Organizational communication : approaches and processes

ORGANIZATIONAL COMMUNICATION: APPROACHES AND PROCESSES presents organizational communication from both a communication and managerial perspective. Professor Miller's clear writing style and consistent use of examples and case studies result in a text that you'll find easy to understand.

Preface	p. xvii
Chapter 1 The Challenge of Organizational Communication	p. 1
Our Complicated World	p. 2
Globalization	p. 3
Terrorism	p. 4
Case in Point: Can Tragedy Lead to Change?	p. 5
Climate Change	p. 7
Changing Demographics	p. 8
Case in Point: 400 Million People	p. 10
Complicating Our Thinking about Organizations	p. 11
Complicating Our Thinking about Communication	p. 12
Looking Ahead	p. 14
Chapter 2 Classical Approaches	p. 17
The Machine Metaphor	p. 18
Henri Fayol's Theory of Classical Management	p. 19
Elements of Management	p. 19
Principles of Management	p. 20
Principles of Organizational Structure	p. 20
Principles of Organizational Power	p. 21
Principles of Organizational Reward	p. 22
Principles of Organizational Attitude	p. 22
Summary of Fayol's Theory	p. 22
Case in Point: Are There Limits to Rewards?	p. 23
Max Weber's Theory of Bureaucracy	p. 23
Frederick Taylor's Theory of Scientific Management	p. 25
Impetus for the Theory of Scientific Management	p. 26
Components of Scientific Management	p. 26
Case in Point: Systematic Surgery	p. 27
Communication in Classical Approaches	p. 28
Spotlight on Scholarship: Scientific Management-The Internet Update	p. 29
Content of Communication	p. 30
Direction of Communication Flow	p. 30
Channel of Communication	p. 31
Style of Communication	p. 31
Classical Management in Organizations Today	p. 32
Classical Structure in Today's Organizations	p. 32
Classical Job Design and Rewards in Today's Organizations	p. 33
Case Study: The Creamy Creations Takeover	p. 35
Chapter 3 Human Relations and Human Resources Approaches	p. 37
The Human Relations Approach	p. 38
From Classical Theory to Human Relations: The Hawthorne Studies	p. 38
The Illumination Studies	p. 38
The Relay Assembly Test Room Studies	p. 38
The Interview Program	p. 39
The Bank Wiring Room Studies	p. 39
Explanations of Findings in the Hawthorne Studies	p. 39
Maslow's Hierarchy of Needs Theory	p. 40
Case in Point: Satisfying Higher-Order Needs by Satisfying Lower-Order Needs	p. 42
McGregor's Theory X and Theory Y	p. 42
Spotlight on Scholarship: Communicating Like a Theory Y Leader	p. 44
The Human Resources Approach	p. 45
Impetus for the Human Resources Approach	p. 45
Do Human Relations Principles Work?	p. 46
Misuse of Human Relations Principles	p. 47
Case in Point: Slashing Emergency Room Waiting Times	p. 48
Blake and Mouton's Managerial Grid	p. 48
Likert's System IV	p. 50
Communication in Human Relations and Human Resources Organizations	p. 52
Content of Communication	p. 52
Direction of Communication Flow	p. 52
Channel of Communication	p. 52
Style of Communication	p. 53
Human Relations and Human Resources Organizations Today	p. 53
The What of Human Resources Programs	p. 54
The How of Human Resources Programs	p. 55
Case in Point: From the Golf Course to the Gym	p. 56
Case Study: Teamwork at Marshall's Processing Plant	p. 58
Chapter 4 Systems and Cultural Approaches	p. 60
The Systems Metaphor and Systems Concepts	p. 61
System Components	p. 61
Hierarchical Ordering	p. 61
Interdependence	p. 62
Permeability	p. 62
System Processes	p. 63
System Properties	p. 63
Holism	p. 64
Equifinality	p. 64
Negative Entropy	p. 64
Requisite Variety	p. 64
Systems Approaches to Organizational Communication	p. 66
Communication Networks	p. 66
Properties of Networks	p. 66
Properties of Network Links	p. 67
Network Roles	p. 67
Explanatory Mechanisms	p. 67
Karl Weick's Theory of Organizing	p. 68
Case in Point: Making Sense of My Money	p. 70
