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communication</span> </div> </a> <button aria-controls="toc-Interorganization_communication-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Interorganization communication subsection</span> </button> <ul id="toc-Interorganization_communication-sublist" class="vector-toc-list"> <li id="toc-Flow_nomenclature" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Flow_nomenclature"> <div class="vector-toc-text"> <span class="vector-toc-numb">3.1</span> <span>Flow nomenclature</span> </div> </a> <ul id="toc-Flow_nomenclature-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Interpersonal_communication" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Interpersonal_communication"> <div class="vector-toc-text"> <span class="vector-toc-numb">4</span> <span>Interpersonal communication</span> </div> </a> <ul id="toc-Interpersonal_communication-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Formal_and_informal" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Formal_and_informal"> <div class="vector-toc-text"> <span class="vector-toc-numb">5</span> <span>Formal and informal</span> </div> </a> <ul id="toc-Formal_and_informal-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Role_of_organizational_communication" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Role_of_organizational_communication"> <div class="vector-toc-text"> <span class="vector-toc-numb">6</span> <span>Role of organizational communication</span> </div> </a> <button aria-controls="toc-Role_of_organizational_communication-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Role of organizational communication subsection</span> </button> <ul id="toc-Role_of_organizational_communication-sublist" class="vector-toc-list"> <li id="toc-Understanding_Organizations_as_People" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Understanding_Organizations_as_People"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.1</span> <span>Understanding Organizations as People</span> </div> </a> <ul id="toc-Understanding_Organizations_as_People-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Effective_and_Ineffective_Communication_in_Organizations" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Effective_and_Ineffective_Communication_in_Organizations"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.2</span> <span>Effective and Ineffective Communication in Organizations</span> </div> </a> <ul id="toc-Effective_and_Ineffective_Communication_in_Organizations-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Awareness_of_Communication_Skills" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Awareness_of_Communication_Skills"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.3</span> <span>Awareness of Communication Skills</span> </div> </a> <ul id="toc-Awareness_of_Communication_Skills-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Perspectives" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Perspectives"> <div class="vector-toc-text"> <span class="vector-toc-numb">7</span> <span>Perspectives</span> </div> </a> <button aria-controls="toc-Perspectives-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Perspectives subsection</span> </button> <ul id="toc-Perspectives-sublist" class="vector-toc-list"> <li id="toc-The_functional_tradition" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#The_functional_tradition"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.1</span> <span>The functional tradition</span> </div> </a> <ul id="toc-The_functional_tradition-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-The_meaning_centered_approach" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#The_meaning_centered_approach"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.2</span> <span>The meaning centered approach</span> </div> </a> <ul id="toc-The_meaning_centered_approach-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Theoretical_approaches" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Theoretical_approaches"> <div class="vector-toc-text"> <span class="vector-toc-numb">8</span> <span>Theoretical approaches</span> </div> </a> <button aria-controls="toc-Theoretical_approaches-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Theoretical approaches subsection</span> </button> <ul id="toc-Theoretical_approaches-sublist" class="vector-toc-list"> <li id="toc-Classical" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Classical"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.1</span> <span>Classical</span> </div> </a> <ul id="toc-Classical-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Human_relations" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Human_relations"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.2</span> <span>Human relations</span> </div> </a> <ul id="toc-Human_relations-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Cultural" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Cultural"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.3</span> <span>Cultural</span> </div> </a> <ul id="toc-Cultural-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Systems" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Systems"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.4</span> <span>Systems</span> </div> </a> <ul id="toc-Systems-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Constitutive" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Constitutive"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.5</span> <span>Constitutive</span> </div> </a> <ul