New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

Organizational Communication

by: Mrs. Randal Koepp

Organizational Communication ComSt 335

Mrs. Randal Koepp
GPA 3.68

Patricia Sias

Almost Ready


These notes were just uploaded, and will be ready to view shortly.

Purchase these notes here, or revisit this page.

Either way, we'll remind you when they're ready :)

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

Patricia Sias
Class Notes
25 ?




Popular in Course

Popular in Communication Studies

This 6 page Class Notes was uploaded by Mrs. Randal Koepp on Thursday September 17, 2015. The Class Notes belongs to ComSt 335 at Washington State University taught by Patricia Sias in Fall. Since its upload, it has received 53 views. For similar materials see /class/205971/comst-335-washington-state-university in Communication Studies at Washington State University.

Popular in Communication Studies


Reviews for Organizational Communication


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 09/17/15
Communication Studies 335 Exam 1 Outline 1 Organizations 40 v a b C v O V Are communicativer constructed How to change organization i Change how communication occurs Organizations are i Social coectivities in which people develop ritualized patterns of interaction in an attempt to coordinate their activities and efforts in the ongoing accomplishment of personal goals and group goals and which are embedded in a larger external contextenvironment Joe vs the Volcanoquot Communication Issues i Joe vs Mr Waturi ii Coordinate activities with other people Coordinate catalogues in movie Big problem in group communication Organizational Communication is a b 8 The process of creating exchanging interpreting correctly and incorrectly and storing messages within a system of human interrelationships Assumptions of OC i Communication is central to the existence of the organization ii Organizations and organizational communication are dynamic iii Communication involves more than the physical act of exchanging messages iv Things can and do go wrong at any point in the communication process Central idea of text i Organizational life is inherently problematic ii The term misunderstanding represents the inherently problematic nature of organizational life iii Communication both creates and resolves problems Org Com central to i Job satisfaction the work you do ii Organizational Identification 1 Extent to which employee perceives values match values of organizational 2 Face Timequot Classical Perspective 61 039 v Primary Assumptions and Principles i People are rational and predictable wheels on car should turn same was as the steering wheel ii People are interchangeable the role matters NOT the person in the role 1 Rational and Predictable means everyone is the same EX Anyone can teach Com St 335 you just need a professor in the room to teach TU and TH 1035 iii People work for money iv Communication should be workrelated formal and written ONLY v An organization should be orderly and controlled vi An organization s GOAL PRODUCTIVITY Theory of Bureaucracy i Focus on structure noun focuses on the thing ii For example 1 Formal rules and regulations EX Washington State University staff rulebook 2 EXAMPLES C O v 9 a Role Specialization teacher must teach certain class specialize in a certain area b Detailed job descriptions c Hierarchy and Chain of Command i Bureaucratic theory example Movie Clip Mailroom Orientationquot Administrative Management Theory i Focus on administrative activities verb ii Identifies managerial activities necessaryto develop and maintain a bureaucratic structure iii For example Scientific Management Taylorismquot i Focuses on specific tasks ii Uses scientific methods to design One Best Wa to do any task iii Taylorism You live it everyday iv Primary Concepts 1 Time and Motion Studies 2 Wii assembly line One Best Wayquot to do each of specialized tasks a Specialized roled is organizing boxes that go as a pair on the assembly line 3 Piece Meal Wage Commission Based on sales not per hour a Productivity with commission goes up because based on b Money as a motivator Summary of Classical Perspective i View of Org MACHINE ii Emphasis ORDER CONTROL INTERCHANGEABILITY PREDICTABILITY iii Effectiveness PRODUCTIVITY 1 EX WSU Amount of people who apply and graduate 2 WSU graduation rates 3 Productivity quantity vs quality 4 Classical Theory DOES NOT apply to every situation iv Method Money You have to pay people more 1 Simplicity 2 Specialization 3 Predictability McDonald s food tastes the same everywhere 4 Rules Regulations v View of the Individual 1 Creativity people less interchangeable than simplicity simple jobs 2 Assumptions People work for moneyquot 3 Problems Everyone is the samequot a People work at