Mgmt. 350 Collaborative GuidelinesBusiness Communication many ti.docx

Mgmt. 350 Collaborative Guidelines
Business Communication many times requires sending the
message so the receiver understands what it is you want them to
know.
In this class you will perform 3 methods of communication: 1)
written, (2) visual through a PowerPoint or Prezi and (3) orally
using a video (e.g. YouTube or Mov) to explain how the
theory(ies) or concept(s) apply(ies) to the case study.
An overview of the team collaborative presentation for each of
these methods are listed in the Collaborative support
documents.
Briefly the written assignment is a TEAM assignment in that
only 1 document will be submitted on behalf of the team.
The written assignment will include all of the information on
the Rating sheet. The structure of the written assignment is as
follows:
1. Cover Page … with the name of your topic, a list of the
students presenting the topic, the date and the course name
2. The Table of Contents which is a listing of the topics the
written paper will cover
3. The Executive Summary is the first section of the paper
however it is the last section to be written.
a. The reason for writing for writing this section last is that you
need to have written the entire document so that you are able to
provide an overview of the key elements of the written analysis.
b. REMEMBER the Executive Summary is for the EXECUTIVE.
This means it needs to attract the Executive to either read the
rest of the document or, more likely, refer the document to the
appropriate staff person to read e.g. marketing, production,
legal, etc.
c. This section can be as long as 1 page and is clearly longer

than a paragraph.
4. The Introduction section begins to describe the case study
and the issues that cause the analysis to begin.
5. The Body of the written analysis will feature those theories
or concepts attached to the case (see the Excel Worksheet for
this information).
Remember to use the RULE of 3; 3 theories or concepts and 3
examples of each theory or concept in the analysis of the case.
Clearly your team cannot address all of the theories or concepts
identified in the text – suggest selecting 3 theories or concepts
which relate to your case and then provide 3 examples of how
the theory or concept applies to the case.
Theory or Concept 1
1) 1 example of how the theory or concept applies to the case
2) 2nd example of how the theory or concept applies to the case
3) 3rd example of how the theory or concept applies to the case
Theory or Concept 2
Theory or Concept 3
6. The conclusion represents the 3 key ideas you want the
audience to remember as the result of your analysis.
7. The works cited page contains all of the resources you are
using to understand the case and the text(s) where you retrieved
the theories or concepts.
8. Remember to check the rating sheet:

a. Ensure you have included all of the Organizational
requirements
b. The content section rates how the paper is written with the
focus on the theories or concepts required for your topic and if
there were 3 case examples for each theory or concept.
c. Remember the information in the written analysis should be
presented in the PowerPoint or Prezi; that is bot documents
should mirror each other.
d. Each group is expected to submit a typed, double-spaced,
summary of the theory (ies) or concept(s) and its (their)
relevance to the corresponding case study. The summary report
should be ten (10 pages and not exceed fifteen (15) pages.
9. See Course Information for Collaborative support documents.
My parts is systems theory and three example and conclusion.
Team CASE analysis
web reference
Comments
Zaremba Theories
communication climate and organizational culture
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Zaremba 3e Chapter 3 Theory: Systems/Culture/Power
Zaremba 3e Chapter7 Communication Climate
Chapter 7
Culture, Climate, and
Organizational Communication
Zaremba/Organizational Communication, 3e, © 2010, by Oxford
University Press, Inc.
*
Chapter PreviewDefine and describe the phrases organizational
culture and organizational climate and explain the relationship
between themExplain the relationship between organizational
culture and organizational communicationDescribe and discuss
characteristics of supportive and defensive climatesDescribe
what is meant by organizational assimilation, socialization, and
identificationIdentify the factors that affect the evolution of
organizational culture
*

Organizational ClimateThe evolving organizational environment
that either encourages or discourages communication
*
Defensive Climates
Gibb characterized defensive communication as
EvaluativeManipulativeIndifferent to personal needs of
othersSuperior (clear and intentional status and power
demarcations)Certain (dogmatic and competitive)
*
Supportive Climates
Gibb characterized supportive communication as Descriptive
and nonjudgmentalSpontaneous (as opposed to
manipulative)Egalitarian (as opposed to superior)Empathic and
concernedProvisional (nondogmatic; people aren’t “certain”)

*
Redding’s Elements of the Ideal Supportive Climate (SCOPE)
Supportiveness Managers acknowledge the human needs of
employeesThe climate is characterized by respect and
constructive evaluation
*
2. Credibility, confidence, and trustEmployees need confidence
and trust in their superiors to explain problems, voice concerns,
or make suggestions
*

OpennessAble to relay information freely and being open to
approach from employees
Participatory decision makingEncourages employee input
*
5. Emphasis on high-performance goalsHigh-performance goals
increase employee self-worth and satisfaction
*
Additional Factors and Features of Supportive Climates
The way employers attempt to motivate employees
The quality of decision making

