Preface | p. x |
Foundations | |
Introduction | p. 3 |
Defining the Study and Practice of Organizational Communication | p. 4 |
The Prevalence of Misunderstandings | p. 6 |
The Changing Nature of Organizations | p. 8 |
The Realities of a Diverse Workforce | p. 11 |
Ethical Frameworks and Organizational Communication | p. 13 |
Three Important Constructs | p. 16 |
Organizational Identification | p. 16 |
Job Satisfaction | p. 17 |
Communication Satisfaction | p. 17 |
Summary | p. 18 |
Classical Theories of Organizations | p. 21 |
The Metaphor of the Machine | p. 22 |
Minimizing Misunderstandings | p. 22 |
Taylor's Theory of Scientific Management | p. 24 |
Elements of Scientific Management | p. 25 |
Scientific Management in the Modern Workplace | p. 27 |
Fayol's Administrative Theory | p. 27 |
Principles of Management | p. 28 |
Elements of Management | p. 30 |
Administrative Theory in the Modern Workplace | p. 32 |
Weber's Theory of Bureaucracy | p. 33 |
Tenets of Bureaucracy | p. 34 |
Bureaucracy in the Modern Workplace | p. 36 |
Summary | p. 36 |
Humanistic Theories of Organizations | p. 39 |
Human Relations Theory | p. 39 |
Misunderstandings and the Emergence of the Worker | p. 40 |
The Beginning of the Human Relations Movement: z The Hawthorne Studies | p. 41 |
The Emergence of Communication: Chester Barnard | p. 45 |
Theory X and Theory Y: Douglas McGregor | p. 49 |
Human Resources Theory | p. 53 |
Four Systems of Management: Rensis Likert | p. 55 |
Blake and Mouton's Managerial Grid | p. 59 |
Summary | p. 61 |
Systems Theory | p. 63 |
Misunderstandings and the Organization as a System | p. 63 |
Systems Framework | p. 65 |
Principles of General System Theory | p. 66 |
Open-Systems Theory Principles | p. 67 |
Characteristics of Organizations as Systems | p. 69 |
Input-Throughput-Output | p. 69 |
Feedback and Dynamic Homeostasis | p. 70 |
Equivocality and Requisite Variety | p. 71 |
Role of Communication | p. 71 |
Systems, Subsystems, and Supersystems | p. 71 |
Boundaries | p. 72 |
The 'Closed' System | p. 73 |
Contingency Theory | p. 74 |
The Learning Organization | p. 76 |
Summary | p. 78 |
Organizational Culture Theory and Critical Theory | p. 81 |
Organizational Culture Theory | p. 82 |
What Is Organizational Culture? | p. 82 |
Misunderstandings and Organizational Culture | p. 83 |
Two Perspectives on Organizational Culture | p. 85 |
Definitions of Organizational Culture | p. 90 |
Schein's Model of Organizational Culture | p. 93 |
Critical Theory | p. 96 |
Organization as a Site of Domination | p. 96 |
Power, Hegemony, and Concertive Control | p. 97 |
Communication and Critical Theory | p. 100 |
Critical Theory: Issues and Challenges | p. 101 |
Summary | p. 103 |
The Communicative Organization | p. 105 |
Talk as Action: Structuration and the Communicative Organization | p. 106 |
Talk as Action | p. 107 |
The Communicative Organization Model | p. 109 |
Anticipate Misunderstandings | p. 110 |
Social Interaction | p. 114 |
Behavioral Flexibility | p. 116 |
Strategic Communication Planning | p. 116 |
Summary | p. 119 |
Challenges and Misunderstandings | |
Realistic Recruitment | p. 123 |
When Applicants and Organizations Misrepresent Themselves | p. 124 |
Misrepresentation by the Applicant | p. 125 |
Misrepresentation by the Organization | p. 126 |
The Costs of Traditional Recruiting | p. 127 |
The Human Factor | p. 127 |
The Financial Factor | p. 129 |
Addressing the Problem: Realistic Recruitment | p. 130 |
How RJPs Work | p. 131 |
The Medium of the RJP | p. 131 |
Time of Administration of the RJP | p. 135 |
Realistic Recruitment and the Communicative Organization | p. 135 |
Summary | p. 136 |