optimum level all of the timequot Role of Communication i Uses to give instruction 1 In an emergency you can talk to person at same level in workplace ii Channel downward channel 1 Through verbal and written communication 2 Orders to workers ONLY rule book iii Direction down Superior to Individual iv V Advantages Benefits Mass production Simplicity Disadvantages Interaction no discussion of environment environments change technology and industry DOES change Assumption of stable environment What is good for the company MAY NOT be good for employee 4 Human Relations and Resources Theories a Focus on individuals i ii Each person is unique Each person has different feelings emotions b Emerged from Hawthorne Studies i C Lightbulb duller brighter in factory 1 Hawthorne Effect attention to people makes them behave differently 2 Lighting Studies Importance of the Individual Ventilating Interviews 1 Brought people in to ask questions about enjoyment ofjob and life 2 Productivity at workplace went up because people interviewed felt appreciated 3 Importance of UPWARD communication Bank Wiring Studies 1 Observed work groups that wired vaultsbanks 2 Grade Busterquot Effect high productivity individuals were asked to slow down productivity by other slower workers 3 Importance of informal communication c HR Assumptions i ii iii People are different People are intrinsically motivated for enjoyment learning wanting to be happy etc Happy people are more productive 1 Happiness Productivity and Turnover are all interrelated can t do one without the other d Human Relations vs Human Resources i ii iii 5 Share same basic assumptions about people and organization One primary difference CAPABILITY of INDIVIDUAL employees Human Relations 1 If you ask for input employees will be happy but 2 Lower level employees less knowledgeable and competent than higher level employees 3 Ask for input from employees to make them feel good but ignore what they say 4 EX Office Spacequot communication issue between workers about cover sheet and memo about cover sheet on TPS reports Human Resources 1 Each individual has a unique set of knowledge and competencies 2 Organizations should make the most of each employee s resources 3 Ask for input from employees and listen to them and actually consider their ideas 4 EX Office Spacequot supervisors clearly listening to employee and concerned with employees problems with workplace offer solution to issues Likert s 4 Systems 1 Sys 1 Exploitative Authoritative a Higher rank control and work employees for productivity 2 Sys 2 Benevolent Authoritative a Human relations higher up in company are nice but don t care about employees 3 Sys 3 Consultative a Seek opinions of feedback of employees but decision is still up to boss 4 Sys 4 Participative a Think employees make good decisions and leave decisions up to them b TRUST c Participative is RARE in the workplace e HR Summary I View of Org Family Machine Emphasis INDIVIDUAL RELATIONSHIPS MORALE COMMUNICATION Effectiveness MORALE HAPPINESSS JOB SATISFACTION Method Talk to employees 1 Make them feel good View of Individual Everyone is different 1 Everyone is UNIQUE 2 People are NOT predictable 3 People ARE intrinsically motivated Role of Communication understand people 1 Motivation 2 USED TO GET IDEAS AND FEEDBACK FROM INDIVIDUALS vii Communication channel verbal informal viii Direction ALL forms Employee to Boss vice versa Employee to Employee etc ix Advantages Benefits Caring about employees and theirfeelings 1 Employees won t quit IF satisfied 2 Ways to change issues in workplace based on employees FEEDBACK lt 5 S v 5 Systems Theory TeamworkGroup 61 8 O V D v Principles of Systems Theory based on BIOLOGICAL i Transformation Model systems take in inputs from the external environment and transform them into outputs distributed to the external environment 1 Inputs gt Transformation Throughput gt Outputs a Like a body digesting eaten food Synergy a system generates more energy working together than each member working alone Nonsummativity the whole is worth more than the sum of its parts i EX Mattress worth MORE than lumber fabric etc that makes up mattress Interdependence system is comprised of many parts or subsystems i EX groups departments These parts are interdependent what happens in one part affects all other parts of the system EX Like a body hunger affects parts of body all work together PRODUCTION SALES DESIGN ADVERTISING HR ALL INTERDEPENDENT 1 EX IBM gt traveled to all IBM branches to make sure every part of every branch was working one place had problem with marketing and production affected everything else in the workplace Homeostasis for a system to survive all interdependent parts must be in balancequot i The GOAL of any system is homeostatic balance Feedback Loops balance is achieved and maintained via fedback loops between system parts i Positive Feedback Loop message to change from normal ii Negative Feedback Loop message to return to normal Equifinality there are many ways to accomplish a task OPPOSITE of One Best Way mentality i Enables creativity change flexibility ii Enables systems to be flexible and adapt to unexpected conditions iii iv h System Openness systems exist in a larger environment i Systems and external environment are interdependent 1 EX October 3 1995 a OJ Simpson equited of murdercharges b Billions of not traded that day because everyone listeningwatching results of trial c Systems MUST be open to largerexternal environment d Degree of openness depends on internal and external conditions Summary of Systems Theory i View of Org Living Organism ii Emphasis TEAMWORK BALANCE OR PARTS iii Effectiveness Balanced iv Method Feedback Communication v View of the Individual Creating synergy interchangeable rational sending feedback loops communicating vi Role of Communication BALANCE IN WORKPLACE vii Uses Connectivity of whole systemgroup viii Channel Formal Informal BALANCE ix Direction ALL directions Both Externally and Internally INTERDEPENDENT x Advantages Benefits Interaction of group coordination of group working togetherto create product interdependence focus on the whole importance of individuals in group to make up whole 6 Weick s Organizing Model a O v 9 Primary Assumptions i The world is filled with uncertainty ii Organizations exist to reduce uncertainty iii Focus on organizing not organizations iv The organizing process is a process of uncertainty reduction Key Concepts i Equivocality uncertainty ambiguity thing can leave to multiple interpretations 1 The level of understandability of a message or situation Rules and Communication Cycles i Organizational members attempt to reduce uncertainty by generating info through the use of rules and cycles ii A rule is a standard guideline or standard operating procedure iii A cycle is a series of interlocked communication behaviors that allow members to process highly equivocal messagesinputs 1 ACT gt RESPONSE gt ADJUSTMENT Requisite Variety i Your process for dealing with a situation must be as complex as the situation itself 1 You can t solve a complex situation with a simple process 2 Using a complex process for a simple situation is inefficient According to the Principle of Requisite Variety i The more equivocal the situation the more communication processes needed to cope with it Enactment Selection Retention Model i Explains how rules are created ii Enactment 1 Member assigns meaning to environment becomes aware of changes in the environment and what shehe needs to deal with 2 Enacted Environment EX How many times did white team pass the ball iii 5 vi 3 Determines the level of equivocality of the situation a Is this routine or unusual b If unusual how unusual Selection 1 Guided by the principle of a Requisite Variety a If situation is unequivocal apply a rule b If situation is equivocal use communication cycles to reduce equivocality to a point where you can deal with the situation i of Communication cycles needed depends on amount of equivocality c Use rules or cycles to process the info and reduce equivocality in order to select a solution or effective way of dealing with the situation Retention 1 Rules that have successfully coped with equivocal situations are retained to be used again should the need arise 2 Highlights value of employee knowledge costs of turnover brain drainquot Key Implications for Organizational Communication 1 An organization s main job is to reduce uncertainty This is done through communication a ORGANIZING COMMUNICATING 2 Emphasizes the importance of being aware of and responding to the environment EX SYSTEMS THEORY 3 Emphasizes organizational intelligence retention 4 Emphasizes analytical ability ENACTMENT STAGE Summary of Weick s Model 1 View or Org A brain 2 Emphasized Uncertainty and Communication 3 Effectiveness Certainty 4 Method Inactive selective attention and communication cycles 5 View of Individual Knowledgeable see things differently can fall into routines inherently valuable they want to reduce uncertainty 6 Role of Communication Reduce uncertainty 7 Uses Create certainty in groups and individuals 8 Channel Formal and Informal


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Janice Dongeun University of Washington

"I used the money I made selling my notes & study guides to pay for spring break in Olympia, Washington...which was Sweet!"

Steve Martinelli UC Los Angeles

"There's no way I would have passed my Organic Chemistry class this semester without the notes and study guides I got from StudySoup."

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.