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Chapter 11 Notes

by: Sean Kodama

Chapter 11 Notes Comm 201

Sean Kodama
U of L

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About this Document

An overview of Chapter 11" Organizations and Communication".
Intro to Communication
Dr. Ashlock
Class Notes
Communications 201
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This 4 page Class Notes was uploaded by Sean Kodama on Sunday April 3, 2016. The Class Notes belongs to Comm 201 at University of Louisville taught by Dr. Ashlock in Spring 2016. Since its upload, it has received 72 views. For similar materials see Intro to Communication in Communication at University of Louisville.

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Date Created: 04/03/16
Chapter 11 Notes Communicating in Organizations *PROS OF UNDERSTANDING ORGANIZATIONAL COMMUNICATION* ­Enhances professional success ­Allows you to ask more informed questions ­It helps determine which organizations you frequent and support *ORGANIZATION FROM A COMMUNICATION PERSPECTIVE ­Comm. Scholars argue “Communication Constitutes Organization” ­Two important aspects of communication: 1) Organizations are composed of group member interactions 2) Organizational members pursue goals. *COMMUNICATION IS BASED OFF OF FUNCTION AND STRUCTURE ­)Function­ goals and effects of organizational communication. i.e. production,  maintenance, innovation ­)Structure­ Recurring patterns of interaction among the members of an  organization. i.e. Downward( comm. With subordinates ), upward( comm. With  superiors ) and horizontal( comm. With peers ) communication Structure functions like a hierarchy *ORGANIZATIONAL CULTURE ­Characterized by: Artifacts, language, rites and rituals, ceremonies, beliefs and habits  enacted by group members. ­These aspects usually change over time. ­Edgar Schein notes three aspects to focus on 1) Artifacts 2) Values and beliefs  3) Underlying assumptions  *ASPECTS OF ORGANIZATIONAL COMMUNICATION  RELATED TO INDIVIDUALS 1) Assimilation ­Processes that influence participation and membership within an organization. > Organizational identification­ individuals values overlap with the organization's  values >Information seeking essential to assimilation process Active, passive, and interactive strategies.        2) Supervisor ­ Subordinate communication ­One person has formal authority to regulate behavior of another. >Subordinates want to please supervisors. >Supervisors want to manage subordinates. ­Semantic information distance­ perceptual differences between supervisors and  employees ­Upward distortion­ communicating negative news in a way that avoids repercussions.   ­> Aspects of successful supervisor­subordinate relationships: 1) Openness 2) Motivation 3) Empowerment 4) Ingratiation­ “kissing up” 5) Assertiveness­ Expression without offense. 6) Rationality­ Communication through reason. *COMMUNICATING WITH COWORKERS ­Described as horizontal communication. >Formal­ Professional relationships >Informal­ Professional relationships. ­Power differences can affect relationships. *ORGANIZATIONAL DILEMMAS ­ Emotion Labor­ Necessary feeling or display from workers. ­ Stress and Burnout­  > Burnout­ Exhaustion, cynicism, ineffectiveness. > Stress­ Not able to respond to necessary demands > Workload­ Amount of work one is expected to accomplish >Role Ambiguity­ Uncertainty of what is expected to be done by employee. > Role Conflict­ Incompatible job demands. ­ Work­life Conflict­ Dispute in schedule between work and family  obligations. *THE INDIVIDUAL, ORGANIZATIONAL COMMUNICATION AND SOCIETY ­Societal influences on organizations > Historical Forces ­Workers gained voices in the 1930’s      ­Global Systems theory­ Organizations focusing on universal principles of all  systems.       ­ Globalization­ Increasing connectedness between political, cultural and economic  realms around the world. *INFLUENCES OF ORGANIZATIONS ON INDIVIDUALS AND SOCIETY ­New social contract >Increase in contingent employees >Jobholders more fearful of changing jobs. ­Competitiveness and urgent organizations ­Blurred boundaries between home and work *ORGANIZATION, COMMUNICATION AND POWER ­Communication Problems > Bullying­­>Cyberbullying > Sexual Harassment ­ Quick pro quo­ Request for sexual favors in return for  employment/advancement. ­ Hostile work environment­ Inappropriate sexual behavior in work  environment. > Employee Privacy and Monitoring ­ Surveillance  of employees includes monitoring CPU files, drug testing  and location monitoring.  ­ May diminish employee moral *ETHICS AND ORGANIZATIONAL COMMUNICATION ­ Individualistic Perspective­ Ethical responsibilities are on individuals in organizations. ­ Communal Perspective­ All members of organization are held ethically responsible. ­ Communication factors in two ways: 1) Many ethical issues revolve around communication. 2) The way in which an organization defines, communicates about and  responds to ethical/unethical behavior shapes how individuals behave. *STRATEGY CONTROL 1) Determine what you want to occur as a result of the interaction. 2) Decide if issue is worth confronting. 3) Understand the other parties goals. 4) Plan the interaction.


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