id="toc-Constitutive-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Critical" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Critical"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.6</span> <span>Critical</span> </div> </a> <ul id="toc-Critical-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Feminist" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Feminist"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.7</span> <span>Feminist</span> </div> </a> <ul id="toc-Feminist-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Communicative_rationality" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Communicative_rationality"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.8</span> <span>Communicative rationality</span> </div> </a> <ul id="toc-Communicative_rationality-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Conflict_management" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Conflict_management"> <div class="vector-toc-text"> <span class="vector-toc-numb">9</span> <span>Conflict management</span> </div> </a> <ul id="toc-Conflict_management-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Research" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Research"> <div class="vector-toc-text"> <span class="vector-toc-numb">10</span> <span>Research</span> </div> </a> <button aria-controls="toc-Research-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Research subsection</span> </button> <ul id="toc-Research-sublist" class="vector-toc-list"> <li id="toc-Research_methodologies" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Research_methodologies"> <div class="vector-toc-text"> <span class="vector-toc-numb">10.1</span> <span>Research methodologies</span> </div> </a> <ul id="toc-Research_methodologies-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Sequential_explanatory_design" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Sequential_explanatory_design"> <div class="vector-toc-text"> <span class="vector-toc-numb">10.2</span> <span>Sequential explanatory design</span> </div> </a> <ul id="toc-Sequential_explanatory_design-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Sequential_exploratory_design" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Sequential_exploratory_design"> <div class="vector-toc-text"> <span class="vector-toc-numb">10.3</span> <span>Sequential exploratory design</span> </div> </a> <ul id="toc-Sequential_exploratory_design-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Sequential_transformative_design" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Sequential_transformative_design"> <div class="vector-toc-text"> <span class="vector-toc-numb">10.4</span> <span>Sequential transformative design</span> </div> </a> <ul id="toc-Sequential_transformative_design-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Concurrent_triangulation_design" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Concurrent_triangulation_design"> <div class="vector-toc-text"> <span class="vector-toc-numb">10.5</span> <span>Concurrent triangulation design</span> </div> </a> <ul id="toc-Concurrent_triangulation_design-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Concurrent_embedded_design" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Concurrent_embedded_design"> <div class="vector-toc-text"> <span class="vector-toc-numb">10.6</span> <span>Concurrent embedded design</span> </div> </a> <ul id="toc-Concurrent_embedded_design-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Concurrent_transformative_design" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Concurrent_transformative_design"> <div class="vector-toc-text"> <span class="vector-toc-numb">10.7</span> <span>Concurrent transformative design</span> </div> </a> <ul id="toc-Concurrent_transformative_design-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Current_research_topics" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Current_research_topics"> <div class="vector-toc-text"> <span class="vector-toc-numb">11</span> <span>Current research topics</span> </div> </a> <ul id="toc-Current_research_topics-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-See_also" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#See_also"> <div class="vector-toc-text"> <span class="vector-toc-numb">12</span> <span>See also</span> </div> </a> <button aria-controls="toc-See_also-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle See also subsection</span> </button> <ul id="toc-See_also-sublist" class="vector-toc-list"> <li id="toc-Associations" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Associations"> <div class="vector-toc-text"> <span class="vector-toc-numb">12.1</span> <span>Associations</span> </div> </a> <ul id="toc-Associations-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-References" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#References"> <div class="vector-toc-text"> <span class="vector-toc-numb">13</span> <span>References</span> </div> </a> <ul id="toc-References-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Further_reading" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Further_reading"> <div class="vector-toc-text"> <span class="vector-toc-numb">14</span> <span>Further reading</span> </div> </a> <ul id="toc-Further_reading-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-External_links" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#External_links"> <div class="vector-toc-text"> <span class="vector-toc-numb">15</span> <span>External