Fundamentals of Organizational Communication

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  • Edition: 8th
  • Format: Paperback
  • Copyright: 2011-01-10
  • Publisher: Pearson
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With a blend of theory, analysis and practice, Fundamentals of Organizational Communicationpresents a unique competency-based approach incorporating personal knowledge, interpersonal sensitivity and ethical values. #xA0; This Eighth Edition provides an extensive introduction into the major organizational communication issues, theories and skills; enabling the reader#xA0;to immediately graps and apply the concepts presented.

Table of Contents



Chapter One


Organizational Communication: A Competency-Based Approach    

The Changing Nature of Organizations and Work     

Challenges for Individuals and Organizations

The Communications Era    

Communication: The Key to Organizational Excellence    

Excellence in Communication: Communication Competency    

Organizational Communication: A Competency-Based Approach    

The “What Business Is This of Ours?” Case    

Basics of Human Communication    

Defining Communication    

The Human Communication Process    







Field of Experience    

Communication Context    


The Construction of Shared Realities    

Concepts of Organizations    

Definitions of Organizational Communication    

Organizational Communication as Process    

Organizational Communication as People    

Organizational Communication as Messages    

Organizational Communication as Meaning    

Organizational Communication as Purpose    

Self-Assessment of Personal Development Needs    

Chapter Highlights    


The Case against Hiring Karen Groves    

The “What Do You Mean I’m Not Getting a Raise?” Case    

Tips for Effective Communication    

References and Suggested Readings    


Chapter Two

Perspectives for Organizational Communication    

The Coronado Company’s Quality Defects Case    


The Functional Tradition    

Organizational Communication Systems: Component Parts    

Communication Inputs    

Communication Throughput    

Communication Output    

Open versus Closed Systems    

Message Functions    

Organizing Functions    

Relationship Functions    

Change Functions    

Message Structure    

Communication Networks    

Communication Channels    

Message Direction    

Communication Load    

Message Distortion    

The Functional Tradition: Summary of Essential Characteristics    

The Meaning-Centered Approach    

Communication as Organizing and Decision Making    

Communication as Influence    



Communication Rules    


Communication as Culture    

Communication Climate    

The Meaning-Centered Approach: Summary of Essential Characteristics    

Emerging Perspectives    

Communication as Constitutive Process    

Communication Constitutes Organization

Postmodernism and Organizational Communication    

Critical Theory and Organizational Communication    

Feminist and Race Perspectives and Organizational Communication    

Institutions and Organizational Communication    

Global Cultures and Organizational Communication    

Technology and Organizational Communication    

Emerging Perspectives: Summary of Essential Issues    

Chapter Highlights    


The United Concepts Advertising Agency Dilemma Case    

The “Newcomers Aren’t Welcome Here” Case    

Tips for Effective Communication    

References and Suggested Readings    


Chapter Three

Communication Implications of Major Organizational Theories    

The Davis Instrument Company’s Manufacturing Crisis    


The Scientific Management School    

Principles and Basic Activities for Scientific Management    

Frederick Taylor • Henri Fayol • Max Weber

Communication Implications of Scientific Management Theories in Contemporary Organizations    

The Human Behavior School    

Major Human Behavior Theories    

Mary Parker Follett • Elton Mayo • Douglas McGregor • Rensis Likert

Communication Implications of Human Behavior Theories in Contemporary Organizations    

Integrated Perspectives Viewpoints    

Process and Environmental Approaches    

Herbert Simon • Eric L. Trist and Kenneth W. Bamforth • Joan Woodward, Paul Lawrence, and Jay Lorsch • Daniel Katz and Robert Kahn • Gareth Morgan • Margaret Wheatley • Peter Senge

Cultural Approaches    

Edgar Schein • Terrence Deal and Allen Kennedy • Thomas Peters and Robert Waterman • Joanne Martin and Peter Frost • Karl Weick

Communication Implications of Integrated Perspectives in Contemporary Organizations    

