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Organizational Communication - A Critical Approach Summary (Chapters 1, 3, 6, 7, 8, 9, 10, 11, 12 &13)

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Organizational Communication - A Critical Approach (written by Dennis K. Mumby) Summary Chapters 1, 3, 6, 7, 8, 9, 10, 11, 12, 13. This summary was written for the course Communication and Organizations, a mandatory course for Bachelor 1.

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  • Chapters 1, 3, 6, 7, 8, 9, 10, 11, 12
  • 7 september 2019
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Organizational Communication - A Critical Approach Summary
Dennis K. Mumby

Part 1: Developing a Critical Approach to Organizational Communication
Humans are organizational animals; modern life is defined by organizations and corporations.

Chapter 1: Introducing Organizational Communication
❖ Human beings are communicating, organizing creatures, and we define ourselves largely
through ​organizational memberships and communicative connections​.
❖ Organizational control​: “the dynamic communication process through which
organizational stakeholders (employees, managers, owners, shareholders, etc.) struggle to
maximize their stake in an organization.”
❖ Organizations​: communicative structures of control.

Organizations as Communicative Structures of Control
❖ Each theory in the fields of management and organizational communication is motivated
by the problems of ​controlling large numbers​ of people in ​specific settings​.

❖ Late 19th century​: capitalism became the dominant economic system → the new
corporate organization and its employees became a focal point of study.
➢ How can people be motivated to come together to perform specific tasks?
❖ Charles Perrow​ ​(1986):​ “The problems advanced by social scientists have been primarily
the problems of human relations in an authoritarian setting”.



❖ Organizations ​coordinate​ the behavior of its members so they can work collectively →
difficult to achieve in practice.
❖ Particularly in for-profit organizations: factors work against the perfect coordination of a
large number of people.
❖ Most important factor:​ tensions between the goals, beliefs and desires​ of individual
organization members and those of the larger organization.
➢ Chester Barnard ​(​1938​): This fundamental tension or conflict is usually resolved
by ​subordinating ​the​ goals and beliefs​ of individual organization members to
those of the larger organization.

Examples of Tensions Between Individual and Organizational Goals, Values, and Needs:

, ❖ All organizational and management theories address the​ individual-organization tension
in some way: “ How can we exercise control over employees and get them to function in
a coordinated manner?”
➢ One of the earliest social scientists to focus explicitly on the issue of
organizational control: ​Arthur Tannenbaum​.
➢ Social organization​: an ordered arrangement of individual human interactions.
➢ Control processes helps ​circumscribe idiosyncratic​ (individual)​ behaviors​ and
keep them conformant to the rational plan of organization.
❖ Organization members are ​not​ simply​ passive recipients​ of control mechanisms.
➢ Employees have individually and collectively resisted management efforts to limit
their autonomy in the workplace.
➢ Control is a​ dialectical process​: control is never a linear, cause-and-effect
phenomenon but is ​complex and ambiguous​; organizational control mechanisms
often produce creative employee responses → unintended outcomes for the
organization.
■ Efforts to engineer organizational culture/instill certain values in
employees are sometimes hijacked by employees for their own ends or
employees create their own countercultures, rejecting the values
communicated by management.

Defining “Organizational Communication”
❖ W. Charles Redding​ (​1988​)
➢ Widely regarded as the founder of the field of organizational communication.
➢ Argues that all ​complex organizations ​(social structures large enough to make
face-to-face communication among all members impossible at all times) exhibit
the following four essential features:
1. Interdependence.

, 2. Differentiation of tasks and functions.
3. Goal orientation.
4. Control.

Interdependence
❖ Organizations exhibit interdependence insofar as no member can function without
affecting, and being affected by, other organization members.
➢ Agency​: the ability to influence others.
❖ All complex organizations consist of ​intricate webs of interconnected communication
activities.
❖ Organizations have become increasingly ​complex and global​ → interdependence:
significant and defining feature.
❖ Many large organizations depend on a complicated array of subsidiaries, outsourcing
processes, communication technologies, and leveraged financial structures in order to
flourish.
❖ 2008​: Collapse of several financial institutions → effect on employees AND the global
economy, which went into recession as a result.

Differentiation of Tasks and Functions
❖ All organizations operate according to the​ principle of division of labor​, in which
members specialize in particular tasks and the organization as a whole is divided into
various departments.
❖ Adam Smith ​(​18th Century​): Description of pin manufacture:
➢ Many more pins can be produced when the manufacturing process is divided into
many specialized tasks.
➢ Late 19th/ early 20th century​: introduction of scientific management principles
into most large organizations.
❖ Emergence of the ​‘post-bureaucratic’ organization​ and ​job enrichment​ has somewhat
modified this principle.
❖ Remains a basic feature of ​modern capitalism​ (production line, fast-food restaurants).

Goal Orientation
❖ Organizations, whether nonprofit or for profit, are oriented toward particular goals.
❖ One could argue that the goals of an organization are what provide it with its ​particular
character​, coalescing its members into something more than a random group of
individuals.
❖ Barnard​ (​1938​): “An organization comes into being when there are persons able to
communicate with each other, who are willing to contribute to action to accomplish a
common purpose​.”

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