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Chapter 1: Foundations of Org. Comm.
- 2. EXPERIENCE WITH ORGANIZATIONS LET’S DISCUSS Tell us about your first job. What was your role? What was the organization like? How would you describe the communication? Did you feel like a “real” member?
- 3. Information Transfer Model Shannon & Weaver, 1949 Sender oriented
- 4. Information Transfer Model Shannon & Weaver, 1949 Sender Sender oriented
- 5. Receiver Information Transfer Model Shannon & Weaver, 1949 Sender Sender oriented
- 6. He greeted me. Nice guy! Good morning, officer! Receiver Message Channel Information Transfer Model Shannon & Weaver, 1949 Sender Sender oriented
- 7. @client Your Company Name Here @client @client www.website.c om MODEL #1 INFORMATION TRANSFER FOCUS: SENDER Comm. = process of transferring info or ideas from one person to another through verbal or nonverbal behavior.
- 8. Shared Meaning Model Receiver oriented & meaning can be assigned to unintended messages - Putnam, 1982
- 9. Shared Meaning Model Receiver oriented & meaning can be assigned to unintended messages Source - Putnam, 1982
- 10. Receiver Shared Meaning Model Receiver oriented & meaning can be assigned to unintended messages Source - Putnam, 1982
- 11. He’s not wearing shoes.What’s he up to?Good morning, officer! Receiver Message Channel Shared Meaning Model Receiver oriented & meaning can be assigned to unintended messages Source - Putnam, 1982
- 12. He’s not wearing shoes.What’s he up to?Good morning, officer! Receiver Message Channel Shared Meaning Model Receiver oriented & meaning can be assigned to unintended messages Source ? - Putnam, 1982
- 13. @client Your Company Name Here @client @client www.website.c om MODEL #2 SHARED MEANING FOCUS: RECEIVER Comm. = process by which individuals come to share an understanding of verbal and nonverbal communication. Did everyone interpret the message the same way (shared meaning) or did different groups develop different meanings?
- 14. Transactional ModelMeaning is co-created. Simultaneous Sender/Receiver Roles.
- 15. Transactional Model Sender Meaning is co-created. Simultaneous Sender/Receiver Roles.
- 16. Transactional Model ReceiverSender Meaning is co-created. Simultaneous Sender/Receiver Roles.
- 17. Transactional Model Message Channel ReceiverSender Meaning is co-created. Simultaneous Sender/Receiver Roles.
- 18. Transactional Model Feedback Message Channel ReceiverSender Meaning is co-created. Simultaneous Sender/Receiver Roles.
- 19. Transactional Model Feedback /Receiver /Source Message Channel ReceiverSender Meaning is co-created. Simultaneous Sender/Receiver Roles.
- 20. Transactional Model Context/Environment Feedback /Receiver /Source Message Channel ReceiverSender Meaning is co-created. Simultaneous Sender/Receiver Roles.
- 21. Transactional Model Context/Environment Feedback /Receiver /Source Message Channel Noise ReceiverSender Meaning is co-created. Simultaneous Sender/Receiver Roles.
- 30. @client Your Company Name Here @client @client www.website.c om MODEL #3 TRANSACTIONAL MEANING FOCUS: ALL PARTIES Comm. = process by which individuals assign meaning in a communicative situation trough mutual interaction and influence.
- 36. • Organizations are treated the same as people (sign contracts, pay taxes etc.) • Organizations are viewed as containers with clearly defined physical boundaries in which people operate LEGAL DEFINITIONSame rights, privileges and obligations as people If orgs are people, should they have the same rights the Constitution affords people?
- 37. • Focus on the responsibilities of the organization to the public, not just $$ • Corporate social responsibility • Need to create unique identity as a good community member SOCIAL DEFINITIONDemonstrate that orgs are ethical & value relationship with stakeholders How would you demonstrate that your organization is committed to being a responsible citizen?
