Organizational and Manageial Communication

Organizational Aspects of Corporate Communication

Chapter 2

“In an exhaustive theory of organization, communication would occupy a central place, because the structure, extensiveness, and scope of the organization are almost entirely determined by communication techniques.”

C.I. Barnard, The Functions of the Executive (1938),

Peggy Simcic Brønn 2

Overview

Characterizing organizationsApproaches to understandingOrganizations, structure and communicationsNewer perspectives on structure and communicationConclusions

Corporation, n.

An ingenious device for obtaining individual profit

without individual responsibility.

Ambrose BierceThe Devil’s Dictionary

The World Publishing Co., 1911

Peggy Simcic Brønn 4

4 defining characteristics

Social entities.

Goal-directed.

Intentionally structured “human activity systems.”

Exist within a larger surrounding environment.

Peggy Simcic Brønn 5

Mess management:

Multiple perspectives

Yields choices of...

Actions to improve the

situation

Influenced by individuals’ mental models

A real-world situation of concern

A real-world situation of concern

Descriptions of relevant systems of purposeful activityComparison of

models with the perceived reality

Approaches to understanding

Peggy Simcic Brønn 6

Descriptive richness

Numerical models

Systems models

Natural language “models”

Mental models

Clarity of Representation

Clear as mud

Crystal clear

Analytical organizational theorists

Institutional economists

Management consultants

(Neo)classical economists

”Reality””Reality”

So far as the laws of mathematics refer to reality, they are not certain. And so far as they are certain, they do not refer to reality. - Albert Einstein, Geometry and Experience

Approaches to understanding

The problem with multiple perspectives

Approaches to understanding

Peggy Simcic Brønn 8

Metaphors in management and organization theory

Machine metaphor Mechanical thinking

Organic metaphor Adaptation and variety

Brain metaphor Information processing

Cultural metaphor Creating social reality

Political metaphor Systems of government

Psychic prisons metaphor Freud’s revenge

Flux metaphor Transformation and change

Domination metaphor Use and exploitation

Morgan, G. (1986). Images of Organization. Sage: Thousand Oaks, CA.

Approaches to understanding

Peggy Simcic Brønn 9

A paradigmatic framework for organization theory

FunctionalistInterpretive

RadicalStructuralist

Radical Humanist

ObjectiveSubjective

Sociology of Radical Change

Sociology of RegulationBurrell, G. and G. Morgan (1979). Sociological Paradigms and Organisational Analysis. Oxford: Heinemann.

Sense-making (see p. 289)

A characteristic of humans is trying to make sense of incomprehensible things.

Sense-making is described as…Structuring the unknown, but in different ways.Placing stimuli into some sort of framework – a “frame of reference” that guides interpretations.A thinking process that uses retrospective accounts to explain surprises.Reciprocal interaction of information seeking, meaning assignment and action.An interpretive process needed for organizational members to understand and share understandings about features of the organization.A process in which individuals develop cognitive maps of their environment.

Sense may be in the eye of the beholder, but beholders vote and the majority rules.

K.E. Weick, The Social Psychology of Organizing (1995)

Sense may be in the eye of the beholder, but beholders vote and the majority rules.

K.E. Weick, The Social Psychology of Organizing (1995)

Approaches to understanding

Peggy Simcic Brønn 11

Factors influencing sense-making: The Individual

Stereotypical thinking

Risk of failure

Memory constraints

World-view constraints

Self imposed constraints

Lack of questioning attitude

Functional constraints

Problem solving language constraints

Approaches to understanding

Peggy Simcic Brønn 12

Biases

Assumptions:Judgment is plagued by random error and systematic biases.Good judgment requires mental skills exceeding our capabilities.

Capacity of the mind is small relative to the size of the problems.Heuristics and rules of thumb are used to cope with problem complexity.

Good newsThis allows us to deal with the real world.

Bad newsThis often leads to faulty data acquisition and processing.

Approaches to understanding

Espoused Models and Models in Use

“Espoused mental models” are those that we are able to articulate and use to explain how we are behaving.

