Eng 102 Prof. Toomer HW #1: SOAPstone Chart Analyzing & Interpreting Alexie’s “Superman and Me” NAME ________________________________________________________________________ S Who is the SPEAKER? Identify and describe him. Add details. Sherman Alexie is a Spokane American Indian. He is an avid reader and professional author. He also returns to the reservation to teach young Indians how to write poetry, stories, and novels. O Time & Place OCCASION What is the situation that prompted the writing? A Who is his AUDIENCE? Who is this narrative intended for? A single person? Is it a group? P What is the PURPOSE? What is the purpose of Alexie’s story? What does the author want the audience to think or to do? S What is the SUBJECT? What is the topic or content of Alexie’s story? What is the author writing about? T tone What is the author’s TONE? What is the attitude of the author towards his topic? What is the attitude of the author towards his audience? PATTON FULLER COMMUNITY 1 PATTON FULLER COMMUNITY 8 Communication: Patton Fuller Community Hospital University of Phoenix BSCOM/485 Professor Turner May 8, 2021 A Brief Overview of the Patton Fuller Patton Fuller Community Hospital is a health facility that was established in 1975. It offers a range of medical services including radiology, Intensive Care Unit, and labor services. Patton Fuller health facility depends on reliable communication to share information between the workers. A telephony communication network has been adapted for communication between the workers, the management, and the clients. The telephone system is considered the cheapest and accessible means of communication. Further, the organization has developed a seven diagram network system through which communication takes place. In terms of the organization, Patton Fuller uses the functional approach where employees are categorized into departments based on their skills (Grossi, et al., 2007). For instance, those with experience in labor have same skills just like those in the ICU department. I chose the change in leadership as a critical event that could affect communication at Patton Muller. Impacts of Changing Leadership/Management on Communication at Patton and Fuller Leadership is core to communication and alteration of the leadership can completely or partially change communication at the organization. One of the ways that leadership can change the communication at the organization is by changing the style and nature of communication. Different leadership styles use different means of communication (Kavanagh and Ashkanasy, 2006). Therefore, if the leadership style is changed, it is apparent that communication at Patton Fuller will also change. The new leadership will look for new communication means that suit its leadership approach. Instead of communication being from top to bottom, it could be turned vertical. Ther ...

1. Eng 102 Prof.
Toomer
HW #1: SOAPstone Chart
Analyzing & Interpreting Alexie’s “Superman and Me”
NAME
_____________________________________________________
___________________
S
Who is the
SPEAKER?
Identify and describe him.
Add details.
Sherman Alexie is a Spokane American Indian. He is an avid
reader and professional author. He also returns to the
reservation to teach young Indians how to write poetry, stories,
and novels.
O
Time & Place
OCCASION
What is the situation that prompted the writing?
A

2. Who is his
AUDIENCE?
Who is this narrative intended for? A single person? Is it a
group?
P
What is the
PURPOSE?
What is the purpose of Alexie’s story? What does the author
want the audience to think or to do?
S
What is the
SUBJECT?
What is the topic or content of Alexie’s story? What is the
author writing about?
T
tone
What is the author’s
TONE?
What is the attitude of the author towards his topic? What is the
attitude of the author towards his audience?

3. PATTON FULLER COMMUNITY 1
PATTON FULLER COMMUNITY 8
Communication: Patton Fuller Community Hospital
University of Phoenix
BSCOM/485
Professor Turner
May 8, 2021
A Brief Overview of the Patton Fuller
Patton Fuller Community Hospital is a health facility

4. that was established in 1975. It offers a range of medical
services including radiology, Intensive Care Unit, and labor
services. Patton Fuller health facility depends on reliable
communication to share information between the workers. A
telephony communication network has been adapted for
communication between the workers, the management, and the
clients. The telephone system is considered the cheapest and
accessible means of communication. Further, the organization
has developed a seven diagram network system through which
communication takes place. In terms of the organization, Patton
Fuller uses the functional approach where employees are
categorized into departments based on their skills (Grossi, et
al., 2007). For instance, those with experience in labor have
same skills just like those in the ICU department. I chose the
change in leadership as a critical event that could affect
communication at Patton Muller.
Impacts of Changing Leadership/Management on
Communication at Patton and Fuller
Leadership is core to communication and alteration of the
leadership can completely or partially change communication at
the organization. One of the ways that leadership can change the
communication at the organization is by changing the style and
nature of communication. Different leadership styles use
different means of communication (Kavanagh and Ashkanasy,
2006). Therefore, if the leadership style is changed, it is
apparent that communication at Patton Fuller will also change.
The new leadership will look for new communication means
that suit its leadership approach. Instead of communication
being from top to bottom, it could be turned vertical. Therefore,
a change in leadership will shift the nature of communication.
Secondly, a change in leadership will change
communication strategies because new leaders come with new
strategies. Often, when new leadership is put in place, it comes
with new goals, objectives, and visions for the given
organization (Kavanagh and Ashkanasy, 2006). At Patton Fuller
Community hospital, new leaders will also come with new goals