links</span> </div> </a> <ul id="toc-External_links-sublist" class="vector-toc-list"> </ul> </li> </ul> </div> </div> </nav> </div> </div> <div class="mw-content-container"> <main id="content" class="mw-body"> <header class="mw-body-header vector-page-titlebar"> <nav aria-label="Contents" class="vector-toc-landmark"> <div id="vector-page-titlebar-toc" class="vector-dropdown vector-page-titlebar-toc vector-button-flush-left" title="Table of Contents" > <input type="checkbox" id="vector-page-titlebar-toc-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-vector-page-titlebar-toc" class="vector-dropdown-checkbox " aria-label="Toggle the table of contents" > <label id="vector-page-titlebar-toc-label" for="vector-page-titlebar-toc-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--icon-only " aria-hidden="true" ><span class="vector-icon mw-ui-icon-listBullet mw-ui-icon-wikimedia-listBullet"></span> <span class="vector-dropdown-label-text">Toggle the table of contents</span> </label> <div class="vector-dropdown-content"> <div id="vector-page-titlebar-toc-unpinned-container" class="vector-unpinned-container"> </div> </div> </div> </nav> <h1 id="firstHeading" class="firstHeading mw-first-heading"><span class="mw-page-title-main">Organizational communication</span></h1> <div id="p-lang-btn" class="vector-dropdown mw-portlet mw-portlet-lang" > <input type="checkbox" id="p-lang-btn-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-p-lang-btn" class="vector-dropdown-checkbox mw-interlanguage-selector" aria-label="Go to an article in another language. Available in 19 languages" > <label id="p-lang-btn-label" for="p-lang-btn-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--action-progressive mw-portlet-lang-heading-19" aria-hidden="true" ><span class="vector-icon mw-ui-icon-language-progressive mw-ui-icon-wikimedia-language-progressive"></span> <span class="vector-dropdown-label-text">19 languages</span> </label> <div class="vector-dropdown-content"> <div class="vector-menu-content"> <ul class="vector-menu-content-list"> <li class="interlanguage-link interwiki-ar mw-list-item"><a href="https://ar.wikipedia.org/wiki/%D8%A7%D9%84%D8%A7%D8%AA%D8%B5%D8%A7%D9%84_%D8%A7%D9%84%D8%AA%D9%86%D8%B8%D9%8A%D9%85%D9%8A" title="الاتصال التنظيمي – Arabic" lang="ar" hreflang="ar" data-title="الاتصال التنظيمي" data-language-autonym="العربية" data-language-local-name="Arabic" class="interlanguage-link-target"><span>العربية</span></a></li><li class="interlanguage-link interwiki-bg mw-list-item"><a href="https://bg.wikipedia.org/wiki/%D0%9E%D1%80%D0%B3%D0%B0%D0%BD%D0%B8%D0%B7%D0%B0%D1%86%D0%B8%D0%BE%D0%BD%D0%BD%D0%B0_%D0%BA%D0%BE%D0%BC%D1%83%D0%BD%D0%B8%D0%BA%D0%B0%D1%86%D0%B8%D1%8F" title="Организационна комуникация – Bulgarian" lang="bg" hreflang="bg" data-title="Организационна комуникация" data-language-autonym="Български" data-language-local-name="Bulgarian" class="interlanguage-link-target"><span>Български</span></a></li><li class="interlanguage-link interwiki-de mw-list-item"><a href="https://de.wikipedia.org/wiki/Organisationskommunikation" title="Organisationskommunikation – German" lang="de" hreflang="de" data-title="Organisationskommunikation" data-language-autonym="Deutsch" data-language-local-name="German" class="interlanguage-link-target"><span>Deutsch</span></a></li><li class="interlanguage-link interwiki-es mw-list-item"><a href="https://es.wikipedia.org/wiki/Comunicaci%C3%B3n_organizacional" title="Comunicación organizacional – Spanish" lang="es" hreflang="es" data-title="Comunicación organizacional" data-language-autonym="Español" data-language-local-name="Spanish" class="interlanguage-link-target"><span>Español</span></a></li><li class="interlanguage-link interwiki-eu mw-list-item"><a href="https://eu.wikipedia.org/wiki/Erakunde_komunikazio" title="Erakunde komunikazio – Basque" lang="eu" hreflang="eu" data-title="Erakunde komunikazio" data-language-autonym="Euskara" data-language-local-name="Basque" class="interlanguage-link-target"><span>Euskara</span></a></li><li class="interlanguage-link interwiki-fa mw-list-item"><a href="https://fa.wikipedia.org/wiki/%D8%A7%D8%B1%D8%AA%D8%A8%D8%A7%D8%B7%D8%A7%D8%AA_%D8%B3%D8%A7%D8%B2%D9%85%D8%A7%D9%86%DB%8C" title="ارتباطات سازمانی – Persian" lang="fa" hreflang="fa" data-title="ارتباطات سازمانی" data-language-autonym="فارسی" data-language-local-name="Persian" class="interlanguage-link-target"><span>فارسی</span></a></li><li class="interlanguage-link interwiki-fr mw-list-item"><a href="https://fr.wikipedia.org/wiki/Communication_organisationnelle" title="Communication organisationnelle – French" lang="fr" hreflang="fr" data-title="Communication organisationnelle" data-language-autonym="Français" data-language-local-name="French" class="interlanguage-link-target"><span>Français</span></a></li><li class="interlanguage-link interwiki-ko mw-list-item"><a href="https://ko.wikipedia.org/wiki/%EC%A1%B0%EC%A7%81_%EC%9D%98%EC%82%AC%EC%86%8C%ED%86%B5" title="조직 의사소통 – Korean" lang="ko" hreflang="ko" data-title="조직 의사소통" data-language-autonym="한국어" data-language-local-name="Korean" class="interlanguage-link-target"><span>한국어</span></a></li><li class="interlanguage-link interwiki-id mw-list-item"><a href="https://id.wikipedia.org/wiki/Komunikasi_organisasi" title="Komunikasi organisasi – Indonesian" lang="id" hreflang="id" data-title="Komunikasi organisasi" data-language-autonym="Bahasa Indonesia" data-language-local-name="Indonesian" class="interlanguage-link-target"><span>Bahasa Indonesia</span></a></li><li