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Table of Contents

Preface
Chapter One
Organizational Communication: A Competency-Based Approach
The Changing Nature of Organizations and Work
Challenges for Individuals and Organizations
The Communications Era
Communication: The Key to Organizational Excellence
Excellence in Communication: Communication Competency
Organizational Communication: A Competency-Based Approach
The “What Business Is This of Ours?” Case
Basics of Human Communication
Defining Communication
The Human Communication Process
Source/Receiver
Encoding/Decoding
Message
Channel
Noise
Competence
Field of Experience
Communication Context
Effect
The Construction of Shared Realities
Concepts of Organizations
Definitions of Organizational Communication
Organizational Communication as Process
Organizational Communication as People
Organizational Communication as Messages
Organizational Communication as Meaning
Organizational Communication as Purpose
Self-Assessment of Personal Development Needs
Chapter Highlights
Workshop
The Case against Hiring Karen Groves
The “What Do You Mean I’m Not Getting a Raise?” Case
Tips for Effective Communication
References and Suggested Readings
Chapter Two
Perspectives for Organizational Communication
The Coronado Company’s Quality Defects Case
Introduction
The Functional Tradition
Organizational Communication Systems: Component Parts
Communication Inputs
Communication Throughput
Communication Output
Open versus Closed Systems
Message Functions
Organizing Functions
Relationship Functions
Change Functions
Message Structure
Communication Networks
Communication Channels
Message Direction
Communication Load
Message Distortion
The Functional Tradition: Summary of Essential Characteristics
The Meaning-Centered Approach
Communication as Organizing and Decision Making
Communication as Influence
Identification
Socialization
Communication Rules
Power
Communication as Culture
Communication Climate
The Meaning-Centered Approach: Summary of Essential Characteristics
Emerging Perspectives
Communication as Constitutive Process
Communication Constitutes Organization
Postmodernism and Organizational Communication
Critical Theory and Organizational Communication
Feminist and Race Perspectives and Organizational Communication
Institutions and Organizational Communication
Global Cultures and Organizational Communication
Technology and Organizational Communication
Emerging Perspectives: Summary of Essential Issues
Chapter Highlights
Workshop
The United Concepts Advertising Agency Dilemma Case
The “Newcomers Aren’t Welcome Here” Case
Tips for Effective Communication
References and Suggested Readings
Chapter Three
Communication Implications of Major Organizational Theories
The Davis Instrument Company’s Manufacturing Crisis
Introduction
The Scientific Management School
Principles and Basic Activities for Scientific Management
Frederick Taylor • Henri Fayol • Max Weber
Communication Implications of Scientific Management Theories in Contemporary Organizations
The Human Behavior School
Major Human Behavior Theories
Mary Parker Follett • Elton Mayo • Douglas McGregor • Rensis Likert
Communication Implications of Human Behavior Theories in Contemporary Organizations
Integrated Perspectives Viewpoints
Process and Environmental Approaches
Herbert Simon • Eric L. Trist and Kenneth W. Bamforth • Joan Woodward, Paul Lawrence, and Jay Lorsch • Daniel Katz and Robert Kahn • Gareth Morgan • Margaret Wheatley • Peter Senge
Cultural Approaches
Edgar Schein • Terrence Deal and Allen Kennedy • Thomas Peters and Robert Waterman • Joanne Martin and Peter Frost • Karl Weick
Communication Implications of Integrated Perspectives in Contemporary Organizations
Postmodern, Critical, and Feminist Perspectives
Stewart Clegg • Jurgen Habermas • Marta Calás and Linda Smircich • Karen Ashcraft
Communication Implications of Postmodern, Critical, and Feminist Perspectives in Contemporary Organizations
Chapter Highlights
Workshop
The “What Do You Mean I’m Not Going to Graduate?” Case
The “We Never Had to Advertise Before” Case
Tips for Effective Communication
References and Suggested Readings
Chapter Four
Organizational Communication: Values and Ethical Communication Behaviors
The Presidential Fact-Finding (Witch-Hunt?) Case
Introduction
Values in Organizational Communication
Organizational Value Systems
Organizational Values, Globalization, and Diversity
Individual Values
Appraising Your Individual Value System
Ethics in Organizational Communication
The Abuse of Ethics
Defining Ethics
Making Ethical Decisions
Defining Ethical Communication
Influences for Ethical Organizational Communication
Evaluating Ethical Behavior
Organizational Conundrums
Ethical Dilemmas in Organizational Communication
Representing Skills and Abilities
Communication Behaviors Related to Money
Communication Behaviors Related to Information Collection, Dissemination, Problem Solving, and Decision Making
Personal Communication Behaviors
Communication Behaviors and Technology
Destructive Communication Behaviors
Planned Organizational Communication
Courage, Responsibility, Trust, and Ethics
Developing Ethical Standards in Organizational Communication
Ethical Dilemmas in Organizational Communication
Chapter Highlights
Workshop
People, Planet, and Profit: Sustainability and the Triple Bottom Line, Laura Quinn
GreenBean Coffee, Inc.–Is It Our Responsibility? Laura Quinn
Tips for Effective Communication
References and Suggested Readings
Chapter Five
Individuals in Organizations
Dave Green’s First Real Job
Introduction
Individuals in Organizations
The Intrapersonal Experience
Dave Green: The Intrapersonal Experience
Motivation
Abraham Maslow • Frederick Herzberg • B. F. Skinner • Gerald Salancik and Jeffrey Pfeffer
Predispositions for Organizational Communication Behaviors
Leadership and Conflict Preferences
Communication Competency
Interpersonal Experiences
Dave Green: Interpersonal Experiences
Forming Interpersonal Relationships
Supervisors and Employees
Peers
Customers, Clients, and Vendors
Communication Networks and Interpersonal Relationships
Diversity and Interpersonal Relationships
Trust and Interpersonal Relationships
Workplace Emotion, Balance, and Interpersonal Relationships
Technology and Interpersonal Relationships
Increasing Interpersonal Effectiveness
Cultural Intelligence
Valuing Diversity
Active Listening
Guidelines for Good Listening
Descriptive Messages
Chapter Highlights
Workshop
Tips for Effective Communication
References and Suggested Readings
Chapter Six
Groups in Organizations
Dave Green’s Small-Group Experiences
Introduction
Small-Group Experiences
Types of Groups
Bona fide Groups
Primary Work Teams
Directional Groups
Quality Teams
Task Force Groups
Steering Committees
Focus Groups
Geographically Diverse Teams
Social Support Groups
Communities of Practice (CoP)
The Team-Based Organization
The High-Reliability Organization
Group Processes
Workplace Democracy
Group Noms and Communication Roles
Working in Groups
Diverse Work Groups
Creativity and Collaboration
Virtual Groups
Groups and Technology Use
Increasing Group Participation Effectiveness
Negative Participation Behaviors
Positive Participation Behaviors
Chapter Highlights
Workshop
Tips for Effective Communication
References and Suggested Readings
Chapter Seven
Leadership and Management Communication
The Case of the Invisible Manager
Introduction
The Importance of Leadership and Management Communication
Theories of Leadership and Management
Trait Approaches
Style Approaches
Situational Approaches
Transformational Approaches
Discursive Approaches
Distinctions between Leadership and Management
Leadership and Management Challenges
Changing Organizational Forms
Global and Multicultural Changes
High-Speed Management
Inclusive-Participation Processes
Building Trust
Determinants of Leadership Effectiveness
Communication Competencies as Determinants of Leadership Effectiveness
Predispositions for Leadership Communication
Strategic Communication Objectives for Leadership
Communication Tactics for Leadership
Power Bases for Leaders
Situational Analysis for Leadership
Increasing Leadership Effectiveness
Principled, Excellent, and Ethical Leadership
Identifying Constructive Communication Behaviors for Leadership
Chapter Highlights
Workshop
Leadership That Transforms, Michael Z. Hackman and Craig Johnson
Tips for Effective Communication
References and Suggested Readings
Chapter Eight
Participating in Organizations: Developing Critical Organizational Communication Competencies
The Decisions, Problems, More Decisions Case
Introduction
Defining Decision Making and Problem Solving
Influences for Decision Making and Problem Solving
Culture
The Decision/Problem Issue
Communication Competency
Technical Competency
Methods for Decision Making and Problem Solving
Individual Approaches
Leader Mandate
Majority Rule
Powerful Minority
Consensus
Barriers to Effective Decision Making and Problem Solving
Organizational Barriers
Task and Procedural Barriers
Interpersonal Barriers
Problem-Solving Processes
The Standard Agenda: A Rational Model
Brainstorming
Experientially Based Processes
Increasing Decision-Making and Problem-Solving Effectiveness
Interaction Process Skills
Fact-Finding and Evaluation Skills
Information Criteria
The Spending More to Save More Presentation Case
Interviews in Organizations
The Informational Interview
The Employment Interview
The Performance Appraisal Interview
The Complaint Interview
The Counseling Interview
The Media Interview
Increasing Interview Effectiveness
Presentations in Organizations
Types of Organizational Presentations
Training/Educational Presentations
Informational Presentations
Persuasive Presentations
Increasing Presentation Effectiveness
Increasing Credibility
Audience and Context Analysis
Preparation of Material
Preparation for Presenting
Handling Participation
Communications Technology in Organizations
Preparation for Communications Technology
Chapter Highlights
Workshop
Tips for Effective Communication
References and Suggested Readings
Chapter Nine
Organizational Conflict: Communicating for Effectiveness
The Middlesex Insurance Company Case
Introduction
Defining and Describing Conflict Processes
Defining Conflict
Conflict Contexts
Conflict Causes
Conflict Episodes
The Individual in Organizational Conflict
Orientations/Predispositions/Styles
Strategic Objectives
Communication Tactics in Conflict
Emotion during Conflict
Groups in Organizational Conflict
Group Members in Conflict
Framing and Sensemaking
Procedural Conflict
Interpersonal Issues
Substantive Issues
Groupthink
Group Conflict Management Processes
Power and Organizational Conflict
Conflict with Customers and Vendors
Special Types of Organizational Conflict: Sexual Harassment, Discrimination, Ethical Abuses
Productively Engaging in Conflict
Supportive Climates, Ethical Behaviors, Principled Negotiation, and Co-Construction
Guidelines for Productive Conflict
A Process for Productive Conflict
The Process
Chapter Highlights
Workshop
Tips for Effective Communication
References and Suggested Readings
Chapter Ten
Strategic Organizational Communication: Professional Applications of Organizational Communication
The Press and the Stockholders Want to Know Case
Introduction
Describing Strategic Organizational Communication
Perspectives on Strategic Organizational Communication
The Organization and Its Environment
Multiple Publics
Environmental Scanning
The Global Environment
Strategic Management
Strategic Organizational Communication
Public Relations
Managing an Organization’s Image or Reputation
Internal Communications
Public Affairs and Issues Management
Media Relations
Risk and Crisis Communication
Marketing
Integrated Marketing Communications
The Marketing Mix
Advertising
Branding
Relationship Marketing and the Use of Marketing Databases
Technology and Strategic Organizational Communication
Evaluating Strategic Organizational Communication
Ethical Issues in Strategic Organizational Communication
Chapter Highlights
Workshop
Communication about Risk and Crisis in the 21st Century, Sherwyn P. Morreale
Southwest Airlines: Social Media in Action, Adam Saffer
Tips for Effective Communication
References and Suggested Readings
Chapter Eleven
Organizational Change and Communication
The Techtron Computers “Want to Survive, Go Public, and Then What?” Case
Introduction
The Pace of Change
Developing and Sustaining Organizational Excellence
Barriers to Change
Complacency
Organizational Silence
Knowledge or Information Deficits
Risk Perception
Uncertainty
Contradictions
Active and Passive Resistance
Organizational Leadership
Organizational Trust
Organizational Decline
The Leadership of Development and Change
Models and Processes for Development and Change
Organizational Transformation Process
Diffusion of Innovation
Stakeholder Theory
The Purchase Model
The Doctor—Patient Model
The Process Model
Appreciative Inquiry
Planned Development and Change
Data Collection
Data Evaluation
Planning and Implementing Solutions
Evaluating Results
Communicating about Change
Chapter Highlights
Workshop
Jane Edwards’s Problem Employee
The Case of the Poorly Written Manual
The Transition of Stanley Manufacturing
The Crisis at Homes for the Homeless
Mason Financial Is Working at Capacity
Changes for Hewlett Designers
Into the Pit and Out Again: An Organizational Turnaround, Nina Polok
Tips for Effective Communication
References and Suggested Readings
Chapter Twelve
Career Options for Organizational Communication
The “Where Do We Go from Here?” Case
Introduction
Choosing a Communication Career
Knowledge for Employment Matching
Sensitivity for Employment Matching
Skills for Employment Matching
Values for Employment Matching
Career Choices in Organizational Communication
Internal Communication
External Communications
Sales
Human Services
Education
Research: Information Management
Management
Consulting
Additional Options for Organizational Communication
Educational Preparation for Organizational Communication Careers
Careers in the Twenty-First Century
Old versus New Career Paradigms
Protean Careers
The Boundaryless Career
Twenty-First-Century Organizational Forms and Career Skills
Networked Organization
Cellular Organization
Team-Based Careers
Chapter Highlights
Workshop
Tips for Effective Communication
References and Suggested Readings
Appendix
Putting It All Together
Cases
I Can’t Believe Our Entire World Is Wired
How Did This Harm Occur?
Granite City’s Homeless Shelter: Doing More with Less
Dennison Computer Corporation–A Lesson in Organizational Culture
China, India, and Oklahoma City: Working Together, but How?
Don Augustine’s Disappointed Staff
Dora Cartwright’s Leadership Dilemma
Kathy’s Stubborn, Smart Streak
Brian James Doesn’t Know What to Believe
I Am Tired and Stressed
I Thought I Gave Them Everything
Ann Cartwright, Vice President of Drummond Industries
The Rule Here Is to Do What Management Wants
Two Men–Two Issues–Two Japanese Workers, Rieko McAdams
I Thought We Were a Team
The Internal Communications Dilemma
The Reluctant Team Member
What Happened to the Value of Networking?
The “Walking the Talk” Manager
Working Together at a Distance
Career and Personal Needs Just Don’t Mix
The Competitive Leak Is More Than a Crisis
The CEO Puts Her Foot in Her Mouth
The Only U.S. Communicator on the Team
Working Across Time and Space
Are We a High-Reliability Team or Not?
Name Index
Subject Index