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An Introduction to
Organizational
Communication
v. 0.0This is the book An Introduction to Organizational Communication (v. 0.0).
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iiTable of Contents
About the Authors................................................................................................................. 1
Preface..................................................................................................................................... 3
Chapter 1: Introduction to Organizational Communication ....................................... 7
What is an Organization? .............................................................................................................................. 9
What is Communication? ............................................................................................................................ 26
History of Organizational Communication ............................................................................................... 32
Approaches to Organizational Communication Research ....................................................................... 40
Chapter Exercises......................................................................................................................................... 58
Chapter 2: Organizational Communication Ethics....................................................... 63
Nature of Ethics............................................................................................................................................ 65
Business Ethics ............................................................................................................................................. 73
Communication Ethics................................................................................................................................. 81
Organizational Communication Ethics ...................................................................................................... 87
Chapter Exercises....................................................................................................................................... 104
Chapter 3: Classical Theories of Organizational Communication .......................... 108
The Classical Perspective .......................................................................................................................... 110
Human Relations Theories........................................................................................................................ 119
Human Resources Theories....................................................................................................................... 127
Chapter Exercises....................................................................................................................................... 137
Chapter 4: Modern Theories of Organizational Communication ........................... 142
Rethinking the Organization .................................................................................................................... 144
Rethinking Communication...................................................................................................................... 165
Representative Modern Theories............................................................................................................. 183
Chapter Exercises....................................................................................................................................... 194
Chapter 5: Communicating Between and Among Internal Stakeholders ............. 199
Formal Communication Networks ........................................................................................................... 202
Informal Communication Networks ........................................................................................................ 243
Chapter Exercises....................................................................................................................................... 263
iiiChapter 6: Organizational Communication Climate, Culture, and Globalization268
Psychological Life of Organizations ......................................................................................................... 269
From Climate to Culture: A History of Research..................................................................................... 270
Components of Organizational Culture ................................................................................................... 271
The Process of Organizational Culture .................................................................................................... 272
Analyzing Climate and Culture................................................................................................................. 273
Outcomes of Organizational Climate and Culture .................................................................................. 274
Globalization............................................................................................................................................... 275
Chapter 7: Leader and Follower Behaviors & Perspectives ..................................... 276
Approaches to Leadership......................................................................................................................... 282
Followership ............................................................................................................................................... 304
Mentoring and Coaching........................................................................................................................... 317
Chapter Exercises....................................................................................................................................... 335
Chapter 8: Organizational Identity and Diversity ..................................................... 338
Identity and the Organization .................................................................................................................. 341
Identity and the Organization Member................................................................................................... 362
Diversity and the Organization ................................................................................................................ 375
Chapter Exercises....................................................................................................................................... 392
Chapter 9: Teams in the Workplace .............................................................................. 397
Group........................................................................................................................................................... 399
Types of Teams........................................................................................................................................... 408
The Downside to Teams............................................................................................................................. 413
Group Communication Roles .................................................................................................................... 420
Chapter Exercises....................................................................................................................................... 429
Chapter 10: Recruiting, Socializing, and Disengaging.............................................. 433
Recruiting ................................................................................................................................................... 434
Socializing................................................................................................................................................... 450
Disengaging ................................................................................................................................................ 467
Chapter Exercises....................................................................................................................................... 473
Chapter 11: Teams in the Workplace............................................................................ 476
Group vs. Team........................................................................................................................................... 477
Characteristics of Teams ........................................................................................................................... 478
Types of Teams........................................................................................................................................... 479
The Downside to Teams............................................................................................................................. 480
ivChapter 12: Entering, Socializing, and Disengaging ................................................. 481
Entering....................................................................................................................................................... 482
Socializing................................................................................................................................................... 483
Disengaging ................................................................................................................................................ 484
Chapter 13: Technology in Organizations ................................................................... 485
Innovation in Organizations ..................................................................................................................... 486
A Brief History of Technology in Organizations..................................................................................... 487
Why We Use Technology ........................................................................................................................... 488
Benefits of Technology on Organizational Outcomes ............................................................................ 489
Knowledge Management........................................................................................................................... 490
The Downside to Technology in the Organization ................................................................................. 491
Chapter 14: Stress, Conflict, and Negotiation............................................................. 492
Stress ........................................................................................................................................................... 493
Conflict ........................................................................................................................................................ 494
Negotiation ................................................................................................................................................. 495
Chapter 15: The Dark Side of Organizational Communication ............................... 496
Aggression in the Workplace.................................................................................................................... 497
Discrimination in the Workplace ............................................................................................................. 498
Employee Behavior .................................................................................................................................... 499
Organizational Behavior ........................................................................................................................... 500
Outcomes of the Dark Side ........................................................................................................................ 501
Chapter 16: Corporate Communications: Communicating with External
Stakeholders ...................................................................................................................... 502
Communication with an Organization’s Environment .......................................................................... 503
Types of External Stakeholders................................................................................................................ 504
Public Relations and Marketing ............................................................................................................... 505
Sales............................................................................................................................................................. 506
Customer Service ....................................................................................................................................... 507
Chapter 17: Strategic Communication (issue management, risk communication,
& crisis communication).................................................................................................. 508
Corporate Issue Management................................................................................................................... 509
Risk Communication.................................................................................................................................. 510
Crisis Communication ............................................................................................................................... 511
vChapter 18: The Professional Side of Organizational Communication ................. 512
Organizational Development .................................................................................................................... 513
Communication Analysis........................................................................................................................... 514
Organizational Change .............................................................................................................................. 515
Workplace Learning................................................................................................................................... 516
Human Performance Improvement ......................................................................................................... 517
Chapter 19: Organizational Communication and Your First Job out of College.. 518
viChapter 1
Introduction to Organizational Communication
PLEASE NOTE: This book is currently in draft form; material is not final.
Why Organizational Communication Matters
PLEASE NOTE: This book is currently in draft form; material is not final.
Welcome to your first book in organizational communication. This book assumes
that you have some background in the field of human communication and probably
minimal exposure to the world of organization studies. In the Preface of this book,
which we strongly encourage you to read, we discussed the reasons why studying
organizational communication matters in the 21st Century.
Your average employed person working in the United States averages 7.5 hours of
work per day (7.9 hours on the week days; 5.5 hours on the weekend). This study
from the US Department of LaborThe US Department of Labor. (2010). American
time-use survey—2010 results Press release. Retrieved from http://www.bls.gov/
news.release/pdf/atus.pdf further noted that these are just the hours a person
spends in a traditional working environment. People further spend about 36
minutes a week interacting with an educational organization, about 43 minutes
shopping, and about 16 minutes attending religious services or volunteering. When
people traditionally hear the word “organization” they most often jump right to the
idea of a workplace. However, an organization is a much broader term and covers a
lot more ground than just someone’s workplace. As such, time that is spent in an
educational environment, shopping, attending religious services, and volunteering
are also examples of someone interacting with or in an organization.
This book looks at organizational communication as a broad term that encompasses
a wide array of organizational types, which we’ll explore in more detail elsewhere
7Chapter 1 Introduction to Organizational Communication
in this chapter. Even if you just take the average 7.5 hours per day an individual
spends “working” in an organization, you will end up in an organizational
environment a little over 111 days per year. If you work for 40 years, you’ll basically
spend 12 of those years at work. We don’t tell you this to scare you, but to help you
understand the importance of knowing how to interact and behave in
organizations. So, let’s get started
8Chapter 1 Introduction to Organizational Communication
1.1 What is an Organization?
PLEASE NOTE: This book is currently in draft form; material is not final.
LEARNING OBJECTIVES
1. Understand the three common components of the various definitions of
the term “organization.”
2. Differentiate among the four types of organizations: mutual benefit,
business concerns, service, and commonweal.
As with any academic endeavor, one must understand what one is studying before
one can delve into the specifics and intricacies of the subject matter. For this
reason, this section is going to start by defining what is meant by the term
“organization” and then looking at three different ways of categorizing different
types of organization.
Defining “Organization”
Many people have attempted to define what is meant by the word “organization.”
Instead of following suit and throwing yet another definition into the mix, we’ve
selected a number of definitions from common dictionary definitions to ones used
by business, psychology, economics, and communication scholars. Table 1.1
"Defining “Organization”" contains a partial list of the different types of definitions
seen across various academic disciplines.
Table 1.1 Defining “Organization”
Dictionary Definition
(1) the act of organizing or the state of being organized; (2) an organized structure or
whole; (3) a business or administrative concern united and constructed for a particular end
(4) a body of administrative officials, as of a political party, a government department, etc
(5) order or system; method.organization. (2009). Collins English Dictionary—Complete &
Unabridged 10th Edition. Retrieved March 18, 2012, from Dictionary.com website:
http://dictionary.reference.com/browse/organization
9Chapter 1 Introduction to Organizational Communication
General Business Definitions
“a system of consciously coordinated activities of two or more persons.”Barnard, C. I.
(1938). The functions of the executive. Cambridge, MA: Harvard University Press, pg. 73.
“The accomplishment of an objective requires collective effort, men set up an organization
designed to coordinate the activities of many persons and to furnish incentives for others
to join them for this purpose.”Blau, P. M., & Scott, W. R. (1962). Formal organizations: A
comparative approach. San Francisco: Chandler, pg. 5.
“A social unit of people, systematically structured and managed to meet a need or to
pursue collective goals on a continuing basis. All organizations have a management
structure that determines relationships between functions and positions, and subdivides
and delegates roles, responsibilities, and authority to carry out defined tasks.
Organizations are open systems in that they affect and are affected by the environment
beyond their boundaries.”organization. (n.d.). Retrieved March 18, 2012, from
BusinessDictionary.com website: http://www.businessdictionary.com/definition/
organization.html
“a Body of individuals working under a defined system of rules, assignments procedures,
and relationships designed to achieve identifiable objectives and goals.”Greenwald, H. P.
(2008). Organizations: Management without control. Los Angeles, CA: Sage, pg. 6.
Organizational Behavior Definitions
“a social unit within which people have achieved somewhat stable relations (not
necessarily face-to-face) among themselves in order to facilitate obtaining a set of
objectives or goals.”Litterer, J. A. (1963). Organizations: Structured behavior. New York: John
Wiley and Sons, pg. 5.
“an organization is a complex system, which includes as subsystems: (1) management, to
interrelate and integrate through appropriate linking processes all the elements of the
system in a manner designed to achieve the organizational objectives, and (2) a sufficient
number of people so that constant face-to-face interaction is impossible.”Lundgren, E. F.
(1974). Organizational management: Systems and process. San Francisco: Canfield Press, pg. 7.
Economics Definition
A short hand expression for the integrated aggregation of those persons who are primarily
involved in: “(1) the undertaking or managing of risk and the handling of economic
uncertainty; (2) planning and innovation; (3) coordination, administration and control; (4)
and routine supervision” of an enterprise.Harbison, F. (1959). Entrepreneurial organization
as a factor in economic development. The Quarterly Journal of Economics, 70, 364–379, pg. 365.
Industrial/Organizational Psychology Definition
“work consists of patterned human behavior and the ‘equipment’ consists of the human
beings.”Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York, NY:
John Wile & Sons, pg. 55.
“lively sets of interrelated systems task, structure, technology, people, and the
environment designed to perform complicated tasks.”Levitt, H. J. (1972). Managerial
1.1 What is an Organization? 10Chapter 1 Introduction to Organizational Communication
psychology: An introduction to individuals, pairs, and groups in organizations. Chicago: The
University of Chicago Press, pg. 265.
Organizational Communication Definitions
“social collectives in which people develop ritualized patterns of interaction in an attempt
to coordinate their activities and efforts in the ongoing accomplishment of personal and
group goals.”Kreps, G. L. (1986). Organizational communication. New York: Longman, pg. 5.
“including five critical features—namely, the existence of a social collectivity,
organizational and individual goals, coordinated activity, organizational structure, and the
embedding of the organization with an environment of other organizations.”Miller, K.
(2012). Organizational communication: Approaches and processes (6th ed.). Boston, MA:
Wasdworth-Cengage, pg. 11.
“Communicative structures of control.”Mumby, D. (in press). Organizational communication.
Los Angeles, CA: SAGE.
“an organized collection of individuals working interdependently within a relatively
structured, organized, open system to achieve common goals.”Richmond, V. P., &
McCroskey, J. C. (2009). Organizational communication for survival: Making work, work (4th ed.).
Boston: Allyn & Bacon, pg. 1.
“an aggregate of persons, arranged in predetermined patterns of relationships, in order to
accomplish stated objectives.”Redding, W. C. (1964). The organizational communicator. In
W. C. Redding & G. A Sanborn (Eds.), Business and industrial communication: A source book (pp.
29–58). New York: Harper & Row, pg. 33.