class="interlanguage-link interwiki-it mw-list-item"><a href="https://it.wikipedia.org/wiki/Comunicazione_organizzativa" title="Comunicazione organizzativa – Italian" lang="it" hreflang="it" data-title="Comunicazione organizzativa" data-language-autonym="Italiano" data-language-local-name="Italian" class="interlanguage-link-target"><span>Italiano</span></a></li><li class="interlanguage-link interwiki-he mw-list-item"><a href="https://he.wikipedia.org/wiki/%D7%AA%D7%A7%D7%A9%D7%95%D7%A8%D7%AA_%D7%91%D7%90%D7%A8%D7%92%D7%95%D7%9F" title="תקשורת בארגון – Hebrew" lang="he" hreflang="he" data-title="תקשורת בארגון" data-language-autonym="עברית" data-language-local-name="Hebrew" class="interlanguage-link-target"><span>עברית</span></a></li><li class="interlanguage-link interwiki-pt mw-list-item"><a href="https://pt.wikipedia.org/wiki/Comunica%C3%A7%C3%A3o_organizacional" title="Comunicação organizacional – Portuguese" lang="pt" hreflang="pt" data-title="Comunicação organizacional" data-language-autonym="Português" data-language-local-name="Portuguese" class="interlanguage-link-target"><span>Português</span></a></li><li class="interlanguage-link interwiki-ro badge-Q70894304 mw-list-item" title=""><a href="https://ro.wikipedia.org/wiki/Comunicarea_organiza%C8%9Bional%C4%83" title="Comunicarea organizațională – Romanian" lang="ro" hreflang="ro" data-title="Comunicarea organizațională" data-language-autonym="Română" data-language-local-name="Romanian" class="interlanguage-link-target"><span>Română</span></a></li><li class="interlanguage-link interwiki-ru mw-list-item"><a href="https://ru.wikipedia.org/wiki/%D0%9E%D1%80%D0%B3%D0%B0%D0%BD%D0%B8%D0%B7%D0%B0%D1%86%D0%B8%D0%BE%D0%BD%D0%BD%D0%B0%D1%8F_%D0%BA%D0%BE%D0%BC%D0%BC%D1%83%D0%BD%D0%B8%D0%BA%D0%B0%D1%86%D0%B8%D1%8F" title="Организационная коммуникация – Russian" lang="ru" hreflang="ru" data-title="Организационная коммуникация" data-language-autonym="Русский" data-language-local-name="Russian" class="interlanguage-link-target"><span>Русский</span></a></li><li class="interlanguage-link interwiki-sl mw-list-item"><a href="https://sl.wikipedia.org/wiki/Komunikacija_na_delovnem_mestu" title="Komunikacija na delovnem mestu – Slovenian" lang="sl" hreflang="sl" data-title="Komunikacija na delovnem mestu" data-language-autonym="Slovenščina" data-language-local-name="Slovenian" class="interlanguage-link-target"><span>Slovenščina</span></a></li><li class="interlanguage-link interwiki-fi mw-list-item"><a href="https://fi.wikipedia.org/wiki/Organisaatioviestint%C3%A4" title="Organisaatioviestintä – Finnish" lang="fi" hreflang="fi" data-title="Organisaatioviestintä" data-language-autonym="Suomi" data-language-local-name="Finnish" class="interlanguage-link-target"><span>Suomi</span></a></li><li class="interlanguage-link interwiki-sv mw-list-item"><a href="https://sv.wikipedia.org/wiki/Organisationskommunikation" title="Organisationskommunikation – Swedish" lang="sv" hreflang="sv" data-title="Organisationskommunikation" data-language-autonym="Svenska" data-language-local-name="Swedish" class="interlanguage-link-target"><span>Svenska</span></a></li><li class="interlanguage-link interwiki-tr mw-list-item"><a href="https://tr.wikipedia.org/wiki/%C3%96rg%C3%BCtsel_ileti%C5%9Fim" title="Örgütsel iletişim – Turkish" lang="tr" hreflang="tr" data-title="Örgütsel iletişim" data-language-autonym="Türkçe" data-language-local-name="Turkish" class="interlanguage-link-target"><span>Türkçe</span></a></li><li class="interlanguage-link interwiki-zh mw-list-item"><a href="https://zh.wikipedia.org/wiki/%E7%B5%84%E7%B9%94%E6%BA%9D%E9%80%9A" title="組織溝通 – Chinese" lang="zh" hreflang="zh" data-title="組織溝通" data-language-autonym="中文" data-language-local-name="Chinese" class="interlanguage-link-target"><span>中文</span></a></li> </ul> <div 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class="mw-body-content"><div class="mw-content-ltr mw-parser-output" lang="en" dir="ltr"><div class="shortdescription nomobile noexcerpt noprint searchaux" style="display:none">Field of study in communication studies</div> <p>Within the realm of communication studies, <b>organizational communication</b> is a field of study surrounding all areas of communication and information flow that contribute to the functioning of an organization . Organizational communication is constantly evolving and as a result, the scope of organizations included in this field of research have also shifted over time. Now both traditionally profitable companies, as well as NGO's and non-profit organizations, are points of interest for scholars focused on the field of organizational communication. Organizations are formed and sustained through continuous communication between members of the organization and both internal and external sub-groups who possess shared objectives for the organization. The flow of communication encompasses internal and external stakeholders and can be formal or informal. </p> <meta property="mw:PageProp/toc" /> <div class="mw-heading mw-heading2"><h2 id="History">History</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=1" title="Edit section: History"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The field traces its lineage through business information, <a href="/wiki/Business_communication" title="Business communication">business communication</a>, and early <a href="/wiki/Mass_communication" title="Mass communication">mass communication</a> studies published in the 1930s through the 1950s. Until then, organizational communication as a discipline consisted of a few professors within speech departments who had a particular interest in <a href="/wiki/Speech_communication" class="mw-redirect" title="Speech communication">speaking</a> and <a href="/wiki/Writing" title="Writing">writing</a> in business settings. The current field is established with its own theories and empirical concerns distinct from other fields. </p><p>Several seminal publications stand out as works broadening the scope and recognizing the importance of communication in the organizing process, and in using the term "organizational communication". <a href="/wiki/Nobel_Prize" title="Nobel Prize">Nobel</a> laureate <a href="/wiki/Herbert_A._Simon" title="Herbert A. Simon">Herbert A. Simon</a> wrote in 1947 about "organization communications systems", saying communication is "absolutely essential to organizations".