- 39. 1. Activity coordination: communicating in order to get tasks done 2. Self-structuring: creating policies on how roles & responsibilities are divided 3. Membership negotiation: determining who is/isn’t a member 4. Institutional positioning: communicating org’s image to outsiders COMM. DEFINITIONOrgs are created & maintained through communication, specifically:
- 40. Activity coordination: Self-structuring: Membership negotiation: Institutional positioning: NEW TEXTBOOK INITIATIVE
- 41. Activity coordination: Self-structuring: Membership negotiation: Institutional positioning: Announcements to students, calls to publishers… NEW TEXTBOOK INITIATIVE
- 42. Activity coordination: Self-structuring: Membership negotiation: Institutional positioning: Announcements to students, calls to publishers… Who will handle this new task? NEW TEXTBOOK INITIATIVE
- 43. Activity coordination: Self-structuring: Membership negotiation: Institutional positioning: Announcements to students, calls to publishers… Who will handle this new task? Who can participate in this initiative? NEW TEXTBOOK INITIATIVE
- 44. Activity coordination: Self-structuring: Membership negotiation: Institutional positioning: Announcements to students, calls to publishers… Who will handle this new task? Who can participate in this initiative? What message does this send? NEW TEXTBOOK INITIATIVE
- 45. Activity coordination: Self-structuring: Membership negotiation: Institutional positioning: Announcements to students, calls to publishers… Who will handle this new task? Who can participate in this initiative? What message does this send? We care about affordability. NEW TEXTBOOK INITIATIVE
- 46. • Interactions • Decisions • Messages • Interpretations • Symbols • Images • Negotiations • Agreements/Contracts • Relationships TAKE A CLOSER LOOKHow is an organization constructed and maintained through:
- 48. STRATEGIC AMBIGUITY When organizations deliberately leave meaning unclear.
- 49. USED TO CREATE UNIFIED DIVERSITY Different people have different understanding of same words. Easier to get them all on board.
- 50. USED TO CREATE UNIFIED DIVERSITY Different people have different understanding of same words. Easier to get them all on board. Developing Christian Leaders What does this mean?
- 51. ADAPTABILITY TO CHANGE Allows orgs to easily change overall approach. Ex: Ocean liner mission: entertainment
- 55. • Allows us to avoid complete honesty MAINTAIN RELATIONSHIPS
- 56. • Allows us to avoid complete honesty • Allows us and/or other person to save face MAINTAIN RELATIONSHIPS
- 57. • Allows us to avoid complete honesty • Allows us and/or other person to save face MAINTAIN RELATIONSHIPS “Areas for improvement” versus
- 58. • Allows us to avoid complete honesty • Allows us and/or other person to save face MAINTAIN RELATIONSHIPS “Areas for improvement” versus “growth opportunities”
- 59. MAINTAIN POWER
- 60. MAINTAIN POWER An ambiguous policy allows a supervisor to maintain his/her power to use discretion in enforcing it.
- 61. PLAUSIBLE DENIABILTY When a client wants a report “ASAP”
- 62. PLAUSIBLE DENIABILTY Allows someone to deny your interpretation of words. When a client wants a report “ASAP”
- 63. PLAUSIBLE DENIABILTY Allows someone to deny your interpretation of words. Ex:ASAP When a client wants a report “ASAP”
- 64. PLAUSIBLE DENIABILTY Allows someone to deny your interpretation of words. Ex:ASAP When a client wants a report “ASAP” “Pawsible” deniability
- 65. • Unified diversity • Adaptability to change • Maintain relationships • Maintain power • Plausible deniability FUNCTIONS STRATEGIC AMBIGUITY
- 66. @client Your Company Name Here @client @client www.website.c om GROUP CHALLENGE OFFICE DESIGN • Maintain open communication with employees & volunteers • Maintain a stylish office to meet with community leaders & officials • Can’t be too lavish (don’t want donors to think they’re wasting money) Create an office design for the head of a volunteer org. Criteria: