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Theoretical Perspectives for OrganizationalCommunication
Oleh :F.X. Arief Poyuono/2010010362009
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Three Different Approachesto OrganizationalCommunication
Functional approach
The Meaning CenteredApproach
The Emerging Perspectives
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Gibson Burrell and Gareth Morgan (1979)
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Way of understandingorganizational communicationby describing
what messagesdo and how they move throughorganizations.
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Organizational Communication Systems:Component Parts
Number of related units that operate
together to create and shapeorganizational events.
Informationprocessing is the primary function of theunits.
In the Functional approach informationprocessing is seen as the
primaryfunction of organizational communicationsystems.
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Communication inputs
information in the external environment thatmay influence the
decision making of the
organization.Communication throughput
transforming and changing of inputinformation for internal
organizational use,
and the generation and transmission ofinternal information
throughout theorganization.
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Communication Output
messages to the external environment fromwithin the
organization.
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Open versus Closed Systems
Open Systems organizations that continually take in new
information, transform that information,and give information
back to theenvironment.
Closed Systems organizations that lack input
communication, making it difficult tomake good decisions and
stay currentwith the needs of the environment.
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Open versus Closed Systems
Equifinality
Potential for the use of a variety ofapproaches to reach system
goals.
Message functions
What communication does or how itcontributes to the overall
functioning of
the organization
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Organizing functions messages that establish the rules and
regulations of a particular environment.
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Relationship functions communication that helps individuals
define
their roles and assess the compatibility ofindividual and
organizational goals.
Change functions messages that help organizations adapt
what they do and how they do it; viewed asessential to an open
system.
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Organizing Messages Rules and regulations
Organizational policies
Task definition Task instruction
Task evaluation
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Relationship Messages Individual role definition
Individual/organizational goals
Status symbols Integration among
supervisor/subordinates, peers
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Change Messages Decision making
Market analysis
New idea processing Environmental inputs
Employee suggestions
Problem solving
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Message Structure movement of organizing, relationship, and
change messages throughout theorganization and between the
organizationand its external environment.
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Message Structure Communication Networks
the formal and informal patterns ofcommunication that link
organizationalmembers together.
Formal and informal networks
exist side by side; individualsmaintain membership in both.
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Message Structure
Communication Channels means for the transmission of
messages.
Common means are face-to-face interaction,group meetings, memos,
letters, electronicmail systems, computer-assisted data
transmission, and teleconferencing.
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Message Structure
Communication Channels
Selecting one channel over another cancommunicate subtle and
importantattitudes about both the message receiverand the message
itself.
Research suggests that our attitude about
the message and our willingness to havecontact with the receiver
significantlyinfluence the channels we use forcommunication
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Message Structure Message Direction
description of the movement of messages inorganizations based on
authority or positionlevels of message senders and
receivers;typically described as downward, upward,and horizontal
communication.
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Message Structure
Communication Load the amount of messages moving through the
communication system; commonly referredto as load, overload, and
underload.
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Message Structure
Message Distortion anything that contributes to alterations
in
meaning as messages move through the
organization.
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way of understanding organizationalcommunication by discovering
howorganizational reality is generated through
human interaction. The approach describesorganizational
communication as theprocess for generating shared realities
thatbecome organizing, decision making,
influence, and culture.
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Communication as Organizing and DecisionMaking
Organizing bringing order out of chaos, with organizations
as the products of the organizing process;described as almost
synonymous with thecommunication process.
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Communication as Organizing and DecisionMaking
Decision Making process of choosing from among numerous
alternatives; the part of the organizing processnecessary for
directing behaviors and resourcestoward organizational goals.
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Communication as Influence
organizational and individual
attempts to persuade; frequentlyseen in
organizationalidentification, socialization,
communication rules, and power.
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Communication as Influence
Identification perception of a sense of belonging usually
associated
with the belief that individual and organizational goalsare
compatible.
Socialization
active organizational attempts to help members learnappropriate
behaviors, norms, and values.
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Communication as Influence Socialization Anticipatory
Socialization- pre-entry information about
the organization and anticipated work role.
Encounter Socialization - early organizationalexperiences
reducing uncertainty about all aspects oforganizational life.
Metamorphosis Socialization - initial mastery of basicskills and
information and adjustments toorganizational life.
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Communication Rules general prescriptions about appropriate
communication behaviors in particular settings.
Thematic rules are general prescriptions ofbehavior reflecting
the values and beliefs of theorganization, whereas tactical rules
prescribespecific behaviors as related to more general
themes.
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Communication Rules
Structuration
production and reproduction of social systems via the
application of generative rules and resources ininteraction.
Power
attempts to influence another persons behavior to
produce desired outcomes. The process occurs
through communication and is related to resources,dependencies,
and alternatives.
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Communication as Culture
Organizing, decision making, and
influence processes, when takentogether, help us describe
theculture of organizations by
describing how organizations dothings and how they talk about
howthey do things
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Communication as Culture
Culture
unique sense of the place that organizations generatethrough
ways of doing and ways of communicatingabout the organization;
reflects the shared realitiesand shared practices in the
organization and how theycreate and shape organizational
events.
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Communication as Culture
Communication Climate
reaction to the organizations culture; consists ofcollective
beliefs, expectations, and values regardingcommunication that are
generated as organizationalmembers continually evaluate their
interactions withothers.
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Communication as Constitutive Process
communication seen as a process
of meaning development and socialproduction of perceptions,
identities, social structures, and
affective responses.
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Postmodernism and Organizational
Communication
theoretical perspectives representing an
alienation from the past, skepticism about
authority structures, ambiguity of meanings, and
mass culture.
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Postmodernism and Organizational
Communication
Deconstructionism - refers to the examination
of taken-for-granted assumptions, the
examination of the myths we utilize to explain
how things are the way they are, and the
uncovering of the interests involved in socially
constructed meanings.
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Critical Theory and OrganizationalCommunication
Critical Theory - focuses attention to studies of
power and abuses of power throughcommunication and
organization.
Hegemony - process of control based on adominant group leading
others to believe their
subordination is the norm.
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Feminist Perspectives and OrganizationalCommunication
Feminist Theory - focuses on the marginalization
and domination of women in the workplace andthe valuing of
womens voices in all
organizational processes
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Theoretical Perspectives for OrganizationalCommunication
Chapter Three
END