<sup id="cite_ref-1" class="reference"><a href="#cite_note-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 208">: 208 </span></sup> <a href="/wiki/W._Charles_Redding" title="W. Charles Redding">W. Charles Redding</a> played a prominent role in the establishment of organizational communication as a discipline. </p><p>In the 1950s, organizational communication focused largely on the role of communication in improving organizational life and organizational output. In the 1980s, the field turned away from a business-oriented approach to communication and became concerned more with the constitutive role of communication in organizing. In the 1990s, the rise of <a href="/wiki/Critical_theory" title="Critical theory">critical theory</a> garnered influence within the field as organizational communication scholars focused more on communication's ability to both oppress and liberate organizational members. This shift in thought arose from the French postulations brought about by theorist <a href="/wiki/Michel_Foucault" title="Michel Foucault">Michel Foucault</a>. Foucault is often revered as the father of <a href="/wiki/Post-modern" class="mw-redirect" title="Post-modern">Post-modern</a> thought and has been described as a “radical relativist” by contemporaries such as <a href="/wiki/Camille_Paglia" title="Camille Paglia">Camille Paglia</a>. </p><p>From the 2000s onward, organizational communications experienced a “discursive turn”. This turn started in the 1980s with the rise of <a href="/wiki/Globalization" title="Globalization">globalization</a> and explains the changed relationship between organizations and governments. After 1980, interpretive and critical organizational communication research expanded rapidly and combined with <a href="/wiki/Structural_functionalism" title="Structural functionalism">functionalist</a> research, creating a much more varied and complex landscape. Governments around the world became increasingly interested in multilateral organizations and began supporting their goals and interests; this factor increased the profits for investors who were able to capitalize on the changes occurring. In the early 2000s, organizational communications saw discoveries of illegality and corruption, which led to the bankruptcies of extremely large organizations (Ex. <a href="/wiki/Arthur_Andersen" title="Arthur Andersen">Arthur Anderson</a>). As a result, it changed how people see ethics and <a href="/wiki/Corporate_social_responsibility" title="Corporate social responsibility">corporate social responsibility</a> in organizational communications. Organizational communication became richer and more fragmented as structural-functional perspectives waned. For the future of this field, it is inevitable that diversity will lead to intellectual competition, and that hierarchy will be established among perspectives.<sup id="cite_ref-2" class="reference"><a href="#cite_note-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> </p><p>In the most recent history of the last five years, organizational communications have seen huge differences in how public opinion sees <a href="/wiki/Mass_media" title="Mass media">mass media</a>. This shift has led to began to move away from traditional news sources like the <a href="/wiki/Newspaper" title="Newspaper">newspaper</a> and rely more on <a href="/wiki/Social_media" title="Social media">social media</a> like <a href="/wiki/Twitter" title="Twitter">Twitter</a> for their news sources. With this change, communication is more vulnerable to things like “<a href="/wiki/Fake_news" title="Fake news">fake news</a>”; however, it gives all members of the public the capability of sharing their stories. With the rapid advancement of technology, there is no telling how far the field of organizational communications will advance in years to come.<sup id="cite_ref-3" class="reference"><a href="#cite_note-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Early_underlying_assumptions">Early underlying assumptions</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=2" title="Edit section: Early underlying assumptions"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Some of the main assumptions underlying much of the early organizational communication research were: </p> <ul><li><a href="/wiki/Rational_choice_theory" class="mw-redirect" title="Rational choice theory">Humans act rationally</a>. Some people do not behave in rational ways, they generally don't have access to all of the information needed to make rational decisions they could articulate, and therefore will make irrational decisions, unless there is some breakdown in the communication process—which is common. Irrational people rationalize how they will rationalize their communication measures whether or not it is rational.