Postmodern, Critical, and Feminist  Perspectives    

Stewart Clegg • Jurgen Habermas • Marta Calás and Linda Smircich • Karen Ashcraft

Communication Implications of Postmodern, Critical, and Feminist Perspectives in Contemporary Organizations    

Chapter Highlights    


The “What Do You Mean I’m Not Going to Graduate?” Case    

The “We Never Had to Advertise Before” Case    

Tips for Effective Communication    

References and Suggested Readings    


Chapter Four

Organizational Communication: Values and Ethical Communication Behaviors    

The Presidential Fact-Finding (Witch-Hunt?) Case    


Values in Organizational Communication    

Organizational Value Systems    

Organizational Values, Globalization, and Diversity    

Individual Values    

Appraising Your Individual Value System    

Ethics in Organizational Communication    

The Abuse of Ethics    

Defining Ethics    

Making Ethical Decisions    

Defining Ethical Communication    

Influences for Ethical Organizational Communication    

Evaluating Ethical Behavior    

Organizational Conundrums    

Ethical Dilemmas in Organizational Communication    

Representing Skills and Abilities    

Communication Behaviors Related to Money    

Communication Behaviors Related to Information Collection, Dissemination, Problem Solving, and Decision Making    

Personal Communication Behaviors    

Communication Behaviors and Technology    

Destructive Communication Behaviors    

Planned Organizational Communication    

Courage, Responsibility, Trust, and Ethics    

Developing Ethical Standards in Organizational Communication    

Ethical Dilemmas in Organizational Communication    

Chapter Highlights    


People, Planet, and Profit: Sustainability and the Triple Bottom Line, Laura Quinn    

GreenBean Coffee, Inc.–Is It Our Responsibility? Laura Quinn    

Tips for Effective Communication    

References and Suggested Readings    


Chapter Five

Individuals in Organizations    

Dave Green’s First Real Job    


Individuals in Organizations   

The Intrapersonal Experience    

Dave Green: The Intrapersonal Experience    


Abraham Maslow • Frederick Herzberg • B. F. Skinner • Gerald Salancik and Jeffrey Pfeffer

Predispositions for Organizational Communication Behaviors    

Leadership and Conflict Preferences    

Communication Competency    

Interpersonal Experiences    

Dave Green: Interpersonal Experiences    

Forming Interpersonal Relationships    

Supervisors and Employees    


Customers, Clients, and Vendors    

Communication Networks and Interpersonal Relationships    

Diversity and Interpersonal Relationships    

Trust and Interpersonal Relationships    

Workplace Emotion, Balance, and Interpersonal Relationships

Technology and Interpersonal Relationships    

Increasing Interpersonal Effectiveness    

Cultural Intelligence    

Valuing Diversity    

Active Listening    

Guidelines for Good Listening    

Descriptive Messages    

Chapter Highlights    


Tips for Effective Communication    

References and Suggested Readings    


Chapter Six

Groups in Organizations    

Dave Green’s Small-Group Experiences    


Small-Group Experiences    

Types of Groups    

          Bona fide Groups

Primary Work Teams    

Directional Groups    

Quality Teams    

Task Force Groups    

Steering Committees    

Focus Groups    

Geographically Diverse Teams    

Social Support Groups    

Communities of Practice (CoP)

The Team-Based Organization    

The High-Reliability Organization

Group Processes

Workplace Democracy

Group Noms and Communication Roles    

Working in Groups    

Diverse Work Groups    

Creativity and Collaboration    

Virtual Groups    

Groups and Technology Use    

Increasing Group Participation Effectiveness    

Negative Participation Behaviors    

Positive Participation Behaviors    

Chapter Highlights    


Tips for Effective Communication    

References and Suggested Readings    


Chapter Seven

Leadership and Management Communication    

The Case of the Invisible Manager    


The Importance of Leadership and Management Communication    

Theories of Leadership and Management    

Trait Approaches    

Style Approaches    

Situational Approaches    

Transformational Approaches

Discursive Approaches

Distinctions between Leadership and Management    

Leadership and Management Challenges    

Changing Organizational Forms    

Global and Multicultural Changes    

High-Speed Management    

Inclusive-Participation Processes    

Building Trust

Determinants of Leadership Effectiveness   

Communication Competencies as Determinants of Leadership Effectiveness    

Predispositions for Leadership Communication    

Strategic Communication Objectives for Leadership    

Communication Tactics for Leadership    

Power Bases for Leaders    

Situational Analysis for Leadership    

Increasing Leadership Effectiveness    

Principled, Excellent, and Ethical Leadership    

Identifying Constructive Communication Behaviors for Leadership    

Chapter Highlights    


Leadership That Transforms, Michael Z. Hackman and Craig Johnson    

Tips for Effective Communication    

References and Suggested Readings    


Chapter Eight

Participating in Organizations: Developing Critical Organizational Communication Competencies    

The Decisions, Problems, More Decisions Case    


Defining Decision Making and Problem Solving    

Influences for Decision Making and Problem Solving    


The Decision/Problem Issue    

Communication Competency    

Technical Competency    

Methods for Decision Making and Problem Solving   

Individual Approaches    

Leader Mandate    

Majority Rule    

Powerful Minority    


Barriers to Effective Decision Making and Problem Solving    

Organizational Barriers    

Task and Procedural Barriers    

Interpersonal Barriers    

Problem-Solving Processes    

The Standard Agenda: A Rational Model    


Experientially Based Processes    

Increasing Decision-Making and Problem-Solving Effectiveness    

Interaction Process Skills    

Fact-Finding and Evaluation Skills   

Information Criteria    

The Spending More to Save More Presentation Case    

Interviews in Organizations    

The Informational Interview    

The Employment Interview    

The Performance Appraisal Interview    

The Complaint Interview    

The Counseling Interview    

The Media Interview    

Increasing Interview Effectiveness    

Presentations in Organizations    

Types of Organizational Presentations    

Training/Educational Presentations    

Informational Presentations    

Persuasive Presentations    

Increasing Presentation Effectiveness    

Increasing Credibility    

Audience and Context Analysis    

Preparation of Material    

Preparation for Presenting    

Handling Participation    

Communications Technology in Organizations    

Preparation for Communications Technology    

Chapter Highlights    


Tips for Effective Communication    

References and Suggested Readings    


Chapter Nine

Organizational Conflict: Communicating for Effectiveness    

The Middlesex Insurance Company Case    


Defining and Describing Conflict Processes    

Defining Conflict    

Conflict Contexts    

Conflict Causes    

Conflict Episodes    

The Individual in Organizational Conflict    


Strategic Objectives    

Communication Tactics in Conflict    

Emotion during Conflict    

Groups in Organizational Conflict    

Group Members in Conflict    

Framing and Sensemaking

Procedural Conflict    

Interpersonal Issues    

Substantive Issues    


Group Conflict Management Processes    

Power and Organizational Conflict    

Conflict with Customers and Vendors    

Special Types of Organizational Conflict: Sexual Harassment, Discrimination, Ethical Abuses    

Productively Engaging in Conflict    

Supportive Climates, Ethical Behaviors, Principled Negotiation, and Co-Construction    

Guidelines for Productive Conflict    

A Process for Productive Conflict    

The Process    

Chapter Highlights    


Tips for Effective Communication    

References and Suggested Readings    


Chapter Ten

Strategic Organizational Communication: Professional Applications of Organizational Communication    