The Cultural Metaphor	p. 71
Prescriptive Approaches to Culture	p. 72
Deal and Kennedy's "Strong Cultures"	p. 72
Peters and Waterman's "Excellent Cultures"	p. 72
Descriptive and Explanatory Approaches to Culture	p. 74
Organizational Cultures Are Complicated	p. 74
Organizational Cultures Are Emergent	p. 75
Organizational Cultures Are Not Unitary	p. 75
Organizational Cultures Are Often Ambiguous	p. 76
Case in Point: Searching the Internet for Cultural Values	p. 76
Spotlight on Scholarship: Building Systems and Cultures of Compassion	p. 77
Case Study: The Cultural Tale of Two Shuttles	p. 79
Chapter 5 Constitutive Approaches	p. 82
Communicative Constitution of Organizations	p. 83
The Montreal School	p. 85
Text and Conversation	p. 85
Constitution as "Scaling Up"	p. 86
Current Directions	p. 87
Case in Point: The Textual Power of Emoticons	p. 88
Spotlight on Scholarship: Constituting Collaboration	p. 89
The Four Flows	p. 90
Membership Negotiation	p. 90
Self-Structuring	p. 91
Activity Coordination	p. 91
Case in Point: The Four Flows-Vatican Style	p. 93
Institutional Positioning	p. 93
Case Study: A Drop in the Bucket	p. 96
Chapter 6 Critical and Feminist Approaches	p. 99
Critical Approaches	p. 101
The Pervasiveness of Power	p. 101
Control of Modes and Means of Production	p. 103
Control of Organizational Discourse	p. 104
Ideology and Hegemony	p. 105
Case In Point: Power of the Pretty	p. 106
Emancipation	p. 106
Resistance	p. 107
A Theory of Concertive Control	p. 108
Identification	p. 109
Discipline	p. 109
Spotlight on Scholarship: Patriarchy in Public and Private Life	p. 110
Feminist Approaches	p. 111
Case In Point: Using the F Word	p. 113
Sexual Harassment	p. 114
Discourse at Women-Led Businesses	p. 115
Disciplined Bodies	p. 115
Case Study: Talking Turkey	p. 117
Chapter 7 Socialization Processes	p. 119
Models of Organizational Socialization	p. 120
Phases of Socialization	p. 120
Anticipatory Socialization	p. 121
Encounter	p. 122
Spotlight on Scholarship: Organizational Entry as a Laughing Matter	p. 123
Metamorphosis	p. 123
Content of Socialization	p. 124
Summary of Socialization Models	p. 125
Communication Processes During Socialization	p. 125
Recruiting and Interviewing	p. 125
Case in Point: The 140 Character Résumé	p. 126
The Interview as a Recruiting and Screening Tool	p. 127
The Interview as an Information-Gathering Tool	p. 127
The Interview as a Tool for Socialization	p. 128
Newcomer Information-Seeking Tactics	p. 128
Role-Development Processes	p. 130
Role-Taking Phase	p. 130
Role-Making Phase	p. 130
Role-Routinization Phase	p. 131
Beyond the Leadership Dyad	p. 131
Organizational Exit	p. 133
Case in Point: The Economics of Exit and Entry	p. 133
Case Study: The Church Search	p. 136
Chapter 8 Decision-Making Processes	p. 139
Models of the Decision-Making Process	p. 140
Rational Models of Decision Making	p. 140
Alternatives to Rational Models	p. 140
Case in Point: Personal Finance Decisions	p. 141
Case in Point: Big Data	p. 142
Small-Group Decision Making	p. 143
Descriptive Models of Small-Group Decision Making	p. 143
Effective Small-Group Decision Making	p. 144
Beyond Rational Group Processes	p. 146
Participation and Collaboration	p. 146
Participation in Decision-Making	p. 147
The Affective Model	p. 147
The Cognitive Model	p. 148
Evidence for Models of Participation	p. 148
Workplace Democracy	p. 149
Collaboration Processes	p. 150
Communication and Organizational Knowledge	p. 151
Spotlight on Scholarship: Who Are the Experts?	p. 152
Case Study: Too Many Majors	p. 156
Chapter 9 Conflict Management Processes	p. 158
Conceptualizing the Conflict Process	p. 159
Defining Conflict	p. 159
Levels of Organizational Conflict	p. 160
Phases of Organizational Conflict	p. 160
Managing Organizational Conflict	p. 161
Conflict Styles	p. 162
Description	p. 162
Critique of Conflict Styles Construct	p. 163