</li> <li>Formal <a href="/wiki/Logic" title="Logic">logic</a> and <a href="/wiki/Empirical_evidence" title="Empirical evidence">empirically verifiable data</a> ought to be the foundation upon which any theory should rest. All we really need to understand communication in organizations is (a) observable and <a href="/wiki/Reproducibility" title="Reproducibility">replicable</a> behaviors that can be transformed into variables by some form of measurement, and (b) formally replicable <a href="/wiki/Syllogism" title="Syllogism">syllogisms</a> that can extend theory from observed data to other groups and settings</li> <li>Communication is primarily a mechanical process, in which a message is constructed and encoded by a sender, transmitted through some channel, then received and decoded by a receiver. Distortion, represented as any differences between the original and the received messages, can and ought to be identified and reduced or eliminated.</li> <li>Organizations are mechanical things, in which the parts (including employees functioning in defined roles) are interchangeable. What works in one organization will work in another similar organization. Individual differences can be minimized or even eliminated with careful management techniques.<sup id="cite_ref-4" class="reference"><a href="#cite_note-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup></li> <li>Organizations function as a container within which communication takes place. Any differences in form or function of communication between that occurring in an organization and in another setting can be identified and studied as factors affecting the communicative activity.</li></ul> <p><a href="/wiki/Herbert_A._Simon" title="Herbert A. Simon">Herbert A. Simon</a> introduced the concept of <i><a href="/wiki/Bounded_rationality" title="Bounded rationality">bounded rationality</a></i> which challenged assumptions about the perfect rationality of communication participants. He maintained that people making decisions in organizations seldom had complete information, and that even if more information was available, they tended to pick the first acceptable option, rather than exploring further to pick the optimal solution. </p><p>In the early 1990s <a href="/wiki/Peter_Senge" title="Peter Senge">Peter Senge</a> developed new theories on organizational communication. These theories were <a href="/wiki/Learning_organization" title="Learning organization">learning organization</a> and <a href="/wiki/Systems_thinking" title="Systems thinking">systems thinking</a>. These have been well received and are now a mainstay in current beliefs toward organizational communications. </p><p>Robert Craig suggested that there were seven components of communication theory ,seven different ways of thinking about how communication works in the world.<sup id="cite_ref-Cengage_Learning_5-0" class="reference"><a href="#cite_note-Cengage_Learning-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> The seven different domains are rhetorical, semiotic, phenomenological, cybernetic, sociopsychological, sociocultural and critical.<sup id="cite_ref-Cengage_Learning_5-1" class="reference"><a href="#cite_note-Cengage_Learning-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> The rhetorical approach can be theorized as the practical art of discourse and the semiotic approach theorized as intersubjective mediation by signs.<sup id="cite_ref-Cengage_Learning_5-2" class="reference"><a href="#cite_note-Cengage_Learning-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> The phenomenological approach can be theorized as experiences of otherness; dialogue, and the cybernetic approach as information processing.<sup id="cite_ref-Cengage_Learning_5-3" class="reference"><a href="#cite_note-Cengage_Learning-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> The socialpsychological approach can be theorized as expression, interaction and influence.<sup id="cite_ref-Cengage_Learning_5-4" class="reference"><a href="#cite_note-Cengage_Learning-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> The sociocultural approach is theorized as (Re)production of social order and the critical approach theorized as discursive reflection.<sup id="cite_ref-Cengage_Learning_5-5" class="reference"><a href="#cite_note-Cengage_Learning-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Communication_networks">Communication networks</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=3" title="Edit section: Communication networks"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Networks are another aspect of direction and flow of communication. Bavelas has shown that communication patterns, or networks, influence groups in several important ways. Communication networks may affect the group's completion of the assigned task on time, the position of the de facto leader in the group, or they may affect the group members' satisfaction from occupying certain positions in the network. Although these findings are based on laboratory experiments, they have important implications for the dynamics of communication in formal organizations. </p><p>There are several patterns of communication, such as "chain", "wheel", "star", "all-channel" network, and "circle".