Includes bibliographical references and index. Mass Culture and Popular Culture-- 2. The Frankfurt School and the Culture Industry-- 3. Structuralism, Semiology and Popular Culture-- 4.
Chapter 4 Modern Theories of Organizational Communication Expanding Your View Up to now, your introduction to organizational communication has been fairly straightforward.
In this chapter, however, we are going to complicate these pictures. For example, has your boss ever yelled at you? Irrational behavior can be difficult to square with classical theories of organization and communication. Though a message is obviously being transmitted from a source your boss to a receiver youinsults generate far more mental stimulation than is necessary and, in fact, introduce inaccuracies that will likely cause you to misinterpret the message.
Cursing hardly reflects the scientific management advocated by Frederick Taylor, the impersonal environment espoused by Max Weber, and the precise wording of commands favored by Henri Fayol.
Neither are curses and insults conducive to good human relations in the workplace—or to satisfying your hierarchy of needs, or giving you positive motivation and enjoyment in your job, or encouraging your involvement in workplace decisions.
By all these accounts, yelling and cursing is bad management—and yet, as we will see in Chapter 13 "Technology in Organizations"it occurs daily in organizations worldwide.
One study estimated that 37 percent of workers will be subjected to workplace bullying in the course of their careers. In the United States alone, that amounts to more than 56 million people. Workplace Bullying Institute U. Retrieved April 22,from http: Did your boss yell to assert power over you?
Was this assertion of power rooted in historical prejudices or in attitudes that prevail in the surrounding society? Is aggression tied to the very nature of organizing itself? Learning about modern theories of organizational communication will help us explore such questions.
Before describing these theories, however, we must first revisit the assumptions that we have built up in the preceding chapters. This is because modern theories are often based on different assumptions about the nature of organizations and communication than are classical theories.
We are not asking you to discard classical thinking; the theories developed by Taylor, Weber, Fayol, and scholars in the human relations and human resources traditions address real issues in the workplace and remain influential.
Rather, we are asking you to build on the foundation of classical theory and now expand your view. Understand how these approaches are driven by three decisions: All fifteen contained one or more of the following words or their variants: People come and go, but the system endures.
As noted in the introduction to Chapter 3 "Classical Theories of Organizational Communication"a metaphor is not a literal description but rather a linguistic means to grasp a concept by comparing it to something from the real world.
Metaphors we live by. University of Chicago Press. In the same way, although a system is not an actual, literal, physical object which you can hold in your hands, thinking of it that way helps you picture how a system functions. Clearly, however, thinking of an organization as an object is a metaphor.
Since the imperative to optimize performance governs the organization, individual mindsets ultimately are superfluous.
Organizational behaviors are therefore best studied in the aggregate through empirical observations that leads to measurable results. As such, it is not enough to observe aggregate behaviors; individual mindsets must be also be interpreted.
Each approach to how we conceive of organizations involves different assumptions. For theorists, their assumptions imply three decisions: Ontology Our ontology Philosophy of how things have being.
Some theorists believe an organization exists independently from how people perceive it; others believe an organization exists only in relation to the perceptions of its people or in relation to society.Dominic Strinati is a lecturer in Sociology at the University of Leicester.
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