This document discusses systems theory and organizational change from multiple perspectives. It begins by introducing systems theory, noting that organizations are open systems that interact with their environment. It then discusses organizations as hierarchical systems with subsystems and supra systems. It covers defining and reactions to organizational change, including models of diffusion of innovation and levels of resistance to change. The document also discusses cultural diversity in organizations and Hofstede's model of cultural dimensions, including power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long vs short term orientation, and indulgence vs restraint. It provides examples of these dimensions across countries and discusses how cultural differences can influence communication and organizational functions.

1. Ch. 13
&COMMUNICATION
ORG. CHANGE

2. SYSTEMS THEORYOrgs are open systems that interact with their environment
-Ludwig von Bertalanffy, 1968

3. INPUT
SYSTEMS THEORY
Financial
resources,
materials,
work force
INPUT
Orgs are open systems that interact with their environment
-Ludwig von Bertalanffy, 1968

4. INPUT THROUGHPUT
SYSTEMS THEORY
Financial
resources,
materials,
work force
INPUT
THROUGHPUT
Info, retail
products,
customer
service
Orgs are open systems that interact with their environment
-Ludwig von Bertalanffy, 1968

5. INPUT THROUGHPUT OUTPUT
SYSTEMS THEORY
Financial
resources,
materials,
work force
INPUT
THROUGHPUT
Info, retail
products,
customer
service
OUTPUT
Products &
services
Orgs are open systems that interact with their environment
-Ludwig von Bertalanffy, 1968

6. FEEDBACK
INPUT THROUGHPUT OUTPUT
SYSTEMS THEORY
Financial
resources,
materials,
work force
INPUT
THROUGHPUT
Info, retail
products,
customer
service
OUTPUT
Products &
services
Orgs are open systems that interact with their environment
-Ludwig von Bertalanffy, 1968

7. Team
Individual
Economy
Industry
Organization
Department
INDIV.
TEAM
DEPT.
ORG.
INDUSTRY
ECONOMY
• Orgs are made up of subsystems
• Orgs are part of suprasystems
• Organizations are not independent of environment
HIERARCHY OF SYSTEMS

8. DEFINING ORGANIZATIONAL
CHANGE
• Small or Large
• Material or Discursive
• Updating tech to BB
vs. new mission
statement
• Planned or Unplanned
• Moving campus vs.
problems with new
textbook policy

9. REACTIONS TO
CHANGE
- Diffusion of Innovation
- Emotion
- Resistance

10. DIFFUSION OF INNOVATION
How changes gets implemented throughout a system
- Rogers, 1995

12. • Ambivalence toward change
• Peer-focused dissent
(venting)
• Upward dissent
• Sabotage
• Activism (organizing
resistance)
• Refusal
• Exit
LEVELS OF RESISTANCE
TO CHANGE

16. CULTURAL DIVERSITY
& THE CHANGING WORKFORCE
The increase in workplace diversity
results in increased opportunities for
intercultural and interethnic
communication. These interactions can:
• lead to stereotyping
• create high levels of uncertainty

17. Identify stereotypes that are created and/or reinforced by
images frequently used in communication materials &
explain how those stereotypes influence communication.
1. Look up man/woman, diversity/multicultural, minority,
disability, and leaders on iStock and Shutterstock.
2. Review your search results and identify the common
characteristics or potential stereotypes you see in the
images, such as age, attire, photo setting, or the
activities occurring in the photo.
IMPLICIT STEREOTYPES

18. Pick one stock photo you believe exemplifies
several of the common characteristics or
stereotypes.

19. Pick one stock photo you believe exemplifies
several of the common characteristics or
stereotypes.
How might our exposure to stereotypes
perpetuated through such imagery influence
our communication behaviors?
The “Lean In” Getty Images Photo Collection

20. Pick one stock photo you believe exemplifies
several of the common characteristics or
stereotypes.
How might our exposure to stereotypes
perpetuated through such imagery influence
our communication behaviors?
The “Lean In” Getty Images Photo Collection

21. GOOGLE IMAGE SEARCH
FOR KEYWORD “CEO”

22. GOOGLE IMAGE SEARCH
FOR KEYWORD “CEO”

23. 1. What are some ways the stereotypes portrayed in
these images influence perceptions of individuals?
Which, if any, stereotypes seemed more positive than
negative? What potential problems might still emerge
from these “positive” stereotypes?
2. What were some of the most implicit, or subtle,
stereotypes you saw identified in the images? What
stereotypes identified did you realize you might hold
without realizing it? Why?
3. How can implicit stereotypes based on social
categories create communication problems in
organizations?
4. What are some ways you can work on overcoming
implicit stereotypes as a member of an organization?