After reading this laundry list of different definitions for the word “organization,”
you may wonder how you to determine which one is the best? Well, to be
honest—we think they all have something to offer. When you look at the various
definitions for the word “organization,” you will start to see a certain pattern
emerge of consistent themes within the definition. Jason WrenchWrench, J. S. (in
press). Communicating within the modern workplace: Challenges and prospects. In
J. S. Wrench (Ed.), Workplace communication for the 21st century: Tools and strategies that
impact the bottom line: Vol. 1. Internal workplace communication. Santa Barbara, CA:
Praeger. examined a similar list of definitions and concluded that there are three
primary features that run through all definitions of the term “organization”: the
structure, the goal, and the people.
Organizational Structures
The first major theme commonly seen in the various definitions of the word
1
“organization” has to do with structure . When we talk about how organizations
1. How an organization functions
are structured, we are talking primarily about how they function in terms of what
in terms of what happens both
happens both within an organization and how an organizations functions within its
within the organization itself
external environment. For our purposes, we will look at structure in terms of four
and within its external
environment.
1.1 What is an Organization? 11Chapter 1 Introduction to Organizational Communication
basic processes: external environment, input, throughput, and output (Figure 1.1
"Organizational Structures")
Figure 1.1 Organizational Structures
External Environment
The first factor to consider when thinking about an organization is the external
2
environment that an organization exists in. The external environment consists of
all vendors, competitors, customers, and other stakeholders who can have an
impact on the organization itself but exist outside the boundaries of the
organization. Changes in the external environment where an organization exists
will have an effect on the organization itself. For example, image that the
government is going to pose new regulations on your industry, these new
regulations will have an effect on how the organization must function. When it
comes to how organizations interact with its external environment, we often refer
3
to two different types of boundaries. An organization that has open boundaries
allows for the free flow of information to the organization and is more likely able to
4
adapt to changes that occurs within the environment. Closed boundaries , on the
other hand, occur when an organization tries to insulate itself from what is
occurring within its environment. When an organization has closed boundaries,
that organization ends up being less aware of what is going on within the external
environment and sets itself up for major problems or obsolescence.
2. All of the vendors, competitors,
Input
customers, and other
stakeholders who can have an
5
impact on the organization
The next major aspect of an organization’s environment involves inputs. Inputs
itself but exist outside the
are those resources that an organization brings in from the external environment
boundaries of the organization.
in order for the organization to accomplish its goals. Typically, resources can be
3. Organizations that allow for
discussed in three general categories: physical materials, people, and information.
the free flow of information to
First, organizations bring in physical materials that it needs to accomplish its goals.
the organization and is more
likely able to adapt to changes Whether its computers, desks, light fixtures, or supplies necessary to build silicon
that occurs within the
microchips, organizations rely on a variety of vendors in the external environment
environment.
to provide physical materials.
4. When an organization insulates
itself from what is occurring
The second type of input necessary from the external environment involves people.
within its external
environment.
People can either come in the forms of workers, which are necessary resources for
any organization. An organization is reliant on bringing in skilled workers to help
5. Those resources that an
the organization accomplish its goals. One of the biggest complaints many
organization brings in from the
external environment in order
organizations have is a lack of skilled or qualified workers. Depending on the
for the organization to
organization, skills or qualifications can run from specific college or graduate
accomplish its goals.
1.1 What is an Organization? 12Chapter 1 Introduction to Organizational Communication
degrees to specific industry experience to specific technical know-how. According
to Julian L. Alssid, executive director of the Workforce Strategy Center in New York,
"Employers seem to be less willing to invest in training in this economy. Again, it is
the combination of the right credential and practical experience they look
for."Balderrama, A. (2010, February 22). Available jobs, not enough skilled workers
online article. Retrieved from http://msn.careerbuilder.com/Article/
MSN-2192-Job-Search-Available-Jobs-Not-Enough-Skilled-Workers/, Paragraph 7.
6
The final type of input an organization needs is information. Information refers to
any data that is necessary for an organization to possess in an effort to create
knowledge.Atwood, C. G. (2009). Knowledge management basics: A complete how-to
guide. Alexandria, VA: ASTD Press. According to the American Society for Training
and Development (ASTD), data is “is raw and without context and can exist in any
form, usable or not.”ASTD. (2006). Managing organizational knowledge. In E. Biech
(series Ed.), ASTD Learning System, Vol. 8. Alexandria, VA: ASTD Press, pg. 2. Often
organizations end up with piles of data including customer service reports, market
trends, and other material typically in the raw, numerical form. Organizations then
turn this data into information by giving the data meaning through some kind of
interpretation. While most people think of data as purely numerical, there are
other non-numerical types of data that can be important to turn into information.