Pace and Faules argued that there are six additional factors
that help foster a supportive climate:
*
Additional Factors and Features of Supportive Climates
The sense that employees are perceived as important
The quality of resources
The opportunities for upward communication
The overall quality of organizational communication
*
Organizational Culture
University Press, Inc.Is concerned with the basic values, norms,
and assumptions that guide organizational membersIncludes the
values, myths, and symbols that are communicated by
organizational membersThe pervasive, deep, and largely
subconscious and tacit code that gives the “feel” of an
organization and determines what variables to look at during
unexpected crises

*
Distinctions Between Culture and Climate
University Press, Inc.The concepts of culture and climate are
relatedCulture is foundational to climate the values shown
through stories, rites, heroes, rituals,and processes foster the
underlying beliefs that employees share
*
Distinctions Between Culture and Climate
University Press, Inc.The concepts of culture and climate are
relatedClimate refers to the manifestations of these beliefs,
namely how easy and supportive employees believe their
systems are toward communication practices and policies
*
Culture, Climate, and Assimilation

Questions regarding culture include:Can a desired culture be
consciously seeded?If so, how?If not, how does culture come
into being?What is the role of communication in the evolution
of culture and climate?
*
Assimilation, Socialization, and Identification
University Press, Inc.Assimilation is “the processes by which
individuals join, become integrated into, and exit organizations”
(Jablin)Organizational socialization is the processes by which
people learn the values, norms, and behaviors to contribute as
organizational members
*
Stages of Organizational Socialization
University Press, Inc.Anticipatory socialization involves
learning about a culture you are about to enterEncounter
involves orientation as a new memberMetamorphosis involves
transformation as an active member; that is, becoming “one of
them”Organizational identification refers to the extent to which
one identifies with the goals and values of the organization

*
Seeds of CultureFormal statements of organizational
philosophyDeliberate coaching and modeling by
leadersPromotion and salary increment criteria
*
Seeds of CultureResponses to crisesOrganizational
structureDesign of physical spacesFocus of attentionStorytelling
and legends
*
Manufacturing Culture
University Press, Inc.Cultures cannot necessarily be made to
encompass certain values simply by discussing these values
with employeesCultures are created through the expression of
values in actions and take a long time to developMany argue

that culture is the amalgam of all communication behavior in
the organization.
*
Illusory Cultures and Teams
University Press, Inc.A granfalloon is an illusion of substance,
when no substance is actually thereMany managers claim that
their department is a team or family, yet they do so only to gain
more work from workers; the actual values held are different
than those expressedIf management wants employees to “walk
the walk,” they need to do more than “talk the talk”
*
Constitutive Communication and Emergent Cultures
University Press, Inc.Culture is the “residual” of the
communication processes within the organizationEssentially,
culture is not something that can be prescribed, but is something
that emerges from all members of an organization as they
interact in both formal and informal networks
*

Foundational Planks: Credibility, Leadership, and Perspective
Organizational Communication: Foundations for Business and
Management, 2e Thomson, 2006 © Organizational credibility is
important towards successful cultures and climates.Trust is a
key dimension to organizational credibility.Trust violations
increase hostility and decrease organizational commitment.
Gaining Credibility
Management, 2e Thomson, 2006 ©
Bartolone’s suggestions for establishing credibility and
trust:
Make communication two way.
Respect employees implicitly by delegating authority.
Punish and credit employees fairly and appropriately.
Be predictable, that is, react consistently to situations.
The Importance of Leadership
University Press, Inc.Supportive leaders value and facilitate
upward, downward, and horizontal communicationThey increase
trust and credibility through their leadership styleThey respect
and support employees
*

The Importance of Leadership
Management, 2e Thomson, 2006 © Tyrannical leadership leads
to mistrust.Employees become fearful of reprimand and are less
likely to discuss problems or offer suggestions.Employees are
less likely to feel valued and more likely to become anxious
communicators.
(continued)
Emotional Intelligence
University Press, Inc.“The ability to monitor one’s own and
others’ feelings and emotions, to discriminate among them and
to use this information to guide one’s thinking and
actions”People with high emotional intelligence know and
manage their own emotions and self-motivation and can also
recognize the emotions in others and effectively handle
relationships
*
Summary
University Press, Inc.Culture is shown through the rites, rituals,
work practices, and artifacts that an organization
possessesCulture is the residue of communication behavior of
organizational women and menClimates are grounded in cultural
practices and vary in levels of support for
employeesOrganizational credibility is needed for supportive
climatesLeaders have power in fostering supportive or defensive

climates
*
Central Concepts
Management, 2e Thomson, 2006 © The Communication Climate
is an important factor that affects the quality of
communication in organizations.
Central Concepts
Management, 2e Thomson, 2006 © Organization men and
women have to understand what the climate is;how
organizational culture affects the climate; and how the climate
and organizational culture affects communication quality.
Management, 2e Thomson, 2006 ©
“Each time a man stands up for an ideal, or acts to improve the
lot of others, or strikes out against injustice,
he sends forth a tiny ripple of hope, and crossing each other
from a million different centers of energy and
daring those ripples build a current which can sweep down the
mightiest walls of oppression and resistance.”
Robert F. Kennedy, South Africa 1966

Chapter 3
Theoretical Foundations: Systems, Culture, and Power
*
Chapter PreviewExplain systems theoryDefine key terms in the
language of systems theoryExplain cultural theoryExplain the
differences between functionalists and interpretivistsDiscuss
critical theory and its key termsDiscuss how to apply these
theories to analyze organizational communication cases
*
Systems Theory
Systems theorists argue that an organization must be viewed as
a composite of interdependent units that must work
cooperatively with one another to survive

They should be viewed as open systems, which means that they
must allow communication with both their internal and external
environments to thrive
*
Systems Theory Terms
Open and closed systems
Systems must allow input or resources from outside sources to
survive
Hierarchical ordering
All systems are composed of subsystems that work within
suprasystems
Relevant environment
The part of the external environment that is most relevant to
the system’s environment
*
Permeability: Input/output and throughput
All systems must allow their boundaries to be permeable,
meaning that they must allow for information flow between one
subsystem and another and from the relevant environment to the

focal system
Information processed through a system is called throughput,
and that which is exported beyond the system is called output
*
Entropy and negative entropy
Systems are similar to living organisms: To survive, they must
have permeable boundaries at which to exchange information
with their outside environments
Entropy or breakdowns occur when the boundaries are not
permeable
Negative entropy is a desired end
*
Requisite variety
Diverse and multiple sets of inputs cannot be addressed by a
simple approach to dealing with that complexity
There must be a variety of resources available for inputs to be

managed
*
Homeostasis
A system must respond to its communicated input so that it
achieves a balanced state
Equifinality
Suggests that there are multiple methods that can result in the
same outcome
*
Learning Organizations
Learning organization
One that is “continually expanding its capacity to create its
future” (Peter Senge, The Fifth Discipline)
In other words, this type of organization allows information to
be shared within its relevant environments, which allows it to
grow qualitatively

*
Systems Theory
*
Cultural Theory
A perspective that assumes that organizations create their own
identities that affect organizational life and success
Functionalists consider organizational culture to be a function
of communication messages generated by management
Interpretivists disagree, suggesting that organizational culture
emerges from the communication activity of all organizational
members
*
Deal and Kennedy
1982 book Corporate Culture: Rites and Rituals of Corporate

Life
Argued that an organizational culture is a composite of its
environment, espoused values, identified heroes, established
rites, and customary rituals
Maintained that informal communication systems promote and
maintain corporate values
Work was important in that it helped identify and define
organizational culture, explained elements of culture, and
acknowledged the importance of communication as a factor that
creates and maintains culture
*
Peters and Waterman
Wrote In Search of Excellence: Lessons from America’s Best
Run Companies
Identified cultural trademarks that are shared by successful
companies
Argued that organizations would be wise to instill these
trademarks to help ensure success
*
Peters and Waterman
Eight Trademarks of Successful CompaniesA bias for
actionClose relations to the customerAutonomy and

entrepreneurship Productivity through peopleHands-on, value
drivenStick to the knittingSimple form, lean staffSimultaneous
loose/tight properties
*
Critical Theory
Critical theorists are concerned with the abuse of power and
work to eliminate oppressive practices
They consider organizations as “sites of domination” and that
communication can be used as a tool for abuse.
*
Critical Theory
Potential communication related abuses include:
Privileging certain members over others
Controlling access to technology and stipulating the rules for its
use
Determining the communicative processes that are employed for
decision making
Prescribing the chain of command, thereby legislating who

should talk to whom
Using language as a means to debilitate employees
*
Terms Used by Critical Theorists
Ideology
Beliefs of employees about the normal and natural order of
things, which might not be normal or natural
Manufactured consent
Accepting and perhaps even buying into subjugating ideologies
Hegemony
The domination of one group by another, leading the oppressed
group to accept or even support the ideology of the group in
power
Emancipation
The goal of critical theorists to liberate those who are oppressed
*
Multiple Stakeholder Theory
of Deetz and Cheney
Organizations should reconfigure including employees and

stakeholders both as stakeholders
Creation of a democratic workplace encourages people to
contribute to the organization’s activities and to collaborate
toward organizational goals
*
Problems with Critical Theory
It assumes that the critical theorists’ ideology is the correct one
Critical theory intimates that organizations can be divided into
three distinct groups—oppressors, oppressed, and enlightened—
which is not an accurate depiction of humankind
The objective of emancipation is challenging and may, in the
final analysis, create other hegemonic abuses
*
Feminism and Critical Theory
Organizations have certain perceptions of appropriate roles for
women and men
Feminist critics argue that male voices are privileged over
others
This makes it harder for women and other minority groups to
function and advance at work

*
SummaryCommunication Theories should be as
symbioticApplications of Critical, Cultural, Systems, Human
Resources, and Classical can all be elucidating when examining
communication problems in organizations
*

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