org comm

Martin

Perspectives on organisational culture 1 Integration - common features improve performance. unified culture 2 differentiation - subcultures constitute the organization. cultural pluralism 2 fragmentation - conflict is inevitable. Managerial activity reconciles the group.

the urgent organization

companies whose main challenge is to shorten the time in which they develop new products and respond to customer demands

Renaissance Figure

a person with many talents, interests, and areas of knowledge. four key work skills: 1. digital tools 2. analytics and data 3. business management 4. design and creative

flexibility

the nature of organizational communication in the business world of even five years ago no longer applies

organizational communication definition

"...the way in which an organization gives the public and its employees information about its aims and what it is doing.."

Conrad & Ryan

Approaches to the concept of power

Axley

Assumptions of the various conceptions of organizational communication Language allows us to transfer thoughts and feelings from one person to another Speakers, writers insert thoughts and feelings into words Listeners extract those feelings This approach sees communication as a tool that people use to accomplish objectives But it's incomplete and linear Communication models similar to this are Shannon weaver's model And Berlos SMCR model of com

Collins & Porras

Characteristics of "cult-like" cultures Getting the right actors on stage, putting them in the right frame of mind, and giving them the freedom to ad lib as they see fit. Central to these characteristics was the need for successful companies to develop 'cult-like cultures'.

Scott

Characteristics of organizational bureaucracy Scott defines bureaucracy it as "the existence of a specialized administrative staff". Hierarchy of authority, division of labor (specialization), system of regulations (formality), impersonality (not having personal dependency), and recruitment and promotion based on technical competence.

Putnam & Poole

Conflict in the organizational arena interpersonal, intergroup, and interorganizational. Due to the dynamic nature of conflict, outcomes of conflict will always be relative in relationship to time. Outcomes can never be static measures but are processes that can change. Communication aids in the forming of issues, framing of perceptions, translating feelings into conflict, and enacting the conflict itself

Sahlins

Culture as meaningful orders of people and things Not biology but culture as the driving force behind human behavior and development; he argued that human nature cannot be adequately explained by genetic determinism and concepts of brutal competition and self-interest.

Tretheway

Disciplined bodies employs a Foucauldian feminist lens to analyze how organizational and gendered discourses are quite literally written upon women's bodies in ways that often constrain women's professional identities (1) a professional body is a fit body; (2) a professional body (purpose-fully) emits signs and messages through bodily comportment, nonverbal behaviours.. the body is conceived as a text to be read; and, (3) a professional woman's body is positioned as excessively sexual. The task of controlling the female body is made more difficult because the female body has a tendency to overflow. Indicates how professional women's bodies are normalized and made docile in organizational contexts.

Edley

Discourse at a woman-owned business Illustrates how the cultural practice of discursive essentializing in a woman-owned and operated business accomplished simultaneous agendas of power and resistance. Utilizing Foucault's conceptualization of power and resistance illustrates how the performance of gendered stereotypes, rather than having negative consequences, allowed organizational members to suppress conflict and to reproduce the owners' concept of the ideal workplace for women. Created a community of support, flexibility, and loyalty while simultaneously suppressing dissent and strategically subordinating the employees' interests to the owners to achieve larger goals for themselves in the long term.

von Bertalanffy

Founder of the systems movement explain life phenomena. transcending the frontiers between a wide range of disciplines—physics, chemistry, biology, psychology, and the social sciences. His basic idea was that the systems analyzed in these different branches of learning share a number of features that can and should be the subject of a science of systems as such. A system is composed of parts and relationships among them. The system provides the framework or organizing principle for structuring the parts and relationships into an organized whole. This makes systems capable of behaving in ways that are greater than merely the sum of the behaviors of their parts, thus leading to the common adage: 'the whole is greater than the sum of its parts.'

Kanter

Gender-related issues in organisational communication "tokenism" has been used widely to explain many of the difficulties women face as they enter traditionally male occupations. Suggests that barriers to women's full occupational equality can be lowered by the hiring of more women in organizations that are highly-skewed male.

Grant

Givers and takers In every workplace, there are three basic kinds of people: givers, takers and matchers. Offers strategies to promote a culture of generosity and keep self-serving employees from taking more than their share. Takers tend to be self-focused, evaluating what other people can offer them, givers are other-focused, paying more attention to what other people need from them."