For example, if the US congress passes a new law that impacts how your
organization must handle customer records, the law may not specifically say how
your organization must comply with the law. In this case, the new law is data and
your organization must turn that law into usable information in the form of its own
policies and procedures. When you combine information with understanding that
leads to action, information is transformed from information to knowledge.
So, how do organizations go about acquiring data that can lead to action? ASTD
discusses two types of external environment scanning processes that organizations
can employ: proactive and reactive.ASTD. (2006). Managing organizational
6. Any data that is necessary for
knowledge. In E. Biech (series Ed.), ASTD Learning System, Vol. 8. Alexandria, VA:
an organization to possess in
7
an effort to create knowledge.
ASTD Press. First, proactive scanning occurs when an organization actively looks
for data or existing information that could be transformed into useable knowledge.
7. When an organization actively
For example, doing research on what your competitors in an effort to stay on top of
looks for data or existing
information that could be
your market is an example of proactive scanning. The second type of scanning,
8
transformed into useable
reactive scanning occurs when an organization faces a specific problem or crisis
knowledge.
and then either makes sense of data/information it poses or searches the external
8. When an organization faces a
environment for data or information that could be useful. Ideally, if an organization
specific problem or crisis and
does a good job with proactive scanning, reactive scanning will not be necessary
then either makes sense of
very often. When an organization is forced to use reactive scanning, time gets
data/information it poses or
wasted as they attempt to find the data/information and turn it into actionable
searches the external
environment for data or
knowledge.
information that could be
useful.
1.1 What is an Organization? 13Chapter 1 Introduction to Organizational Communication
Throughput
9
Throughput is ultimately what an organization does with inputs within the
confines of the organization itself. Throughput can range from the use physical
materials, people, and information to how organizations structure themselves
internally to create goal oriented throughput. While we cannot discuss every
possible way an organization can utilize inputs, we should note that the issue of
internal organizational structure is very important at this level of an organizations.
For this reason, we really must discuss two ways that organizations commonly
structure hierarchies.
10
A hierarchy is a categorization system where individuals/departments are
ranked over other individuals/departments based on skills, centrality, and status.
First, organizations can place people/departments over others because of specific
skill sets. For example, managers are placed over workers because of their skills in
managing people. While we know this isn’t always why people get promoted, the
general idea of a management class of people is because managers can help
organize employees towards the organization’s goal(s). Second, people can be
ranked over others because of their centrality to the organization’s goals. For
example, if your organization is a tech company, the product developers may be
ranged structurally over people in customer support or marketing because without
the product developers there is no need for customer support or marketing. Lastly,
organizations can be organized based on status, an individual’s relative position to
others as a result of esteem, privilege, or responsibility. When someone gets
promoted to a higher position, her or his status increases in terms of a formal
hierarchy. Whether that promotion is a result of esteem, privilege, or responsibility
doesn’t matter at this point, only the elevation within the hierarchy.
Now that we’ve discussed what a hierarchy is, let’s talk about the two common ways
that organizations are typically patterned: flat vs. tall hierarchies (Figure 1.2
"Hierarchies").
Figure 1.2 Hierarchies
9. What an organization does
with inputs within the confines
of the organization itself.
11
The first image in Figure 1.2 "Hierarchies" represents tall hierarchies , they are
10. A categorization system where
called such because they represent many, many hierarchical layers between those
individuals/departments are
ranked over other individuals/
at the bottom of the hierarchy and those at the top of the hierarchy. Two commonly
departments based on skills,
discussed tall hierarchies are the Catholic Church and the US military. With the
centrality, and status.
Catholic Church, you have the average parishioner at the bottom of the hierarchy
11. Any stimuli that could elicit
the Pope at the top of the hierarchy. In the US military, you have your average
meaning that is not contained
enlisted soldier at the bottom of the hierarchy and the President of the United
in words themselves.
1.1 What is an Organization? 14Chapter 1 Introduction to Organizational Communication
States (in her/his commander in chief title) at the top of the hierarchy. In both
cases, the people at the bottom have little or no communication with those at the
top of the hierarchy.
12
The second image in Figure 1.2 "Hierarchies" represents flat hierarchies where
there are only a couple of hierarchical layers between those at the bottom and
those at the top of the hierarchy. Think of these organizations like mom and pop
restaurants. In a typical small restaurant, the owner may also serve as the chef and
may only have a handful of waitstaff, table bussers, and dish cleaners as employees.
In these hierarchies, it is very easy for those at the bottom of the hierarchy to
communicate with those at the top of the hierarchy.
Output
13
The final aspect related to organizational structure is output , which is the
ultimate product or service that an organization disseminates back to the external
environment. Whether one is create the components of a cell phone or sending
computer technicians to people’s homes, every organization is designed to produce
some kind of service or product for the external environment. Even nonprofit
organizations like the American Red Cross are producing a range of both products
and services for the external environment.
Organizational Goals
Organizations have many goals, but it helps to clarify those goals into a simple
typology (classification into ordered categories). Edward Gross examined the
various types of organizational goals and created a simple typology consisting of
five distinct goals that organizations have: output, adaptation, management,
motivation, and positional.Gross, E. (1969). The definition of organizational goals.
The British Journal of Sociology, 20, 277–294.
Output
The first type of goal that organizations commonly have are referred to as output
goals, or organizational goals that are “reflected, immediately or in the future, in
some product, service, skill or orientation which will affect (and is intended to
affect) that society.”Gross, E. (1969). The definition of organizational goals. The
British Journal of Sociology, 20, 277–294, pg. 287. While Gross was initially discussing
12.
goals in terms of educational organizations, the goals also apply to other
organizational types as well. In essence, every organization has some type of output
13. The ultimate product or
goal that will be released back into the external environment. For a pizza chain, the
service that an organization
disseminates back to the
output goal could be the pizza it delivers to your house (product); the customer
external environment.
1.1 What is an Organization? 15Chapter 1 Introduction to Organizational Communication
service it gives customers (service); or the expertise in pizza making it brings to the
enterprise (skill).
Adaptation
The second type of organizational goal argued by Edward Gross are adaptation
goals, or goals that an organization has in terms of adapting to the external
environment.Gross, E. (1969). The definition of organizational goals. The British
Journal of Sociology, 20, 277–294. All organizations exist in environments that change,
and successful organizations are going to change and adapt to that external
environment. One of the biggest risks many organizations face if they do not adapt
to the external environment is obsolescence, which “occurs when there is a
significant decline in customer desire for an organization’s products or
services.”Wrench, J. S. (2012). Casing organizational communication. Dubuque, IA:
Kendall-Hunt, pg. 11. Many organizations becomes so focused on making a specific
product that the product eventually is no longer wanted or needed by customers,
which will lead to the eventual death of an organization.
Management
The next type of organizational goal discussed by Edward Gross are management
goals, which involves three types of decisions: (1) who will manage or run an
organization, (2) how to handle conflict management, and (3) output goal
prioritization.Gross, E. (1969). The definition of organizational goals. The British
Journal of Sociology, 20, 277–294. First, organizations need to decide on the formal
structure of an organization and who will exist at various rungs of the hierarchy. In
addition to determining the formal structure, these goals also determine what type
of and who holds power within the organizational hierarchy. Second, managerial
goals focus on how conflicts within the organization will be handled. Organizations
have a vested interest in keeping the organization running smoothly, so too much
conflict can lead to interpersonal or inter-departmental bickering that has negative
consequences for the organization. Lastly, management goals determine the
overarching direction of the organization itself. As the saying goes, someone has to
steer the ship. We’ll discuss different types of leaders in Chapter 7 "Leader and
Follower Behaviors & Perspectives", but for now we’ll just note that having a clear
direction and clear prioritization of the products and services an organization has is
very important for the health of an organization. If an organization tries to do too
much, the organization may end up scatter-brained and not function as a cohesive
whole. If the organization tries to do one and only one thing, the organization may
become obsolescent. Overall, people in management must place output goal
prioritization very high on the to-do-list.