24. NEW TARGET COMMERCIAL

25. CULTURAL DIVERSITY
& THE CHANGING WORKFORCE
The increase in workplace diversity
results in increased opportunities for
intercultural and interethnic
communication. These interactions can:
• lead to stereotyping
• create high levels of uncertainty

26. DIMENSIONS OF
CulturalVariability
Power Distance • Masculinity/Femininity •Tolerance of Uncertainty
• Individualism/Collectivism • Long/Short-term Orientation
• Indulgence/Restraint
Degrees of difference

27. HOFSTEDE’S STUDY
• Surveyed employees of IBM: How does
culture influence workplace values?
• Offices in 50 countries
• Published in 1983 in International Studies of
Management & Organization
• Original study: 4 dimensions
geert-hofstede.com

28. POWER DISTANCE
1. I think my boss makes decisions in an autocratic
or paternalistic way
2. I think employees in general are afraid to disagree
with superiors
3. I do not prefer a boss who makes decision in a
consultative way, but I prefer a boss who decides
either autocratically or paternalistically

29. POWER DISTANCE
High Power:
Respect for authority; reliance on
symbols of power
Mexico (#45), Brazil (#39), India
(#42), Philippines (#47)
Low Power:
Power More Evenly Distributed
Austria (#1), Denmark (#3), Sweden
(#6-7), New Zealand (#4), U.S.
(#16)

30. PLANE CRASHES
Can Cultural Issues Cause
The case of Korean Air Flight 801Crash in Guam in1997

31. Crashes are significantly more likely to
occur when the more-experienced
captain is flying the plane, as opposed to
the subordinate first officer.
- Malcolm Gladwell,The Outliers

32. Crashes are significantly more likely to
occur when the more-experienced
captain is flying the plane, as opposed to
the subordinate first officer.
- Malcolm Gladwell,The Outliers
How could Hofstede’s dimensions
of cultural variability explain this
?

33. HIGH POWER DISTANCE CULTURES
The Problem of expressing disagreement with superiors in

34. CONFRONTING SUPERIORS
1. Command
2. Crew obligation statement
3. Crew suggestion
4. Query
5. Preference
6. Hint
most mitigated
least mitigated
When you know they are wrong
(I think we need to deviate)
(Let’s go around)
(Which direction would you like to deviate)
(I would go around)
(That storm looks mean)
(turn 30 degrees)

35. Asiana Airlines crash in San Francisco, July 6, 2013.
Two of the pilots opted against voicing critical concerns or grabbing the controls because
they were subordinate to the instructor [...] But when asked whether he considered
aborting the landing and circling around, he said such a "go-around" maneuver should be
done only by the captain or an instructor pilot. "That is very hard to explain; that is our
culture," investigators quoted him saying.

36. FEMININE
MASCULINE CULTURES
vs.
Masculine Cultures:
Emphasis on assertiveness, ambition, competition
Confront conflict directly
Example: Japan (#50),Austria (#49), U.S. (#36)
Feminine Cultures:
Emphasis on quality of life
People socialized to be modest, emphasize personal relationships
Example: Sweden (#1), Norway (#2)

37. Feminine Cultures:
Lower depression levels
Why?

38. INDIVIDUALISTIC
COLLECTIVIST CULTURES
vs.
Individualistic:
Members Responsible for Self and Family
See themselves as independent
Example: U.S. (#50),Australia (#49)
Collectivist:
Members Responsible for Entire Group
See themselves as interdependent
Example: Guatemala (#1), Equador (#2)

39. TOLERANCE OF AMBIGUITY
High Tolerance
• Not threatened by unknown
• Accept Uncertainty
• Low anxiety
• Singapore (#1), Hong Kong (#4-5), Denmark (#3),
Sweden (#4-5), Great Britain (#6-7), India (#9),
USA (#11)
Low Tolerance:
• Threatened by unknown
• Avoid uncertainty
• Anxiety about the unknown
• Greece (#50), Portugal (#49), Guatemala (#48)

40. TOLERANCE OF AMBIGUITY
1. How often do you feel nervous or tense at work?
2. Company rules should not be broken, even when
the employee thinks it is in the company’s best
interest
3. How long do you think you will continue to work
for this company?

41. Current pain in exchange for future pleasure (ex.: saving)
Current pleasure in exchange for future pain (ex.: smoking)
LONG/SHORT-TERM ORIENTATION
Long-term:
Focus on importance of future
rewards, save for future, see old age
as a happy time.
South Korea,Taiwan, Japan, China,
Ukraine, Germany
Short-term:
Spend resources for the present,
see old age as unpleasant.
Puerto Rico, Ghana, Egypt,Trinidad,
Nigeria.

42. INDULGENCE/RESTRAINT
High Indulgent:
Focus on gratification of desires,
on having fun and enjoying life.
Having lots of friends is seen as
important.
Venezuela, Mexico, Puerto Rico, El
Salvador, Nigeria
High Restraint:
Try to curb gratification, not as
happy, higher death rates from
cardiovascular disease. Place less
importance on friendships.
Pakistan, Egypt, Latvia, Ukraine

44. “Life is a box of
chocolates.”
OUR FINAL COURSE PROJECT
METAPHOR
ASSIGNMENT
Develop a unique metaphor to
help explain to your peers a
course concept/theory.
5-7 minute presentation in which
you introduce & briefly review
your concept/theory, introduce
& explain your metaphor, and
clearly detail how or why the
metaphor represents the org.
communication concept.

45. Explaining the organizational communication concept of
discourse & culture through the metaphor of a gyroscope