Communication in organizations has changed drastically since the release of the first edition of this bestselling textbook. This fully revised and updated edition delves into state-of-the-art studies, providing fresh insights into the challenges that organizations face today. Yet this foundational resource remains a cornerstone in the examination of classic research and theory in organization communication.
Beginning with an extended analysis – from an organizational communication vantage point – of the Hurricane Katrina disaster, this groundbreaking edition weaves recent and memorable case materials with up-to-date research and theory, creating a meaningful and comprehensive view of organizational communication.
The authors take the unique path of describing and evaluating communication in organizations by focusing on three major perspectives for understanding organizations: traditional, interpretive, and critical. Because these perspectives differ in the ways that they study communication and in the assumptions that they make about the nature of organizations, the authors are able to offer diverse insights into communication in organizations. These three perspectives are used to examine communication functions and structure, organizational culture, information technology; cultural control, diversity, and change; new forms of organizing such as lattices and heterarchies, group relations, leader-member relations, power, conflict, and strategic communication; and new millennium thinking about organizations.
Packed with current case studies and commentary, Organizational Communication features an impressive range of contemporary global institutions such as General Motors, Triyo Industries of Japan, Enron, Wal-Mart, Ben & Jerry's, The Carter Center's Peace Programs, Canada's public health programs, social change programs in rural India, and more.
Important new topics in this edition include
New Communication Structures; Cultural Diversity and Empowerment; Implications of Information Technology; Affirmative Action and Supreme Court Cases; Transformational Leadership; New Millennium Trends
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The forms of conflict with which we are primarily concerned in this chapter are those that fit Putnam and Poole's (1987) definition of conflict as “the interaction of interdependent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals” (p. 552). Understanding conflict is critically important because it is an intrinsic part of organizational life (Putnam & Poole, 1987). Also, as we argued in the last chapter, conflict and power are ...