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Summary Communication and Organisations Chapter summaries, articles and lectures
Articles, book and lectures
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Chapter 1: What is Organisational Communication?Humans are organisational animals; modern life is defined by organisations and corporations.
Task Time: An organic sense of time where work is shaped by the demands of the tasks to be performed.
There is an inherent tension between an employee’s desire to maximise her or his salary and a company’s
desire to minimise costs and maintain profitability.
Organisational control is never a simple cause-effect phenomenon, it often produces creative employee
responses that produce unintended outcomes for the organisation.
Complex organisations exhibit 4 essential features:
- Charles Redding (1988)
1) Interdependence
2) Differentiation of tasks and functions
3) Goal orientation
4) Control
Organisations are containers for communication processes, and people send information to each other
from their various positions in the organisation.
Without communication, organisations cease to exist as meaningful human collectives.
- Organisations are complex patterns of communication habits.
- Communication is the constitutive process through which people come to experience and make
sense of the world in which they live.
- Communication creates people's social reality.
Communication: The dynamic, ongoing process of creating and negotiating meanings through
interactional symbolic (verbal and nonverbal) practices, including conversation, metaphors, rituals,
stories, dress, and space.
Organisational Communication: The process of creating and negotiating collective, coordinated systems
of meaning through symbolic practices oriented toward the achievement of organisational goals.
- Defines organisations purely as collective communication behaviours of their members
Organisations exhibit interdependence in the sense that no member can function without affecting, and
being affected by, other organisation members.
Organisations are orientated towards one particular goal.
- Goal orientation
,Direct Control: Directing employees in explicit ways and then monitoring their behaviour to make sure
they are performing adequately.
Technological Control: Involves the implementation of various forms of organisational technology to
control worker productivity.
Bureaucratic control: Bureaucratic control is the use of formal systems of rules, roles, records, and
rewards to influence, monitor, and assess employee performance.
Panopticism: Employees can never be certain when they are being monitored and thus are forced to
behave at all times as if they are under surveillance.
Ideological Control: The corporate development of a system of values, beliefs, and meanings with which
employees are expected to identify strongly.
Biocratic Control: it is “life itself” (bios) that companies are attempting to capture.
- Not only bringing personal authenticity to work but also thinking of one’s entire life as framed by
work.
Each form of control tends to develop in response to the failure of earlier forms of control to adequately
deal with employee autonomy and resistance.
Week 1: - Lecture Notes
Consequences of poor work communication:
- Added stress
- Delay/failure of project completion
- Low morale
- Missed performance goal
- Slower career progression
- Disciplinary action
Transmission Model:
- Organisations as containers for communication processes
- Focus: efficiency and clarity
- Communication occurs in organisations
- Overlooking the complexity of the communication process
Constitutive Approach:
- Communication constitutes organisation
, - Without communication, organisations cease to exist
- Organisations as complex patterns of communication habits
Control: A central, defining feature of complex organisations
Chapter 3: Fordism and Organisational Communication
Fordism - (Henry Ford):
- Fordism is generally understood not only as the emergence and dominance of the large-scale,
mass-production organisation but also as the development of a whole set of work, organisational,
and societal principles that would shape people’s lives for most of the 20th century.
- Fordism was characterised by extreme division of labour; rather than have a skilled worker
complete a number of tasks, many workers each completed a single, repetitive task.
- Enables companies to hire thousands of unskilled workers who needed very little training for the
work they performed (reduced labour costs) (High labour turnover)
- A broader system of principles and societal values that shaped how people thought about
themselves as workers, citizens, and consumers.
Aspects of classic fordism:
- Large-scale industrial organisations
- Highly centralised decision-making
- Large economies of scale
- Strong hierarchical structure
- Low trust between workers and managers
- Direct, technological and bureaucratic forms of control
- Mass production; standardised goods
- Mass consumption
Rationalisation: the application of rational principles to make work as efficient and productive as possible.
How did Fordism as a sociopolitical system shape the character of work and organisation?
- Stable, lifetime employment
- Internal labour market: Jobs were advertised in-house, thus workers could get promotions within
the company.
- Clear work-life separation: 9-5, a task could be left behind once the day was over.
The 20th century represents the first period in human history when people purchased and consumed goods
for a reason other than subsistence living.
- Fordist mass production scale led to a consumer society.
, - The emergence of a consumer society is key to Fordism; it provided a population to purchase
mass-produced goods but also it provided a sense of connection among increasingly urbanised
people.
The principles of scientific management - (Frederick Taylor):
The first systematic effort to develop principles regarding the management of workers.
Scientific: rational thinking and management
1) Scientific job design: Each element of work is designed according to specific scientific principles.
2) Scientific selection and training of individual workers: Each worker is matched to the job best
suited for their skill set.
3) Cooperation between management and workers: Managers supply a supportive supervisory
environment that provides workers with a sense of achievement.
4) Equal division of work between management and workers
Systematic Soldiering: The deliberate restriction of output by workers
- Occurred due to employers reducing the piece rate as the workers’ output increased.
Issues with the principles of scientific management:
- It neglects the social dimension of work
- The basic goal is to adapt workers to the needs of capitalism
- Limited view of workers; viewing them as solely motivated by economic incentives
Types of Authority - (Max Weber)
1) Traditional Authority: power legitimised through respect for long-standing tradition/culture.
2) Rational-legal Authority: power legitimised through legal rules/regulations
3) Charismatic Authority: Power legitimised through characteristics to inspire obedience
Human Relations School: The idea of the workplace as a social organisation, in which the intersubjective
relations of the workplace became a central concern of management
- The work organisation became viewed as a context in which the individual worker had to be
psychologically and socially adjusted to the (often alienating) conditions of industrial work.
Hawthorne Effect: the alteration of behaviour by the subjects of a study due to their awareness of being
observed.
The Hawthorne Studies: To investigate the effects on employee behaviour and attitudes of a variety of
physical, economic, and social variables
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