1.1 What is an Organization? 16Chapter 1 Introduction to Organizational Communication
Motivation
The fourth common goal organizations have, as discussed by Edward Gross, are
motivational goals or goals set out to ensure that all employees are satisfied and
remain loyal to the organization.Gross, E. (1969). The definition of organizational
goals. The British Journal of Sociology, 20, 277–294. There is a wealth of research that
has examined the importance of employee motivation on job satisfaction and
worker productivity.Latham, G. P. (2007). Work motivation: History, theory, research,
and practice. Thousand Oaks, CA: SAGE. In a study conducted by Whitman, Van Rooy,
and ViswesvaranWhitman, D. S., Van Rooy, D. L., & Viswesvaran, C. (2010).
Satisfaction, citizenship behaviors, and performance in work units: A meta-analysis
of collective construct relations. Personnel Psychology, 63, 41–81. doi:10.1111/
j.1744-6570.2009.01162.x, the researchers examined the relationship between job
satisfaction and employee productivity across 73 different research studies that
have examined the subject. Overall, the researchers concluded that satisfied
employees were more productive. Secondly, ensuring that employees are motivated
also helps to ensure that employees remain loyal to an organization. According to
Hart and Thompson, employee loyalty is “an individual’s perception that both
parties to a relationship employee and organization have fulfilled reciprocal
expectations that 1) demote enduring attachment between two parties, and that 2)
involve self-sacrifice in the face of alternatives, and that 3) are laden with
obligations of duty.”Hart, D. W., & Thompson, J. A. (2007). Untangling employee
loyalty: A psychological contract perspective. Business Ethics Quarterly, 17, 297–323,
pg. 300. By this definition employees are loyal because they knowingly enter into a
relationship with an organization, sacrifice part of themselves to the organization
(and vice versa), and thus feel a sense of obligation or duty to the organization. Of
course, loyalty only works when an employee feels that the organization is standing
up to its end of the reciprocal expectations. If an employee feels that an
organization is not meeting its basic obligations, then the employee will view that
organization unkindly and the employees loyalty will diminish over time.Hajdin, M.
(2005). Employee Loyalty: An Examination. Journal Of Business Ethics, 59, 259–280.
doi:10.1007/s10551-005-3438-4 As such, organizations must strive to make one of its
goals ensuring that it is meeting its basic obligations towards employees in an effort
to foster employee loyalty.
Positional
The final type of organizational goal described by Edward Gross are positional goals,
which are goals that attempt to position an organization within the environment in
comparison to other organizations within the same market.Gross, E. (1969). The
definition of organizational goals. The British Journal of Sociology, 20, 277–294. For
example, imagine that your organization is an automotive tool manufacturer. Your
organization will attempt to position itself against other automotive tool
manufacturers that exist in the market. There are two common ways to position
1.1 What is an Organization? 17Chapter 1 Introduction to Organizational Communication
one’s self within a specific market: 1) higher volume at a lower price or 2) higher
quality at a higher price. The first way to position one’s self within a market is to
create more products or faster service at a cheaper cost. The second way to position
one’s self in the market is to create a luxury product/service that costs more. While
the product or service costs more, you provide the appearance of being the luxury
brand. In a 2011 article in PCWorld, the authors mention that 56% of new cellphone
users were purchasing an Android device as compared to only 28% that purchased
an iOS (iPhone) device.Kellog, D. (2011, September 26). In U.S. market, new
smartphone buyers increasingly embracing Android Press release. Retrieved from
http://blog.nielsen.com/nielsenwire/online_mobile/in-u-s-market-new-
smartphone-buyers-increasingly-embracing-android/ Simply put, the Android is
cheaper and there are more versions of the Android available for cellphone
subscribers. Only Apple makes iOS compatible cellphones and they are typically
more expensive than Android devices. Apple has historically set itself up as a luxury
line in the computing industry while PCs and now Android cellphones are cheaper
and made for the mass market. Interestingly, iPhones actually only account for 4%
of the overall cell phone market in November 2011, but accounted for 52% of
industry profits.Hamburger, E. (2011, December 7). These charts tell the real story
of Android vs. Business Insider. iPhone. Retrieved from
http://www.businessinsider.com/android-vs-iphone-charts-2011-12 Clearly, the
iPhone may not be getting a strong percentage of the market share, but it is still
beating out its competition.
Organizational People
The final characteristic common the various definitions of the word “organization”
involves people. In Jason Wrench’s original discussion of the three common themes
related to people, he discussed interdependency, interaction, and
leadership.Wrench, J. S. (in press). Communicating within the modern workplace:
Challenges and prospects. In J. S. Wrench (Ed.), Workplace communication for the 21st
century: Tools and strategies that impact the bottom line: Vol. 1. Internal workplace
communication. Santa Barbara, CA: Praeger. For our purposes, we also pose the
notion of control as an important factor related to people as well.