“Models in Use” are those mental models that actually drive our behavior.

The difference is that we say one thing and dosomething else.This is not intentional hypocrisy because we are usually unaware of the models in use and consequently never question them.

Peggy Simcic Brønn 14

Factors influencing sense-making:The Organization

Contextual variables• Size• Technology• Environmental uncertainty

• Age• Interdependence

Structural variables• Differentiation• SOP formalization• Centralization

• Division of labor• Status system• Managerial

Organizations, structure and communications

Peggy Simcic Brønn 15

A co-orientation model of communications and understanding

Organization’s perception of

Stakeholder A’s views

Organization’s perception of

Stakeholder A’s views

Stakeholder A’s definition andevaluation of

an issue

Stakeholder A’s definition andevaluation of

an issue

Stakeholder A’s perception of

organization’s views

Stakeholder A’s perception of

organization’s views

Organization’s definition

and evaluation of an issue

Organization’s definition

and evaluation of an issue

AGREEMENT

ACCURACY

CONGRUENCYCONGRUENCY

Scylla and Charybdis

The name Charybdis is from the pages of ancient Greek mythology. It is one half of the dangerousduo bordering the Straits of Messina, off the coast of Sicily, the other being Scylla. Charybdis is a chaotic whirlpool leading to an unknown center. Scylla, once a nymph cursed by Circe, is a large, six-headed beast disguised as a rock. Ships passing through the Straits faced a life threateningdilemma, to sacrifice six crew members to Scylla, or risk the entire crew and ship trying to navigate Charybdis’ maelstrom. This is how the present day metaphor 'to be between a rock (Scylla) and a hard place (Charybdis)' came to be.

Peggy Simcic Brønn 17

Weber’s Principles of Bureaucracy

Specified and official areas of responsibility based on knowledge.Orderly system of supervision and subordination.Unity of command.Extensive use of written documents.Extensive training in job requirements.Application of consistent and complete rules.

Based on M. Weber, Essays in Sociology (1946).

Peggy Simcic Brønn 18

Taylor’s principles of scientific management

Mechanical pacing, or use of an automated assembly line.Repetitive work.Concentration on a fraction of the total product.Specification of the tools and techniques used in production.Limited social interaction among workers.Minimal training.

Based on F.W. Taylor, Principles of Scientific Management (1911).

Peggy Simcic Brønn 19

Organizational dimensions

Structural factorsContextual factorsFormalization

Centralization

Horizontal differentiation

Vertical hierarchy

Degree of complexity

Centralization of power

Size

Organizational technology

Environment

Goals and strategies

Organizational culture

Peggy Simcic Brønn 20

The Configuration Approach

Two perspectives…General systems perspective (Scott, 1992)⌧Rational⌧Natural⌧Open

Business organization oriented (Mintzberg, 1983)⌧Simple structure⌧Machine bureaucracy⌧Professional bureaucracy⌧Divisional form⌧Adhocracy

Peggy Simcic Brønn 21

Comparisons

Educational institutionsOrganic systemAdhocracy

Diversified industrial firmsRational systemDivisional form

ConsultanciesRational systemProfessional bureaucracy

Military, fast foodsRational systemMachine bureaucracy

R&D firms, teamsNatural systemSimple structure

ExamplesScott’s typology

Mintzberg’stypology

Peggy Simcic Brønn 22

Approaches to the Organization -Communication Relationship

Communication mediates structure in dialogue; it is meta-communication; is a reification of communication processes

A product of communicationStructure/ Communications

Communication as a medium of structuring processes

Structured processes embedded in multiple systemic levels

New views of structural dimensions

Totality that includes communication in an encompassing system

Sets of internally related elements constituting the organization

Configurational

It serves as an independent variable: also serves as a container or channel for processes

A set of variablesTraditional/ Dimensional

Relation to communication

View of formal structureApproach

(Adapted from McPhee & Poole 2001)

Peggy Simcic Brønn 23

Interactive and Iterative Communication Process