The Press and the Stockholders Want to Know Case    


Describing Strategic Organizational Communication    

Perspectives on Strategic Organizational Communication    

The Organization and Its Environment    

Multiple Publics    

Environmental Scanning    

The Global Environment    

Strategic Management    

Strategic Organizational Communication    

Public Relations    

Managing an Organization’s Image or Reputation    

Internal Communications    

Public Affairs and Issues Management    

Media Relations    

Risk and Crisis Communication


Integrated Marketing Communications

The Marketing Mix



Relationship Marketing and the Use of Marketing Databases

Technology and Strategic Organizational Communication

Evaluating Strategic Organizational Communication

Ethical Issues in Strategic Organizational Communication    

Chapter Highlights    


Communication about Risk and Crisis in the 21st Century, Sherwyn P. Morreale

Southwest Airlines:  Social Media in Action, Adam Saffer

Tips for Effective Communication    

References and Suggested Readings    


Chapter Eleven

Organizational Change and Communication    

The Techtron Computers “Want to Survive, Go Public, and Then What?” Case    


The Pace of Change    

Developing and Sustaining Organizational Excellence    

Barriers to Change    


Organizational Silence    

Knowledge or Information Deficits    

Risk Perception    



Active and Passive Resistance    

Organizational Leadership

Organizational Trust    

Organizational Decline

The Leadership of Development and Change    

Models and Processes for Development and Change

     Organizational Transformation Process

     Diffusion of Innovation

        Stakeholder Theory

The Purchase Model    

The Doctor—Patient Model    

The Process Model    

Appreciative Inquiry

Planned Development and Change    

Data Collection    

Data Evaluation    

Planning and Implementing Solutions   

Evaluating Results    

     Communicating about Change    

Chapter Highlights    


Jane Edwards’s Problem Employee    

The Case of the Poorly Written Manual    

The Transition of Stanley Manufacturing    

The Crisis at Homes for the Homeless    

Mason Financial Is Working at Capacity    

Changes for Hewlett Designers    

Into the Pit and Out Again: An Organizational Turnaround, Nina Polok    

Tips for Effective Communication    

References and Suggested Readings   


Chapter Twelve

Career Options for Organizational Communication    

The “Where Do We Go from Here?” Case    


Choosing a Communication Career    

Knowledge for Employment Matching   

Sensitivity for Employment Matching    

Skills for Employment Matching    

Values for Employment Matching    

Career Choices in Organizational Communication    

Internal Communication    

External Communications    


Human Services    


Research: Information Management    



Additional Options for Organizational Communication    

Educational Preparation for Organizational Communication Careers    

Careers in the Twenty-First Century    

Old versus New Career Paradigms    

Protean Careers    

The Boundaryless Career    

Twenty-First-Century Organizational Forms and Career Skills    

Networked Organization    

Cellular Organization    

Team-Based Careers    

Chapter Highlights    


      Tips for Effective Communication    

References and Suggested Readings    



Putting It All Together    


I Can’t Believe Our Entire World Is Wired    

How Did This Harm Occur?    

Granite City’s Homeless Shelter: Doing More with Less    

Dennison Computer Corporation–A Lesson in Organizational Culture    

China, India, and Oklahoma City: Working Together, but How?    

Don Augustine’s Disappointed Staff    

Dora Cartwright’s Leadership Dilemma    

Kathy’s Stubborn, Smart Streak    

Brian James Doesn’t Know What to Believe     

I Am Tired and Stressed     

I Thought I Gave Them Everything    

Ann Cartwright, Vice President of Drummond Industries    

The Rule Here Is to Do What Management Wants    

Two Men–Two Issues–Two Japanese Workers, Rieko McAdams    

I Thought We Were a Team    

The Internal Communications Dilemma    

The Reluctant Team Member    

What Happened to the Value of Networking?    

The “Walking the Talk” Manager    

Working Together at a Distance    

Career and Personal Needs Just Don’t Mix    

The Competitive Leak Is More Than a Crisis    

The CEO Puts Her Foot in Her Mouth    

The Only U.S. Communicator on the Team

Working Across Time and Space

Are We a High-Reliability Team or Not?


Name Index    

Subject Index

Rewards Program

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