Transcript COMM 3170: Introduction to Organizational Communication

COMM 3170:
Introduction to
Organizational Communication
Summer 2005
Dan Lair
[email protected]
Quick Review: Structuration Theory
and the Duality of Structure


What does it mean to say that structure is
both an outcome and a resource of
action? Examples from your organizations?
What does it mean to say that structure is
both enabling and constraining? Examples
from your organizations?
Systems Thinking
(adapted from Conrad & Poole, 2005)





The whole is more than the sum of its
parts (holism)
Causality is complex, not linear
(interdependence of parts)
Systems are embedded in other systems
Systems imperative: adapt or die
(feedback)
History is crucial to organizational systems
Systems Thinking Illustrated
(drawing from www.threesigma.com)
Open Systems Theory:
Important Concepts





Equifinality
Equilibrium
“Loose” v. “Tight” Coupling
Openness v. Closedness
Entropy
Max Weber and the Study of
Bureacracy

Ideal Types

Types of Rationality

Types of Authority
Bureaucracy as
Organizational Form
Bureaucracy as
Organizational Form

What are the key elements of bureaucracy?

Strengths of Bureaucracy:
1)
2)
3)

Fair, systematic, non-arbitrary
Useful for large systems
Stable
Weakness of Bureaucracy:
1)
2)
3)
Over-concentration of power
Threat to individuality
Formal rationality over substantive rationality
Alternative Organizational Forms:
The Matrix Organization
(BASF Chemical Engineering Teams)
Alternative Organizational Forms:
The Project Organization
Communication Networks



Network diagrams represent perceived or actual
communication patterns and not necessarily formal
authority relationships.
Key aspects of networks include roles, connectedness,
symmetry, and density (see p. 159 for complete list)
What communication network characteristics would be
desirable for
… an entrepreneur?
… a CEO of a charitable organization?
… an aspiring partner in a consulting firm?
… a social activist?
Networks: Key Terms
Network Dyads


How would you describe the dyads that
you are a member of in your organization?
Key concepts:



Strength
Multiplexity
The “strength of weak ties”
Types of Interorganizational
Relastionship






Strategic Alliance: Utah Hospitality
Association
Cartel: OPEC
Conglomerate: RJR Nabisco
Joint Venture: Many health clinics
Franchise: Subway
Network Organization:
The Network Organization

“Comprised of two or more organizational
units from different organizations involved
in a long-term…relationship” (p. 164)




Often emerge from relationships among
individuals
Typically very flexible, even when formalized
Enabled by new communication technologies
Organizations today often analyze the “value
chain” and then retain core competencies and
outsource non-core functions
For Next Wednesday


Chapter 3
Journal 3