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- 1. Shockley-Zalabak, 9e Update Pamela S. Shockley-Zalabak © 2016 Pearson Education, Inc. All rights reserved. Chapter 2 Perspectives for Organizational Communication
- 2. Learning Objectives 2.1 Distinguish among the functional tradition, the meaning-centered approach, and emerging perspectives 2.2 Describe the functional tradition to organizational communication 2.3 Describe the meaning-centered approach to organizational communication 2.4 Describe emerging perspectives for organizational communication © 2016 Pearson Education, Inc. All rights reserved.
- 3. Introduction: Perspectives for Organizational Communication Objective 2.1 Distinguish among the functional tradition, the meaning-centered approach, and emerging perspectives © 2016 Pearson Education, Inc. All rights reserved.
- 4. 2.1 Introduction: Perspectives for Organizational Communication - Approaches to organizational communication - Practical theory © 2016 Pearson Education, Inc. All rights reserved.
- 5. The Functional Tradition Objective 2.2 Describe the functional tradition to organizational communication © 2016 Pearson Education, Inc. All rights reserved.
- 6. 2.2 The Functional Tradition (1 of 8) • Organizational Communication Systems: Component Parts - Organizational communication system - Organizations and individual units • Communication Inputs - External and internal environment information - Communication inputs Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 7. 2.2 The Functional Tradition (2 of 8) • Communication Throughput - Communication throughput - Internal communication • Communication Output - Communication output - Nature of output Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 8. 2.2 The Functional Tradition (3 of 8) • Open versus Closed Systems - Response of the environment - Systems • Message Functions - Message functions - Categories Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 9. 2.2 The Functional Tradition (4 of 8) • Organizing Functions - Organizing functions - Organizing messages • Relationship Functions - Relationship functions - Relationship messages Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 10. 2.2 The Functional Tradition (5 of 8) • Change Functions - Change functions - Change communications • Message Structure - Message structure - Functional approach Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 11. 2.2 The Functional Tradition (6 of 8) • Communication Networks - Communication networks - Formal networks - Informal networks • Communication Channels - Channels - Channel selection Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 12. 2.2 The Functional Tradition (7 of 8) • Message Direction - Downward - Upward - Horizontal • Communication Load - Load - Underload - Overload Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 13. 2.2 The Functional Tradition (8 of 8) • Message Distortion - Distortion - Factors of distortion • The Functional Tradition: Summary of Essential Characteristics - Summary - Application to everyday life Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 14. The Meaning-Centered Approach Objective 2.3 Describe the meaning- centered approach to organizational communication © 2016 Pearson Education, Inc. All rights reserved.
- 15. 2.3 The Meaning-Centered Approach (1 of 5) • Communication as Organizing and Decision Making - Organizing - Decision making • Communication as Influence - Influence process - Communication process Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 16. 2.3 The Meaning-Centered Approach (2 of 5) • Identification - Identity - Identification • Socialization and Assimilation - Socialization - Assimilation Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 17. 2.3 The Meaning-Centered Approach (3 of 5) • Communication Rules - Communication rules - Types of communication rules • Power - Power - Resource Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 18. 2.3 The Meaning-Centered Approach (4 of 5) • Communication as Culture - Culture - Cultural metaphor • Communication Climate - Communication climate - Climate evaluation Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 19. 2.3 The Meaning-Centered Approach (5 of 5) • The Meaning-Centered Approach: Summary of Essential Characteristics - Summary - Evaluation Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 20. Twenty-First Century Emerging Perspectives Objective 2.4 Describe emerging perspectives for organizational communication © 2016 Pearson Education, Inc. All rights reserved.
- 21. 2.4 Twenty-First Century Emerging Perspectives (1 of 10) • Communication as Constitutive Process - Communication as a constitutive process - Communication constitutes organization Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 22. 2.4 Twenty-First Century Emerging Perspectives (2 of 10) • Communication Constitutes Organization (CCO) - CCO - Different perspectives Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 23. 2.4 Twenty-First Century Emerging Perspectives (3 of 10) • Postmodernism and Organizational Communication - Postmodernism - Postmodern analysis Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 24. 2.4 Twenty-First Century Emerging Perspectives (4 of 10) • Critical Theory and Organizational Communication - Critical theory - Critical theory approach Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 25. 2.4 Twenty-First Century Emerging Perspectives (5 of 10) • Feminist, Race, and Class Perspectives and Organizational Communication - Feminist theory - Race perspective - Social class Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 26. 2.4 Twenty-First Century Emerging Perspectives (6 of 10) • Institutions and Organizational Communication - Institutions - Institutionalization Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 27. 2.4 Twenty-First Century Emerging Perspectives (7 of 10) • Global Cultures and Organizational Communication - Global cultures - Influence of cultural differences Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 28. 2.4 Twenty-First Century Emerging Perspectives (8 of 10) • Technology and Organizational Communication - Influence on organizations - Influence on theoretical perspectives Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 29. 2.4 Twenty-First Century Emerging Perspectives (9 of 10) • Twenty-First Century Emerging Perspectives: Summary of Essential Issues - Summary - Application Copyright © 2016 Pearson Education, Inc. All rights reserved.
- 30. 2.4 Twenty-First Century Emerging Perspectives (10 of 10) • Practical Theory and Organizational Communication - Practical theory - Approaches to practical theory Copyright © 2016 Pearson Education, Inc. All rights reserved.
Editor's Notes
- Point 1 – Approaches to organizational communication Functional Meaning-Centered Emerging perspectives Point 2 – Practical theory Enables you to focus on a real life situation that you are facing Enables you to explore what is unique about situation Enables you to consider both the powers and limits of each possible action Enables you to take actions that enhance your life and achieve positive outcomes Enables you to learn from experience in actual situations
- Organizational Communication Systems: Component Parts Point 1 – Organizational communication system Concept on which Functional tradition is based Answers questions like what are the main parts, what parts work together, etc. Point 2 – Organizations and individual units Information processing takes place in a number of related units collectively called suprasystems The individual units are called subsystems Communication Inputs Point 1 – External and internal environment information Internal environment takes information from external environment Relationship between external environment information and internal information processing is crucial Point 2 – Communication inputs Any information in external environment that can influence the suprasystem’s decision making Vital for an organization to have accurate and timely information to adapt and change
- Communication Throughput Point 1 – Communication throughput Transforming and changing of input information for internal organizational use Quality of throughput communication will determine the quality of organizational decisions Point 2 – Internal communication Internal subsystems move messages through the organization that influence the quality of decision making process Even with accurate and timely inputs, effective internal communication required for quality decisions Communication Output Point 1 – Communication output Messages to external environment from within the organization Results of input and throughput process Point 2 – Nature of output Intentional Unintentional
- Open versus Closed Systems Point 1 – Response of the environment Feedback from environment becomes new inputs for organization The way organization reacts to new input determines what system it is Point 2 – Systems Open: take in new information, transform it, and give it back Closed: characterized by lack of input Equifinality: ability to use a variety of approaches Message Functions Point 1 – Message functions How it contributes to the overall functioning of the organization Exact balance among message functions varies by organizational type and circumstance Point 2 – Categories Organizing functions Relationship functions Change functions
- Organizing Functions Point 1 – Organizing functions Establishes rules and regulations of a particular environment Define and clarify tasks, develop work instructions, evaluate task accomplishment Guide, direct, control organizational activity Point 2 – Organizing messages Adequacy and effectiveness evaluated by how well organizational members understand and perform tasks Also evaluated by how rules and regulations are understood and followed, how adequately daily operations support organizational goals Relationship Functions Point 1 – Relationship functions Help individuals define their roles and assess their compatibility with organizational goals Contribute to individuals’ sense of belonging in their work environment Contribute to employee morale Point 2 – Relationship messages Also called integrative or maintenance messages Establishes relationships between supervisors and employees and within peer groups Range from informal conversations to visible symbols of status Establishes human interactions that make organizational operations possible
- Change Functions Point 1 – Change functions Help organizations adapt what they do and how they do it Essential to an open system Occur in numerous choice-making situations Point 2 – Change communications Processing of new ideas and information and altering of existing procedures and processes Essential for continual adaptation to environment Effectiveness of change communication is the survival of the organization Necessary for innovation and adaptation Message Structure Point 1 – Message structure Movement of all messages throughout organization Movement of messages between organization and its external environment Point 2 – Functional approach Looks at repetitive patterns of interactions among members of the organization, use of a variety of channels, message directions Structure can be understood in terms of networks, channels, message directions, load, distortion
- Communication Networks Point 1 – Communication networks Formal and informal patterns of communication that link organizational members together Described by how formally or informally networks are organized, by links between people, and by roles people perform as they link Point 2 – Formal networks Formal organization prescribes who has final authority Formal act of organizing creates formal communication system Point 3 – Informal networks Emerge with individuals exchanging diverse types of information related both to organization and their social relationships Exclude numerous individuals designated for network inclusion by formal chain of command Exist side by side with formal networks Communication Channels Point 1 – Channels Means for transmission of messages Variety of channels available for transmitting oral and written messages Point 2 – Channel selection Choice and availability of communication channels influence the way the organization operate Selecting particular channel can communicate attitudes about both message receiver and message itself Power and status, work requirements, technical capability, judgments about channel effectiveness all contribute to its selection
- Message Direction Point 1 – Downward Message movement from person in position of authority to employee with lesser authority Authority defined by the chain of command or formal structure of the organization Point 2 – Upward Message movement beginning at lower organizational levels and transmitted to higher levels of authority Formal organization defines authority levels Point 3 – Horizontal Moves laterally across organization among individuals of approximately the same level Generally moves messages more quickly across organization Communication Load Point 1 – Load Number of messages moving through communication system Also called volume, rate, and complexity of messages processed by individual or organization as a whole Point 2 – Underload Occurs when volume, rate, complexity of messages to an individual or organization are lower than system’s capacity Found when individuals engage in routine, repetitive tasks that have been thoroughly learned Point 3 – Overload Occurs when the volume, rate, complexity of messages exceed system’s capacity Generates stress and strains capacity of individuals to deal with information
- Message Distortion Point 1 – Distortion Occurs as messages move throughout organization Contribute to alterations in meaning of messages Noise in the organizational communication system Point 2 – Factors of distortion Messages are influenced by the numbers of people involved, the channels for transmission, the speed of message exchanges, and the direction of flow Very language of message is also subject to distortion The Functional Tradition: Summary of Essential Characteristics Point 1 – Summary Message function Message structure Organizing relationships Networks Channels Directions Load Distortions Point 2 – Application to everyday life Using Functional approach and practical theory describe organizations in everyday life Can you describe your school as an organizational communication system
- Communication as Organizing and Decision Making Point 1 – Organizing No such thing as an organization; only ongoing interaction among human activities Human reactions “enact” organizational environments through information exchanges and active creation of meanings Point 2 – Decision making Process of choosing from among numerous alternatives Accomplished primarily through communication Process that sets in motion much of the “doing” of the organization Communication as Influence Point 1 – Influence process Necessary process for creating and changing organizational events Fundamental to development of shared organizational realities Point 2 – Communication process Organizational communication is the process through which organizational influence takes place Identification, socialization, communication rules, power are communication processes that help us understand influence
- Identification Point 1 – Identity Described as relatively stable characteristics that include our core beliefs, values, attitudes, preferences, decisional premises We are more receptive to organizational influences from organizations with which we identify Point 2 – Identification Results from the identity we bring to our organizational experiences Active process to which both individuals and organizations contribute Dynamic and potentially ever changing Contributes to problems if its influence contributes to silence or to a suspension of critical thinking Socialization and Assimilation Point 1 – Socialization Active organizational attempts to help members learn appropriate behaviors, norms, values Anticipatory socialization Encounter socialization Metamorphosis socialization Point 2 – Assimilation Complex membership negotiation along multiple dimensions within organizational systems Familiarity with others Acculturation Recognition Involvement Job competency Role negotiation
- Communication Rules Point 1 – Communication rules General prescriptions about appropriate communication behaviors in particular settings Informal norms about what type of communication is desirable in a particular organization Point 2 – Types of communication rules Thematic Tactical Power Point 1 – Power Attempt to influence another person’s behavior to produce desired outcomes Subject to positive use as well as abuse Point 2 – Resource Something owned or controlled by an individual, group, or entire organization More valuable if few alternatives to the use of the resource are available Individual controlling scarce resources higher-power than individual who controls resources with ample alternatives
- Communication as Culture Point 1 – Culture Unique sense of the place that organizations generate through ways of doing and communicating about the organization Reflects the shared realities and shared practices in the organization Point 2 – Cultural metaphor In the Meaning-Centered approach it describes communication as culture In organizational communication, communication is understood by understanding the uniqueness or shared realities in particular organizations Communication Climate Point 1 – Communication climate Reaction to an organization’s culture Subjective reaction to organization members’ perceptions of communication events Point 2 – Climate evaluation Positive or negative attitude towards a place Reaction to the culture, not a description of the culture itself
- The Meaning-Centered Approach: Summary of Essential Characteristics Point 1 – Summary Organizing Decision making Influence Culture Point 2 – Evaluation How Meaning-Centered approach differs from the Functional tradition Suggested task: Describe the culture of your school
- Communication as Constitutive Process Point 1 – Communication as a constitutive process Communication is a process of meaning development and social production of perceptions, identities, social structures, affective responses Communication is a process that literally produces organizing, decision making, influence Point 2 – Communication constitutes organization Leads to the call for more participative communication processes Emerging discussions of institutions, global cultures, technology as they relate to organizational communication
- Communication Constitutes Organization (CCO) Point 1 – CCO Rejects notion portrayed in the Functional tradition Expands on Meaning-Centered approach Point 2 – Different perspectives Fairhurst and Putnam perspective James Taylor and Elizabeth Van Every perspective Tim Kuhn perspective McPhee and Pamela Zaug perspective Larry Browning, Ronald Greene, S. B. Sitkin, Kathleen Sutcliffe, and David Obstfeld perspective
- Postmodernism and Organizational Communication Point 1 – Postmodernism Theoretical perspectives that represent an alienation from the past, skepticism about authority structures, ambiguity of meanings, mass culture Historical modernism is viewed as preceding postmodernity in time and experience Point 2 – Postmodern analysis Challenges traditional notions of rationality and rejects many of the tenets of Functional tradition and Meaning-Centered perspective Deconstruction
- Critical Theory and Organizational Communication Point 1 – Critical theory Focuses our attention on studying privilege, control, power with specific attention to abuses of power through communication Central goal: to create a society and workplaces that are free from domination Point 2 – Critical theory approach Depicts organizations where dominant groups control the development of ideologies or basic assumptions about how things should be Power is exercised through communication Power influences communication rules and structures
- Feminist, Race, and Class Perspectives and Organizational Communication Point 1 – Feminist theory Focuses on the marginalization and domination of women in workplace Attempts to move society beyond patriarchal forms and social practices by critiquing power relationships that devalue women Point 2 – Race perspective Currently less developed, emerging, and of significant importance Focuses on the domination of those not of a majority race Point 3 – Social class Material, socioeconomic-based distinctions contribute to identifying descriptions referred to as social class Encountered in organizational settings and constructed through communication
- Institutions and Organizational Communication Point 1 – Institutions Supraorganizational entities or governing bodies such as the economy, the state, or a religion Provide our environments with relatively stable traditions, practices, standards, customs, rules, laws Point 2 – Institutionalization Involves innovation, habitualization, objectification, sedimentation Organizational communication is fundamental in this description of the process
- Global Cultures and Organizational Communication Point 1 – Global cultures Core dimensions of global culture Profound differences affecting how individuals and groups may approach global collaborations Point 2 – Influence of cultural differences Collaborations across cultures influenced with particular emphasis on power relationships, treatment of others, marginalization of voices lower in dominance Affects all of the basic assumptions we use as we work in increasingly diverse environments
- Technology and Organizational Communication Point 1 – Influence on organizations Experiences Participation practices Point 2 – Influence on theoretical perspectives Meaning-Centered approach Postmodernism, critical theory, feminist, race, and class theories
- Twenty-First Century Emerging Perspectives: Summary of Essential Issues Point 1 – Summary CCO Postmodernism Deconstruction Critical theory Feminist, race, and class theories Influence of institutions, global cultures, technologies Point 2 – Application Apply the theories to a real life case and understand the issue from their perspectives Analyze the differences and similarities
- Practical Theory and Organizational Communication Point 1 – Practical theory All the discussed theories can be described in some respects as practical theory Help us ask questions, understand, critique, think about how to stimulate excellence in organizational communication Point 2 – Approaches to practical theory Mapping Engaged reflection Transformative practice