5. to be worked on at the hospital. The new goals may differ by a
small or large margin from the existing goals. Due to the
difference, the new leadership has to communicate the new
strategies afresh. In the process of communicating the new
goals, the communication strategy may be altered to fit the new
context (Kavanagh and Ashkanasy, 2006). Consequently, new
communication strategies for the new goals will be developed
and that will conflict with the traditional communication
methods. Hence, since new leadership comes with new goals
that need to be communicated to the employees, a change in
leadership impacts communication strategies.
Moreover, leaders play the role of motivating employees.
Motivation, from a social cognitive theory perspective, is
important in enhancing performance in organizations. For
instance, reward motivates employees and lack of it demoralizes
them. Different leaders have different ways of motivating
employees (Kavanagh and Ashkanasy, 2006). Motivation can
be done through communication and the new leadership can
develop different ways of communicating with employees. As
discussed earlier, at Patton Fuller Community Hospital,
communication can be achieved through informal means that
include face-to-face communication or the use of calls. Maybe,
the new leadership does not recognize informal communication
and limits organizational communication to formal platforms
only. Further, the new leadership could be unwilling to engage
the employees in face-to-face conversations to address their
problems. The changes in approach define how a change in
leadership can alter communication strategies.
Lastly, organizational leadership and manage ment define
the interests of organizations. Different leaders are attracted by
different prospects which in turn influence their communication
strategies. At Patton Fuller Community Hospital, interests can
vary from making profits to promoting the workplace
environment or providing the best health care services to
patients. A change in leadership will shift interest. Say, for
instance, the outgoing leadership was intrigued by promoting

6. the health care services delivered to the patients who visit
Patton Fuller Community Hospital. After a change in leadership
and management, the new CEO is attracted to increasing the
revenue made by Patton Fuller Community Hospital. Based on
that, it is probable that the communication strategy will change
since the focus will shift to profits and not caring for the
patient. Therefore, new leadership and management engender a
change in communication strategies because the interests of the
leadership vary and that different interests are communicated
distinctly.
Example of Leadership Crisis in Real World Organizations
For real organizations, I take the National Health Service
(NHS) which is part of the executive in England but its non-
departmental body. NHS oversees the delivery of healthcare and
social services to the citizens in England (Bailey and Burhouse,
2019). It is in charge of planning, budgeting, delivery, and daily
operations of health care facilities in the country (The changing
role of managers in the NHS, 2010). The body has faced a lot of
criticism in the pat. Years back, it was claimed that the doctors
at NHS received gifts that affected their work, and the
allegations caused divisive public opinions. A change in
leadership has taken place at the organization. However, the
change has been a unique one, because it has not involved new
people assuming leadership roles, but the existing people
acquiring additional functions.
With heightening complexity at the organization, managers
have assumed leadership roles. Initially, NHS was a small body
whose running was not complicated as at present (The changing
role of managers in the NHS 2010). Since the size of the
organization increased, more leadership positions and roles
have been assumed by the people at the organization.
Consequently, there has been a crisis in the proper running of
the organization. Managers have been torn between managing
the organization and leading it. Through different legislations
by the government, the crisis at the organization has been
solved albeit not fully. Hence, while the change in leadership

7. can alter communication, remedies can be undertaken to
mitigate the impacts.
Definition of Concepts
Interpersonal communication ethics is focused on the
relationship between individuals. During a crisis, it helps
people to work together in solving challenges because they want
to maintain a good rapport. Perception of power is when one
believes s/he can control certain conditions. It helps to solve the
crisis because employees have the feeling that they can solve a
given crisis. Communication during conflict is the ability to
share information when there is a crisis. Information sharing in
crisis encourages sharing out of ideas which leads to solutions
of given problems. Intercultural and diversity conflicts happen
when employees within an organization believe that their
values, ideas, or cultures are incompatible. However, if the vice
is eliminated, employees can reach a compromise. The
communication climate is created by the feeling employees have
towards each other. It can also be expressed through non-verbal
forms. A good communication climate binds employees
together during a crisis and thus, helps to solve challenges.
Two Communication Theories to Solve Leadership Challenges
One of the communication theories I will use to end the
crisis that may result from leadership is adaptive structuration
theory (Cobley and Shultz, 2013). The theory suggests that
organizations can create rules and theories which evolve into
structures (Janicijevic, 2013). Therefore, the organization can
create rules which are difficult to change so that when new
leadership is brought, it does not alter the normal functioning of
an organization. Another theory that will be useful is the
communication accommodation theory. The theory states that
people should adjust their communication or accommodate
others through their communication. If a new leadership is put
in place, the way to avoid the crisis that comes with a change in
communication is by using the communication accommodation
theory.
Communication Strategies