<sup id="cite_ref-multiple3_6-0" class="reference"><a href="#cite_note-multiple3-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup><sup class="noprint Inline-Template" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citing_sources#What_information_to_include" title="Wikipedia:Citing sources"><span title="A complete citation is needed. (October 2017)">full citation needed</span></a></i>]</sup> </p> <div class="mw-heading mw-heading2"><h2 id="Interorganization_communication">Interorganization communication</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=4" title="Edit section: Interorganization communication"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading3"><h3 id="Flow_nomenclature">Flow nomenclature</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=5" title="Edit section: Flow nomenclature"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Abbreviations are used to indicate the two-way flow of information or other transactions, e.g. <i>B2B</i> is "business to business". <a href="/wiki/Duplex_(telecommunications)" title="Duplex (telecommunications)">Duplex</a> <a href="/wiki/Point-to-point_(telecommunications)" title="Point-to-point (telecommunications)">point-to-point</a> communication systems, <a href="/wiki/Computer_network" title="Computer network">computer networks</a>, non-electronic telecommunications, and meetings in person are all possible with the use of these terms. Examples: </p> <table width="100%"> <tbody><tr valign="top|"> <td width="33%"> <ul><li><b>In <a href="/wiki/Business" title="Business">Business</a></b> <ul><li>B2B (<a href="/wiki/Business-to-business" title="Business-to-business">business-to-business</a>)</li> <li>B2C (<a href="/wiki/Business-to-consumer" class="mw-redirect" title="Business-to-consumer">business-to-consumers</a>)</li> <li>B2E (<a href="/wiki/Business-to-employee" title="Business-to-employee">business-to-employees</a>)</li> <li>B2G (<a href="/wiki/Business-to-government" title="Business-to-government">business-to-government</a>)</li></ul></li></ul> </td> <td width="33%"> <ul><li><b>In <a href="/wiki/Governance" title="Governance">Governance</a></b> <ul><li>G2G (<a href="/wiki/Government-to-government" class="mw-redirect" title="Government-to-government">government-to-government</a>)</li> <li>G2C (<a href="/wiki/Government-to-citizen" class="mw-redirect" title="Government-to-citizen">government-to-citizens</a>)</li> <li>G2E (<a href="/wiki/Government-to-employees" class="mw-redirect" title="Government-to-employees">government-to-employees</a>)</li> <li>G2B (<a href="/wiki/Government-to-business" class="mw-redirect" title="Government-to-business">government-to-business</a>)</li></ul></li></ul> </td> <td width="33%"> <ul><li><b>In <a href="/wiki/Society" title="Society">Society</a></b> <ul><li>C2B (<a href="/wiki/Consumer-to-business" title="Consumer-to-business">consumer-to-business</a>)</li> <li>C2C (<a href="/wiki/Consumer-to-consumer" class="mw-redirect" title="Consumer-to-consumer">consumer-to-consumer</a>) <ul><li>or (customer-to-customer)</li> <li>or (citizen-to-citizen)</li></ul></li></ul></li></ul> </td></tr></tbody></table> <div class="mw-heading mw-heading2"><h2 id="Interpersonal_communication">Interpersonal communication</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=6" title="Edit section: Interpersonal communication"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1236090951">.mw-parser-output .hatnote{font-style:italic}.mw-parser-output div.hatnote{padding-left:1.6em;margin-bottom:0.5em}.mw-parser-output .hatnote i{font-style:normal}.mw-parser-output .hatnote+link+.hatnote{margin-top:-0.5em}@media print{body.ns-0 .mw-parser-output .hatnote{display:none!important}}</style><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Interpersonal_communication" title="Interpersonal communication">Interpersonal communication</a></div> <p>Interpersonal communication amongst individuals can be expressed both verbally and non-verbally, such as through the use of gestures, facial expressions, and overall body language.<sup id="cite_ref-Johnson_7-0" class="reference"><a href="#cite_note-Johnson-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p><p>Managers do not need answers to operate a successful business; they need questions. Answers can come from anyone, anytime, anywhere in the world due to the plethora of electronic communication tools at our disposal. This has turned the real job of management into determining what business specifically needs to know, along with the who/what/where/when and how of learning it. To effectively solve problems, seize opportunities, and achieve objectives, questions need to be asked by managers—these are the people responsible for the operation of the enterprise as a whole.<sup id="cite_ref-8" class="reference"><a href="#cite_note-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> </p><p>Ideally, the meanings sent are the meanings received. This is most often the case when the <a href="/wiki/Message" title="Message">messages</a> concern something that can be verified objectively. For example, "This piece of pipe fits the threads on the coupling." In this case, the receiver of the message can check the sender's words by actual trial, if necessary. However, when the sender's words describe a feeling or an opinion about something that cannot be checked objectively, meanings can be very unclear. "This work is too hard" or "Watergate was politically justified" are examples of opinions or feelings that cannot be verified. Thus, they are subject to interpretation and hence to distorted meanings. The receiver's background of experience and learning may differ enough from that of the sender to cause significantly different perceptions and evaluations of the topic under discussion. As we shall see later, such differences form a basic barrier to <a href="/wiki/Communication" title="Communication">communication</a>.