Socialization of New Members | p. 139 |
The Need for Information | p. 140 |
Organizational Assimilation | p. 144 |
Anticipatory Socialization | p. 145 |
Organizational Encounter | p. 145 |
Metamorphosis | p. 146 |
Criticisms of the Assimilation Approach | p. 147 |
Organizational Socialization | p. 148 |
Factors Affecting Socialization: Loyalty and Congruency | p. 148 |
Socialization Processes | p. 150 |
Summary | p. 154 |
Conflict in the Organization | p. 157 |
Defining Conflict | p. 158 |
How Does a Conflict Start? | p. 159 |
Negative Consequences of Conflict | p. 160 |
Negative Consequences | p. 160 |
Positive Consequences of Conflict | p. 161 |
Factors Influencing Conflict | p. 161 |
Conflict Styles | p. 162 |
Relationship Between a Superior's Conflict Styles and Rewards for Subordinates | p. 165 |
Diversity and Gender as Related to Conflict Styles | p. 165 |
Disputes and Negotiation | p. 166 |
Conflict Management and Resolution Skills | p. 167 |
Summary | p. 170 |
Superior-Subordinate Communication | p. 173 |
Nature and Importance of the Superior-Subordinate Relationship | p. 175 |
The Prevalence of Misunderstandings in the Superior-Subordinate Relationship | p. 176 |
A Dyadic View of the Superior-Subordinate Relationship | p. 179 |
Trait Research | p. 180 |
Behavior Research | p. 180 |
Leader-Member Exchange Theory | p. 181 |
Communication Activities: Superior to Subordinate | p. 184 |
Trust | p. 184 |
Immediacy | p. 185 |
Feedback | p. 185 |
Compliance-Gaining | p. 188 |
Communication Activities: Subordinate to Superior | p. 189 |
Upward Influence | p. 189 |
Women and the Superior-Subordinate Relationship | p. 190 |
Summary | p. 192 |
Peer and Co-worker Communication | p. 193 |
Nature of Relationships in Organizations | p. 194 |
Principles of Developing Work Relationships | p. 195 |
Proxemics Affect Relationship Development | p. 195 |
Relationship Communication Conveys Information and Imposes Behavior | p. 195 |
Relationships Can Be Symmetrical or Complementary | p. 196 |
Each Partner Has Different Interpersonal Needs | p. 196 |
Co-workers Can Have More Control Over Each Other Than Can Supervisors | p. 197 |
Relationship Development | p. 198 |
Social-Exchange Theory | p. 200 |
Positive Consequences of Work Relationships | p. 200 |
Negative Consequences of Work Relationships | p. 201 |
Strains Caused by Work | p. 202 |
Strains Caused by Friendship | p. 203 |
Strengthening Work Relationships | p. 205 |
Provide Positive Feedback | p. 205 |
Mediate Conflict | p. 205 |
Discuss Communication | p. 205 |
Help Manage Relationships | p. 206 |
Case Study (Submitted by Phil Modaff) | p. 207 |
Summary | p. 211 |
Organizational Teams | p. 213 |
Characteristics of Groups | p. 214 |
Norms | p. 214 |
Cohesiveness | p. 215 |
Diversity | p. 216 |
Satisfaction | p. 217 |
Groupthink | p. 217 |
Stress | p. 218 |
Stuckness | p. 219 |
Relational Communication in Groups | p. 219 |
Decision Making | p. 221 |
Ethics and Computer-Supported Decision Making | p. 221 |
Effective Teams | p. 222 |
Suggestions for Team Members | p. 224 |
Suggestions for Organizations | p. 225 |
Summary | p. 225 |
Communication Technology in the Organization | p. 227 |
An Overview of Communication Technology | p. 227 |
Voice Mail | p. 228 |
p. 230 | |
Teleconferences and Compressed Video | p. 232 |
Computer-Mediated Groups | p. 232 |
Virtual Reality | p. 233 |
Criteria for Selection of Mediated Communication | p. 234 |
Fear of Technology and the Impact of Technology on Relationships | p. 237 |
Summary | p. 238 |
Postscript | p. 239 |
Subject Index | p. 243 |
References | p. 251 |
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