Organizational and Manageial Communication
Organizational Aspects of Corporate Communication
Chapter 2
“In an exhaustive theory of organization, communication would occupy a central place, because the structure, extensiveness, and scope of the organization are almost entirely determined by communication techniques.”
C.I. Barnard, The Functions of the Executive (1938),
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Overview
Characterizing organizationsApproaches to understandingOrganizations, structure and communicationsNewer perspectives on structure and communicationConclusions
Corporation, n.
An ingenious device for obtaining individual profit
without individual responsibility.
Ambrose BierceThe Devil’s Dictionary
The World Publishing Co., 1911
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4 defining characteristics
Social entities.
Goal-directed.
Intentionally structured “human activity systems.”
Exist within a larger surrounding environment.
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Mess management:
Multiple perspectives
Yields choices of...
Actions to improve the
situation
Influenced by individuals’ mental models
A real-world situation of concern
A real-world situation of concern
Descriptions of relevant systems of purposeful activityComparison of
models with the perceived reality
Approaches to understanding
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Descriptive richness
Numerical models
Systems models
Natural language “models”
Mental models
Clarity of Representation
Clear as mud
Crystal clear
Analytical organizational theorists
Institutional economists
Management consultants
(Neo)classical economists
”Reality””Reality”
So far as the laws of mathematics refer to reality, they are not certain. And so far as they are certain, they do not refer to reality. - Albert Einstein, Geometry and Experience
Approaches to understanding
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Metaphors in management and organization theory
Machine metaphor Mechanical thinking
Organic metaphor Adaptation and variety
Brain metaphor Information processing
Cultural metaphor Creating social reality
Political metaphor Systems of government
Psychic prisons metaphor Freud’s revenge
Flux metaphor Transformation and change
Domination metaphor Use and exploitation
Morgan, G. (1986). Images of Organization. Sage: Thousand Oaks, CA.
Approaches to understanding
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A paradigmatic framework for organization theory
FunctionalistInterpretive
RadicalStructuralist
Radical Humanist
ObjectiveSubjective
Sociology of Radical Change
Sociology of RegulationBurrell, G. and G. Morgan (1979). Sociological Paradigms and Organisational Analysis. Oxford: Heinemann.
Sense-making (see p. 289)
A characteristic of humans is trying to make sense of incomprehensible things.
Sense-making is described as…Structuring the unknown, but in different ways.Placing stimuli into some sort of framework – a “frame of reference” that guides interpretations.A thinking process that uses retrospective accounts to explain surprises.Reciprocal interaction of information seeking, meaning assignment and action.An interpretive process needed for organizational members to understand and share understandings about features of the organization.A process in which individuals develop cognitive maps of their environment.
Sense may be in the eye of the beholder, but beholders vote and the majority rules.
K.E. Weick, The Social Psychology of Organizing (1995)
Sense may be in the eye of the beholder, but beholders vote and the majority rules.
K.E. Weick, The Social Psychology of Organizing (1995)
Approaches to understanding
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Factors influencing sense-making: The Individual
Stereotypical thinking
Risk of failure
Memory constraints
World-view constraints
Self imposed constraints
Lack of questioning attitude
Functional constraints
Problem solving language constraints
Approaches to understanding
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Biases
Assumptions:Judgment is plagued by random error and systematic biases.Good judgment requires mental skills exceeding our capabilities.
Capacity of the mind is small relative to the size of the problems.Heuristics and rules of thumb are used to cope with problem complexity.
Good newsThis allows us to deal with the real world.
Bad newsThis often leads to faulty data acquisition and processing.
Approaches to understanding
Espoused Models and Models in Use
“Espoused mental models” are those that we are able to articulate and use to explain how we are behaving.
“Models in Use” are those mental models that actually drive our behavior.
The difference is that we say one thing and dosomething else.This is not intentional hypocrisy because we are usually unaware of the models in use and consequently never question them.
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Factors influencing sense-making:The Organization
Contextual variables• Size• Technology• Environmental uncertainty
• Age• Interdependence
Structural variables• Differentiation• SOP formalization• Centralization
• Division of labor• Status system• Managerial
Organizations, structure and communications
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A co-orientation model of communications and understanding
Organization’s perception of
Stakeholder A’s views
Organization’s perception of
Stakeholder A’s views
Stakeholder A’s definition andevaluation of
an issue
Stakeholder A’s definition andevaluation of
an issue
Stakeholder A’s perception of
organization’s views
Stakeholder A’s perception of
organization’s views
Organization’s definition
and evaluation of an issue
Organization’s definition
and evaluation of an issue
AGREEMENT
ACCURACY
CONGRUENCYCONGRUENCY
Scylla and Charybdis
The name Charybdis is from the pages of ancient Greek mythology. It is one half of the dangerousduo bordering the Straits of Messina, off the coast of Sicily, the other being Scylla. Charybdis is a chaotic whirlpool leading to an unknown center. Scylla, once a nymph cursed by Circe, is a large, six-headed beast disguised as a rock. Ships passing through the Straits faced a life threateningdilemma, to sacrifice six crew members to Scylla, or risk the entire crew and ship trying to navigate Charybdis’ maelstrom. This is how the present day metaphor 'to be between a rock (Scylla) and a hard place (Charybdis)' came to be.
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Weber’s Principles of Bureaucracy
Specified and official areas of responsibility based on knowledge.Orderly system of supervision and subordination.Unity of command.Extensive use of written documents.Extensive training in job requirements.Application of consistent and complete rules.
Based on M. Weber, Essays in Sociology (1946).
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Taylor’s principles of scientific management
Mechanical pacing, or use of an automated assembly line.Repetitive work.Concentration on a fraction of the total product.Specification of the tools and techniques used in production.Limited social interaction among workers.Minimal training.
Based on F.W. Taylor, Principles of Scientific Management (1911).
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Organizational dimensions
Structural factorsContextual factorsFormalization
Centralization
Horizontal differentiation
Vertical hierarchy
Degree of complexity
Centralization of power
Size
Organizational technology
Environment
Goals and strategies
Organizational culture
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The Configuration Approach
Two perspectives…General systems perspective (Scott, 1992)⌧Rational⌧Natural⌧Open
Business organization oriented (Mintzberg, 1983)⌧Simple structure⌧Machine bureaucracy⌧Professional bureaucracy⌧Divisional form⌧Adhocracy
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Comparisons
Educational institutionsOrganic systemAdhocracy
Diversified industrial firmsRational systemDivisional form
ConsultanciesRational systemProfessional bureaucracy
Military, fast foodsRational systemMachine bureaucracy
R&D firms, teamsNatural systemSimple structure
ExamplesScott’s typology
Mintzberg’stypology
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Approaches to the Organization -Communication Relationship
Communication mediates structure in dialogue; it is meta-communication; is a reification of communication processes
A product of communicationStructure/ Communications
Communication as a medium of structuring processes
Structured processes embedded in multiple systemic levels
New views of structural dimensions
Totality that includes communication in an encompassing system
Sets of internally related elements constituting the organization
Configurational
It serves as an independent variable: also serves as a container or channel for processes
A set of variablesTraditional/ Dimensional
Relation to communication
View of formal structureApproach
(Adapted from McPhee & Poole 2001)