Janis

Groupthink people strive for consensus within a group. In many cases, people will set aside their own personal beliefs or adopt the opinion of the rest of the group. People who are opposed to the decisions of the group remain quiet, preferring to keep the peace rather than disrupt the uniformity of the crowd.

Mayo

Hawthorne studies conducted on workers at the Hawthorne plant of the Western Electric Company by Elton Mayo and Fritz Roethlisberger in the 1920s. Brought out that the productivity of the employees is not the function of only physical conditions of work and money wages paid to them. Productivity of employees depends heavily upon the satisfaction of the employees in their work situation.

Maslow

Hierarchy of needs theory of motivation. five categories of human needs dictate an individual's behavior. Those needs are physiological needs (food and clothing, safety needs(job security), love and belonging needs, esteem needs, and self-actualization needs.

4 conceptions of organisational communication

I- nformation transfer -Transactional process -Strategic control -Balance of creativity and constraint

Benoit

Image restoration theory outlines strategies that can be used to restore one's image in an event where reputation has been damaged. 5 broad categories: denial, evading responsibility, reducing offensiveness, corrective action, and mortification.

White & Lippit

Leadership style authoritarian (autocratic), participative (democratic), and delegative (laissez-faire). promotes team work and on good interpersonal relations. The leader does not interfere with the events, thus the subordinates do what they want. There is autonomy among the members, they have complete freedom to make decisions. Thus, this type of leadership was ineffective when measured in hierarchical organizations.

Senge

Learning organizations Instead of visualizing a traditional hierarchy, today's companies can survive when it succeeds in creating a learning organization. An organization where people continually expand their capacity to create the results they truly desire. the five disciplines of learning organizations are as follows: Building a Shared vision - created through interaction with the employees in the enterprise Systems Thinking - reflects the observational process of system. Every action and consequence is correlated with another. Mental Models - understand who we are will enable us to visualize where to go and how to develop further. The organization has to be flexible in accepting changes. Team Learning - Colleagues as team members instead of rivals.Set up dialogues wherein people dare to be vulnerable. The environment should be safe. Mistakes are forgiven. Personal Mastery - When people believe in their own powerlessness, it will hold them back from realizing their vision. For this reason, we should train the subconscious mind to tackle the stress and problems in reality.

Schein

Levels of organizational culture divided an organization's culture into three distinct levels: artifacts, values, and assumptions. Artifacts are the overt and obvious elements of an organization. They're typically the things even an outsider can see, such furniture. Values are the company's declared set of values and norms. Values affect how members interact and represent the organization. Most often, values are reinforced in public declarations. Shared basic assumptions are the bedrock of organizational culture. They are the beliefs and behaviors so deeply embedded that they can sometimes go unnoticed. But basic assumptions are the essence of culture.

Habermas

Manufactured consent Has called the coming together to discuss community life in places and forums the 'public sphere.'public sphere' is the arena where ideas and thoughts are debated and actions taken for the society. Media is a part of this public sphere, and when they publish a restricted range of opinions, the number of solutions and explanations individuals have is diminished. Additionally, the degree to which communities can be heard is also diminished. When the government or private capital takes over the media, democracy is concretely diminished. Whether in a repressive regime or democracy, a media that is not controlled by government or private interests, but the wider masses, ultimately serves the public best.

Morgan

Metaphors of organizations machines, organisms, brains, cultural systems, political systems, psychic prisons, instruments of domination, and flux and transformation. These metaphors expose us to new ways of seeing our organizations, ourselves, and others we work with. Machine: is a series of connected parts arranged in a logical order in order to produce a repeatable output Organism:a collective response to its environment and, to survive, must adapt as the environment changes Brain: a set of functions designed to process information and learn over time Cultural System: is a mini-society, with its own culture and subcultures defined by their values, norms, beliefs, and rituals Political System: is a game of gaining, influencing, and coordinating power Psychic Prison: collection of myths and stories that restrict people's thoughts and actions Instrument of Domination: means to impose one's will on others and exploit resources for personal gains Flux and Transformation: an ever-changing system indivisible from its environment

Bentham

Panopticon Prisoners will never know whether or not they are being watched. It was a manifestation of his belief that power should be visible and unverifiable. Through this seemingly constant surveillance, Bentham believed all groups of society could be altered. Monitoring electronic communications from a central location, that is panoptic...certain activities are better conducted when they are supervised.