Interdependency
The first term associated with people in organizations is the concept of
14
interdependency. Interdependency is mutual dependence or depending on one
another. Interdependency is the notion that people within an organization are
dependent upon one another to achieve the organization’s goals. If one part of the
organization stops functioning properly, it will impact the other parts of the
organization. For example, imagine you are a copyeditor for a publisher in New
14. Mutual dependence or
York City. If you get behind on your job, the graphic designers, marketing
depending on one another.
1.1 What is an Organization? 18Chapter 1 Introduction to Organizational Communication
professionals, printers, and other groups of people will also get behind. At the same
time, interdependency can also help an organization. If you working with a solid
group of colleagues, if something happens to get you behind others can help pull
the slack and keep things moving forward on schedule. Overall, people impact each
other in organizations.
Interaction
Our interactions with others help define and create what is an organization.
Without the interactions we have with our coworkers, customers, and other
stakeholders, an organization really doesn’t exist. For this reason, you can almost
say that the “thing” we call an organization doesn’t really exist because it’s not a
physical structure, but rather an organization is the outcome of our interactions
with others. An organization may have physical things within it (desks, computers,
pencils, etc.), but the actual organization is ultimately the people that make exist.
At the same time, people within an organization also interact with each other in
various roles in an effort to accomplish the organization’s goal(s). People within
organizations and people who come in contact with organizations are constantly in
a state of interaction. As we will learn later in this book, organizations have many
different stakeholders (an individual or group that has an interest in the
organization), and each different set of stakeholders requires different
communication strategies. Ultimately, communicative interaction is one of the
most basic functions of any organization.
Control
As the definition of organization from Dennis Mumby, organizations are inherently
entities that must control the behavior of its members while members generally
strive for their own sets of needs.Mumby, D. (in press). Organizational communication.
Los Angeles, CA: SAGE. When one group has one set of needs and desires and
another has a different set of needs and desires, we refer to these groups as being in
dialectical tensions. Table 1.2 "Dialectical Tensions" contains many of the
dialectical tensions that exist between organizations and its various members.
Table 1.2 Dialectical Tensions
What the Organization Needs/Wants What Workers Need/Want
Minimize Costs Maximize Salary/Benefit Package
Systemization of Job Duties Autonomy to do one’s job
1.1 What is an Organization? 19Chapter 1 Introduction to Organizational Communication
What the Organization Needs/Wants What Workers Need/Want
Ability to Streamline the Organization Job Stability
Agreement Dissent
Transparency Privacy
Conventionality Innovation
Organization-Focused Self-Focused
Permanence Change
Rights of the Organization Rights of the Individual
Work life Social life
As a result of these inherent dialectical tensions, organizations try to stack the deck
in its favor to maximize its needs and desires, and subsequently minimizes the
needs and desires of workers in the process. Let’s briefly examine each of these
dialectical tensions in turn.
Minimize Costs vs. Maximize Salary/Benefits. The first dialectical tensions occurs when
organizations try to keep their overhead costs low while workers try to maximize
what they earn in terms of both salary and benefits (insurance, stock options,
retirement, etc.).
Systemization vs. Autonomy. Organizations like stability, so they prefer workers who
learn how to do a specific task and then systematize that task in the most efficient
manner. As such, organizations (especially in manufacturing contexts) will train in
explicit detail exactly how an employee should accomplish a task. Workers, on the
other hand, prefer to have autonomy when making decisions for how best to
accomplish their daily work and do not enjoy being micromanaged.
Streamline vs. Stability. Organizations are fundamentally focused on the bottom line,
and therefore often want to have the ability to streamline the organization in an
attempt to maximize profits. If an organization can lay off workers and maintain
maximum productivity, then it’s often in the organization’s best interest to do so.
While streamlining is good for an organization, it can create a chaotic environment
for employees who crave job stability. Workers want to know that their work is
appreciated and it will keep them employed.
Agreement vs. Dissent. The next dialectical tension listed here is agreement vs.
dissent. In this tension, organizations prefer for workers to blindly follow and do
what organizational leaders dictate. Workers, on the other hand, want to have a
1.1 What is an Organization? 20
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