavior of Virtual Workforces by Krishna Kandath, Ph.D., John Oetzel, Ph.D., Everett M. Rogers, Ph.D. and Ann M. Mayer-Guell, Ph.D.