8. Further, to overcome the challenges caused by a change in
leadership, communication strategies can be used. One of the
strategies to use is focusing on the idea being communicated
and not the person communicating (van Woerkum, and Aarts,
2008). Focus on the message will enhance the communication
climate. Also, there should be empathy in the communication.
Both sides should try to listen to one another and understand
each person's challenges.
Conclusion
Overall, change in leadership and management can impact
communication because the new leaders may change policies,
laws, cultures, and interests which need to be communicated
afresh. However, there are important concepts which when
nurtured well can enhance how we adapt to the crisis that
happens due to change in leadership. Lastly, some
communication theories such as the communication
accommodation theory and communication strategies like
empathy can help move past crises.
References
The changing role of managers in the NHS. The King's Fund.
(2010, October 14).
https://www.kingsfund.org.uk/publications/future-leadership-
and-management-nhs/changing-role-of-NHS-managers.
Cobley, P., & Schulz, P. (2013). Theories and models of
communication. Walter De Gruyter.
Grossi, D., Royakkers, L., & Dignum, F. (2007). Organizational
structure and responsibility. Artificial Intelligence and Law,
15(3), 223–249. https://doi.org/10.1007/s10506-007-9054-0
Janicijevic, N. (2013). The mutual impact of organizational
culture and structure. Ekonomski Anali, 58(198), 35–60.
https://doi.org/10.2298/eka1398035j
Kavanagh, M. H., & Ashkanasy, N. M. (2006). The Impact of
Leadership and Change Management Strategy on Organizational
Culture and Individual Acceptance of Change during a Merger.
British Journal of Management, 17(S1).

9. https://doi.org/10.1111/j.1467-8551.2006.00480.x
van Woerkum, C., & Aarts, N. (2008). Staying connected.
Corporate Communications: An International Journal, 13(2),
197–211. https://doi.org/10.1108/13563280810869613
Running Head: COMMUNICATION IN ORGANIZATIONS
1
COMMUNICATION IN ORGANIZATIONS 2

10. Communication: Patton Fuller Community Hospital
University of Phoenix
BSCOM/485
Professor Turner
May 4, 2021
Descriptive Framework: Organizational Communication
Analysis
Good communication is a prerequisite for the success of
the companies. From the animated video, the company's success
depends on how it communicates its business to investors,
consumers, employees, the government, and the media. Further,
communication within an organization must be whole-round.
The organization should listen, learn, and build a good
reputation with everyone because its success depends much on
its reputation.
Patton-Community Fuller Hospital
I use Patton community Fuller Hospital as my virtual
organization. With increasing technology, organizations are
developing the easiest ways to operationalize while using the
minimum effort. With increased information technology, and
improved communication, numerous virtual organizations have

11. sprouted up, and Patton-Community Fuller Hospital is among
these organizations. Patton hospital was established in 1975 and
has been successful in providing quality healthcare to its
patients.
Description of the different aspects at Patton Fuller
The organization is constituted of different people who have
different roles at the organizations. Among the key stakeholders
at the company are the employees, clients, medical suppliers,
the board directors, and the vendors. The employees at the
company are the healthcare professionals who provide
healthcare services to the clients who visit the hospital. Other
employees work in accounting and finance departments and
knowledge management systems. Patton Fuller employees are
core to its success since it was founded in 1975. The clients are
all the patients who visit the hospital with different healthcare
needs. As employees, the clients have been pivotal in marketing
the organization through referrals. The suppliers provide key
critical medical equipment required to operationalize medical
activities at the organization. Lastly, the board of directors is
responsible for providing the direction for the company. They
stipulate what policies should be used at the organization,
which helps create focus and direction at the company.
Structural Characteristics of formal communication
The Patton Fuller communication structure is simplistic. The
organizational website hosts seven different network levels: the
top view, logical, administrative, radiology and radiology
systems, and information technology data center. All these
distinct levels of communication facilitate communication
between the organizational employees, management, and
clients. The communication network is extended to the floors,
the operating room, and the ICUs so that the patient information
can be fed into the overall Patton Fuller communication
network. Each of the seven network levels at the organization
has roles it plays. For instance, the Top View communication
network defines the structure of the hospital in terms of how the
information technology infrastructure is applied. Therefore, the

