Thursday, October 11, 2007

Lara Hodgson- Reflection of Ch. 2 & 3

Ch. 2: Defining Organizational Communication
There are four different definitions of organizational communication in literature. First, is that language is a communication that transfers thought and feelings, second, it is a transactional process through sender and receiver, third, is strategic control through understanding and shared meaning. In this model, communication is a means of controlling the environment through personal relation and personal factors. Fourth, communication is a balance of creativity and constraint, communication is moment to moment working out tension between individual creativity and organizational constraint. Organizations are the recasting of dialogues through social and private beings. We construct reality and identity through concept and contexts. Self-concept is formed through social relationships. Equitable transaction allows communication between all participants in which they are able to voice their opinions and perspectives. Empathetic conversation allows us to image a world the way another person understand it. I thought this chapter was interesting on the different techniques to even converse and listen to other people. There are many different styles of sharing personal information through feeling and thought.

Ch. 3: Three Early Perspectives on Organizational and Communication

Classical Management approaches are represented by a collection of theories that share the underlying metaphor of organizations modeled after efficient machines, (p.64). This approach emerged from the Industrial Revolution and adapted the lesson of science and technology to make a perfect machine. In scientific management they had machine-like dependency on the hierarchy and divisions of labor that restricted rules on the management and the workers. This approach tries to achieve balance between individual creativity and constraint. The human relation approach derived from the Great Depression in which organizations and communication emerged against the cultural and economic backgrounds. This approach would become a contemporary way of thinking within management. It emphasizes the interpersonal and social needs of people and the assumption that all people want to feel united. The Human resources approach is concerned with the organizational climate and how an organization can encourage employee participation and dialogue, (pg. 87). In the Maslow Hierarchy of Needs, basic needs of food, shelter, and belonging must be met before they can reach their full human potential of self-actualization. The principle of supported relationship holds that all interactions within an organization should support individual self-worth and importance, with an emphasis on supportive relationships between work groups and open communication, (pg. 90). I think this chapter dealt with the work environment and how to make people more pleasant and happy within the workplace.
It was interesting on the perspectives and how they have changed through out history through economic downfalls and everything. The ways people are treated in the workplace have been changing consistently. The Classical Management approach seems to be more business orientated with no “open door policy,” (this is when the employees and management can converse with each other on a personal level). Now that the workplace is co-gendered and people are expected to spend most of their time within the company, the work environment is to please the employee more then the customer. As in the Human Resource approach is to maintain an organized climate and to encourage employee relationship so the workplace will move along smoother. I also thought it was interesting on how many things the Maslow Hierarchy of Needs is used, for personal and work environment.

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