New Directions	p. 164
Bargaining and Negotiation	p. 165
Case in Point: Working with Jerks	p. 165
Third-Party Conflict Resolution	p. 167
Spotlight on Scholarship: Framing Intractable Conflict	p. 168
Factors Influencing the Conflict Management Process	p. 169
Personal Factors	p. 169
Relational Factors	p. 170
Cultural Factors	p. 170
A Feminist View of Conflict	p. 171
Case in Point: Cat Fight	p. 172
Case Study: The Problem with Teamwork	p. 174
Chapter 10 Organizational Change and Leadership Processes	p. 176
Organizational Change Processes	p. 177
The Complexity of Organizational Change	p. 177
Reactions to Organizational Change	p. 178
Communication in the Change Process	p. 180
"Unplanned" Change: Organizational Crisis	p. 182
Spotlight on Scholarship: Equivocal Reponses to Crisis	p. 184
Organizational Leadership	p. 185
Models of Leadership	p. 185
Case in Point: Leaderless Music	p. 186
Case in Point: Horse Whispering for Leaders	p. 188
Communication and Leadership	p. 188
Case Study: Leading Nurses through Hospital Change	p. 193
Chapter 11 Processes of Emotion in the Workplace	p. 195
Emotion in the Workplace	p. 196
Emotion as Part of the Job	p. 197
Case in Point: "The Cruise from Hell"	p. 197
Emotion as Part of Workplace Relationships	p. 199
Spotlight on Scholarship: Lining Up for Emotion	p. 200
Emotion Rules and Emotional Intelligence	p. 202
Stress, Burnout, and Social Support in the Workplace	p. 203
Burnout	p. 204
Communication as a Cause of Burnout	p. 205
Emotional Labor as a Contributor to Burnout	p. 206
Empathy, Communication, and Burnout	p. 206
Coping with Burnout	p. 208
Individual and Organizational Coping Strategies	p. 208
Communicative Coping: Participation in Decision Making	p. 209
Communicative Coping: Social Support	p. 209
Case in Point: Stretched Thin in the Emergency Room	p. 210
Case Study: Inexplicable Events	p. 213
Chapter 12 Organizational Diversity Processes	p. 216
Women and Minorities in Today's Organizations	p. 217
Case in Point: Judging Women	p. 218
Stereotyping and Discrimination	p. 219
Relational Barriers in Organizational Systems	p. 220
Beyond Women and Minorities	p. 221
Case in Point: Sensitivity Training	p. 223
The Multicultural Organization	p. 223
The Diverse Organization: Opportunities	p. 225
Spotlight on Scholarship: Questioning the Business Case	p. 227
The Diverse Organization: Challenges	p. 227
Avoiding Negative Effects of Diversity Management Programs	p. 228
Balancing Work and Home	p. 229
Managing (and Celebrating) Cultural Diversity	p. 230
Case Study: The Complex Challenges of Encouraging Diversity	p. 233
Chapter 13 Technological Processes	p. 235
Types of Organizational Communication Technology	p. 236
Case in Point: Don't Forget the Thank-You Note	p. 237
Understanding Technology Adoption and Use	p. 239
The Importance of Technology Attributes	p. 240
The Importance of Social Factors	p. 242
Effects of Information and Communication Technology	p. 243
Spotlight on Scholarship: Doodling in the Age of Technology	p. 245
Social Media: From Public Relations to Politics and Justice	p. 246
Virtual Organizing and Telework	p. 246
Case in Point: Caring at a Distance	p. 248
Case Study: High-Tech Gardening	p. 252
Chapter 14 The Changing Landscape of Organizations	p. 254
Communication in the Global Workplace	p. 255
Effects of Globalization	p. 257
Communication in an Era of Shifting Identity	p. 260
Case in Point: Image Gone Viral	p. 261
Communication in a Service Economy	p. 262
Spotlight on Scholarship: What Can You Do with That Major?	p. 265
Communication in the Age of the Disposable Worker	p. 266
Case in Point: Generation Y in the Workplace	p. 268
Case Study: Charting the Changing Nature of Work	p. 269
Glossary	p. 271
References	p. 281
Name Index	p. 309
Subject Index	p. 317

Available:*

On Order

Summary

Summary

Table of Contents