12. network level has two components that perform clinical and
administrative roles. The clinical components are constituted of
operational rooms, the pharmacy, radiology, and other clinical
essentials. At the same time, the administrative department of
the Top View level of network diagram performs administrative
roles like admitting the patients to the hospitals.
From the network diagram, one of the characteristics of the
communication network diagram at the hospital is that it is
hierarchical or functional. The communication duties are
assigned at the company based on the roles each employee play
at the organization. For example, at the top of communication is
the top view level categorized into clinical and administrative
roles. In connection to functionalism network structure, the
clinicians at the organization share information on patients in
labor, ICU, and wards. This illuminates the fact that employees
working in the same healthcare department at the Patton Fuller
hospital have to share a communication level in the network
level diagram.
Apart from the communication network's formal communication
processes, communication at the Patton Fuller community can
be done informally. The board of directors, the management,
and the employees can meet at the organization and discuss the
factors that affect the working environment. The employees can
hold a face-on-face conversation with clients who visit the
hospitals for various services. Also, informal communication
can be achieved through the use of text messages and e-mails.
The management can communicate with the employees about a
particular issue via e-mails or through the use of text messages
(van Woerkum and Aarts, 2008). Informal communications
often address minor issues which can be better communicated
informally. Video conferencing can also be utilized in
conducting communication, especially during an emergency that
makes face-face-communication difficult. An example of an
emergency that can push Patton Fuller to use video
conferencing communication is the Covid-19 pandemic.
The Structure of Internal and External Communica tion at Patton

13. Fuller
Communication within the virtual company gravitates around
processing and storing information. Various communication
systems are installed at the company to help in processing
information that is then secured and stored for future reference
(van Woerkum and Aarts, 2008). In terms of the communication
infrastructure used at the organization, a telephone
communication network is used. The telephony communication
system is most preferable because of the ease of communication
between the various departments. Also, telephony
communication is cost-effective compared to other forms of
communication. It is easier to communicate using phone calls to
patients and other employees working at the organization,
making it possible for Patton Fuller to save time. Not all
contemporary information uses telephone communication at the
organization. The few that use the telephone system include
accounting and finance systems, human resource information
systems, customer relationship management, and knowledge
management systems.
Patton Fuller Organizational Structure
Organizational structures stipulate the relationship between t
the organization, leading to a reliable working relationship
(Grossi et al., 2007). There several organizational structures
(Janicijevic, 2013). However, the Patton Fuller Community
hospital uses the functional organizational structure. At the
hospital, employees have different skills regarding treating the
patients who visit the hospital facility. The hospital provides a
myriad of healthcare services that include labor and delivery,
surgery, physical therapy, and radiology for all ages (Sawpan,
n.d). The different specialists who work at the organization suit
the functional organizational structure (Vanhaverbeke and
Torremans, 1999). They are divided into different groups
according to their specialties.
Conclusion
Communication drives success in an organization. Upon
realizing the importance of communication, the Patton hospital

14. has developed a robust communication system to facilitate
information sharing. The hospital facility uses the telephony
communication network because of ease of use and the reduced
costs. Further, there is a seven-level network communication
diagram that defines the formal communication that takes place
at the organization. Besides formal communication, informal
communication can also occur at the organization through
emails, calls, and video conferencing. For continuity in
communication, backup communication has to be developed to
aid communication during emergencies.
A Recommendation of Back-Up Communication Systems
Communication at hospital facilities is crucial. However,
studies have shown that communication between hospitals and
employees is greatly destroyed (NLM in Focus, 2013).
Consequently, hospitals have to develop a back-communication
infrastructure that can be relied upon during an emergency. I
would recommend the Patton Fuller community hospital develop
an NLM communication infrastructure that can support the
exchange of information using the internet through Ethernet or
Wi-Fi (NLM in Focus, 2013). Also, an amateur or ham radio can
be used to relay information to employees or hospitals beyond
the disaster area.

15. References
Grossi, D., Royakkers, L., & Dignum, F. (2007). Organizational
structure and responsibility. Artificial Intelligence and Law,
15(3), 223–249. https://doi.org/10.1007/s10506-007-9054-0
Janicijevic, N. (2013). The mutual impact of organizational
culture and structure. Ekonomski Anali, 58(198), 35–60.
https://doi.org/10.2298/eka1398035j
NLM in Focus. (2013, January 10). Emergency Backup
Communications: The Old Meets the New | NLM in Focus. U.S.
National Library of Medicine.
https://infocus.nlm.nih.gov/2013/01/10/emergency_backup_com
munication/.
Sawpan. (n.d.). sawpan. Saw Pan. https://sawpan.com/patton-
fuller-community-hospitals-structure-and-functional-
relationships-contribute-to-its-success/.
Vanhaverbeke, W., & Torremans, H. (1999). Organizational
structure in process-based organizations. Knowledge and
Process Management, 6(1), 41–52.
https://doi.org/10.1002/(sici)1099-1441(199903)6:1<41::aid-
kpm47>3.0.co;2-4
van Woerkum, C., & Aarts, N. (2008). Staying connected.
Corporate Communications: An International Journal, 13(2),
197–211. https://doi.org/10.1108/13563280810869613