Foucault

Power operates through discourse Discourse transmits and produces power; it reinforces it, but also undermines and exposes it, renders it fragile and makes it possible to thwart'. Discourses are more than ways of thinking and producing meaning. Power is often defined as a person's ability to influence the behaviors of others, whereas discourse refers to the use of language as a form of social action.

Likert

Principle of supportive relationships "holds that all interactions within an organization should support individual self-worth and importance, with emphasis on the supportive relationships within work groups and open communication among them."

Myers & Oetzel

Processes involved in socialization

Weick

Retrospective sense-making Sensemaking is the process by which people give meaning to their collective experiences. It has been defined as "the ongoing retrospective development of plausible images that rationalize what people are doing".

Taylor

Scientific management by optimizing and simplifying jobs, productivity would increase. He also advanced the idea that workers and managers needed to cooperate with one another. This was very different from the way work was typically done. Taylor believed that all workers were motivated by money, so he promoted the idea of "a fair day's pay for a fair day's work."

Craig

Seven domains of communication theory Traditions of communication theory have emerged through research into communication, and each one has their own way of understanding communication. Rhetorical: views communication as the practical art of discourse. Semiotic: views communication as the mediation by signs. Phenomenological: communication is the experience of dialogue with others. Cybernetic: communication is the flow of information. Socio-psychological: communication is the interaction of individuals. Socio-cultural: communication is the production and reproduction of the social order. Critical: communication is the process in which all assumptions can be challenged.

Hersey & Blanchard

Styles of situational leadership No leadership style is better than another. Instead of focusing on workplace factors, leaders adjust their styles to those they lead and their abilities. Adaptive, flexible. 1 - Delegating style: A low-task, low-relationship style. Allows the group to take responsibility for decisions. This is best used with high maturity followers. 2 - Participating style: A low-task, high-relationship that emphasizes shared ideas. Managers use it with moderate followers who are experienced but lack confidence. 3 - Selling style: A high-task, high-relationship style in which the leader attempts to sell their ideas to the group. Persuasive manner. Used with moderate follower with ability but are unwilling to do the job. 4 - Telling style: A high-task, low-relationship style wherein the leader gives explicit directions and supervises work closely. This style is geared toward low maturity followers.

Weber

Supporter of bureaucracy, universalism bureaucracy constitutes the most efficient and rational way in which human activity can be organized and that systematic processes and organized hierarchies are necessary to maintain order, to maximize efficiency, and to eliminate favoritism. Weber has adopted a cautiously universalist position; he did not consider processes of rationalization to be a special phenomenon of the Occident. The rationalization that can be proven in all world religions initially led only in Europe to a form of rationalism that at the same time has special features, namely occidental and general, that characterize modernity at all.

Martin

Taxonomy of perspectives on organizational culture

Deetz

The "corporate colonization of the life world" Our obsolete understanding of communication processes and power relations prevents us from seeing the corporate domination of public decision-making. For most people issues of democracy, representation, freedom of speech, and censorship pertain to the State and its relationship to individuals and groups, and are linked to occasional political processes rather than everyday life decisions. This work reclaims the politics of personal identity and experience within the work environment as a first step to a democratic form of public decision-making appropriate to the modern context.

Clair

The "framing" of sexual harassment Sexual harassment accepted or justified as a less important problem than other managerial concerns. "It doesn't really matter, the work is what matters". Misunderstanding, reification, trivialization, denotative hesitancy, and invoking the private domain or private expression. Subjugated group actively participates in the production and reproduction of the dominant organizational ideology.

Peter

The Peter Principle people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not necessarily translate to another. Being incompetent, the individual will not qualify for promotion again, and so will remain stuck at this final placement or Peter's plateau.

Giddens

The duality of structure one of the core concepts of Giddens' theory of structuration argues that just as an individual's autonomy is influenced by structure, structures are maintained and adapted through the exercise of agency. Social Structure is the outcomes of practices which have previously happened, and it makes practices possible (the duality of structure), and it is not separate from action.

Deal & Kennedy

The elements of strong cultures descriptive. It argues that no cultural type is better than another, because the types emerge as a result of circumstances. Its value lies in using it to understand how culture evolves and how to manage the various elements that influence it. Model based on two dimensions, suggested that the biggest single influence on a company's culture was the business environment in which it operated. They called this 'corporate culture', required to succeed in that environment.

Stohl & Cheney

The paradoxes of employee participation and workplace democracy as employers and employees strive to enact what they believe are the basic goals of workplace participation Paradoxes of identity deal with the fundamental challenges of establishing selfhood and individuality while being part of groups. Identification with respect to a group can be thought to consist of at least three dimensions: membership, loyalty, and similarity. The paradoxes of identity address issues of boundaries, space, and the divide between the in-group, or clique, and the out-group, or all others. These paradoxes suggest that in participatory systems, individual needs and self-management are powerfully managed by the group and by adherence to organizational goals we should view paradoxes of employee participation and workplace democracy as points at which to enhance our understanding of constraints and freedom, places from which to critique sometimes oppressive systems, and opportunities for creative and even subversive action.

Barnard

The purpose of management seen as interpersonal Organizations need to be both effective and efficient. Points out that a common purpose in an organization can only be achieved with communication. Organizations as cooperative systems: a complex of physical, biological, personal and social components which are in a specific systematic relationship by reason of the cooperation of two or more persons for at least one definite end.

Mumby

The ways ideology functions Ideology concerns the ways in which the identities of organization members are constructed through communicative practices, such that particular relations of power are produced, reproduced, or transformed. Uses Giddens's (1979) three functions of ideology and adds a fourth of his own. Thus, ideology functions to (1) transmute or deny contradictions, (2) naturalize the present through reification, (3) present sectional interests as universal, and (4) foster hegemonic forms of control.

McGregor

Theory X and Y management Theory X assumes that people dislike work and must be coerced, controlled, and directed toward organizational goals. Most people prefer to be treated this way to avoid responsibility. Theory Y—the integration of goals—emphasizes the average person's interest in his work, his desire to be self-directing and to seek responsibility, and his capacity to be creative in solving business problems. Conclusion is that the latter approach is the more desirable one to follow. Each approach is effective in some cases but not in others.

Ouchi

Theory Z Japanese consensus style. He argued that western organizations could learn from their Japanese counterparts. Promotes stable employment, high productivity and high morality and employee satisfaction. The loyalty of employees is increased by offering them a job for life with a strong focus on employee well-being both on the job and private lives.

Louis

Two classes of information (during socialization) - Role-related information: Encompasses the information, skills, procedures and rules that must be learned to perform on the job. - Information about the organizational culture: - difficult to obtain - rarely found in formal documentation and may be difficult for employees to articulate - often found through "memorable message" (stories that are passed around)

Weber

Types of legitimate power traditional, rational-legal, and charismatic. Charismatic authority is relatively unstable because the authority held by a charismatic leader may not easily extend to anyone else after the leader dies. Rational-legal authority derives from law and is based on a belief in the legitimacy of a society's rules and in the right of leaders to act under these rules to make decisions and set policy. Traditional authority is power that is rooted in traditional, or long-standing, beliefs and practices of a society. It exists and is assigned to particular individuals because of that society's customs and traditions (ex royals)

French & Raven

Types of social power Legitimate. Reward. Expert. Referent. Coercive. Defined social influence as "a change in the belief, attitude, or behavior of a person (the target) which results from the action of another person (an influencing agent)". Social power is the potential for such influence.

Kotter & Heskett

Value consensus and organizational performance "strong corporate cultures that facilitate adaptation to a changing world are associated with strong financial results" (2015). The true value of a company is no longer determined by financial statements. In the 21st century, a strong organizational culture is viewed as an intangible asset through its ability to improve performance and the success of the organisation. However, in an organization with a weak culture, it can be viewed as a liability that possesses the potential to hinder business performance and success.

Fayol

Visionary leadership Mobilize teams to work toward their vision, and they need structure to guide them. Leaders have a vision, mapped out a path in their mind, and they need to communicate this to their employees in order to set plans in motion. This leadership style is defined by persuasion, charisma, and a high emotional IQ. Leaders who practice this management style can articulate a vision for the future, and the path others must take to reach it.

situated

different choice of communication for an online t-shirt distributor VS. paramount pictures

Multicultural management

is the ability to adapt one's leadership style to both respond to and make the most of pervasive cultural differences in values and practices among a diverse employee population

Morgan, 1986

metaphor of organizations: organization as a machine, as an organism, culture, brain, political system, psychic prison, instrument, transformation

perishable

patterns of interaction that were effective last year may be outdated today

Etzioni

typology of adaptation