<sup id="cite_ref-Johnson_7-1" class="reference"><a href="#cite_note-Johnson-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p><p><a href="/wiki/Nonverbal" class="mw-redirect" title="Nonverbal">Nonverbal</a> content always accompanies the verbal content of messages. When speaking about nonverbal communication, Birdwhistell says "it is complementary to (meaning "adds to") rather than redundant with (or repeating of) the verbal behavior". For example, if someone is talking about the length of an object, they may hold out their hands to give a visual estimate of it.<sup id="cite_ref-9" class="reference"><a href="#cite_note-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup> This is reasonably clear in the case of face-to-face communication. As <a href="/wiki/Virginia_Satir" title="Virginia Satir">Virginia Satir</a> has pointed out, people cannot help but communicate symbolically (for example, through their clothing or possessions) or through some form of body language. In messages that are conveyed by the telephone, a messenger, or a letter, the situation or context in which the message is sent becomes part of its non-verbal content. For example, if the <a href="/wiki/Company" title="Company">company</a> has been losing <a href="/wiki/Money" title="Money">money</a>, and in a letter to the production division, the <a href="/wiki/Front_office" title="Front office">front office</a> orders a reorganization of the shipping and receiving departments, this could be construed to mean that some people were going to lose their jobs — unless it were made explicitly clear that this would not occur.<sup id="cite_ref-Virginia_10-0" class="reference"><a href="#cite_note-Virginia-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup> </p><p>A number of variables influence the <a href="/wiki/Effectiveness" title="Effectiveness">effectiveness</a> of <a href="/wiki/Communication" title="Communication">communication</a>. Some are found in the environment in which communication takes place, some in the personalities of the sender and the receiver, and some in the relationship that exists between <a href="/wiki/Sender_(telephony)" title="Sender (telephony)">sender</a> and <a href="/wiki/Receiver_(radio)" class="mw-redirect" title="Receiver (radio)">receiver</a>. These different variables suggest some of the difficulties of communicating with understanding between two people. The sender wants to formulate an idea and communicate it to the receiver. This desire to communicate may arise from his thoughts or feelings or it may have been triggered by something in the environment. The <a href="/wiki/Communication" title="Communication">communication</a> may also be influenced by the relationship between the sender and the receiver, such as status differences, a staff-line relationship, or a learner-teacher relationship.<sup id="cite_ref-Virginia_10-1" class="reference"><a href="#cite_note-Virginia-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup> </p><p>Whatever its origin, <a href="/wiki/Information" title="Information">information</a> travels through a series of filters, both in the sender and in the receiver, and is affected by different channels, before the idea can be transmitted and re-created in the receiver's mind. Physical capacities to see, hear, smell, taste, and touch vary between people, so that the image of reality may be distorted even before the mind goes to work. In addition to physical or sense filters, cognitive filters, or the way in which an individual's mind interprets the world around him, will influence his assumptions and feelings. These filters will determine what the sender of a message says, how he says it, and with what purpose. Filters are present also in the receiver, creating a double complexity that once led <a href="/wiki/Robert_Louis_Stevenson" title="Robert Louis Stevenson">Robert Louis Stevenson</a> to say that human communication is "doubly relative". It takes one person to say something and another to decide what he said.<sup id="cite_ref-Simon_11-0" class="reference"><a href="#cite_note-Simon-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> </p><p>Physical and cognitive, including semantic <a href="https://en.wiktionary.org/wiki/filter" class="extiw" title="wiktionary:filter">filters</a> (which decide the meaning of words) combine to form a part of our memory system that helps us respond to reality. In this sense, March and Simon compare a person to a data processing system. Behavior results from an interaction between a person's internal state and environmental stimuli. What we have learned through past experience becomes an inventory, or data bank, consisting of values or goals, sets of expectations and preconceptions about the consequences of acting one way or another, and a variety of possible ways of responding to the situation. This memory system determines what things we will notice and respond to in the environment. At the same time, stimuli in the environment help to determine what parts of the memory system will be activated. Hence, the memory and the environment form an interactive system that causes our behavior. As this interactive system responds to new experiences, new learnings occur which feed back into memory and gradually change its content. This process is how people adapt to a changing world.<sup id="cite_ref-Simon_11-1" class="reference"><a href="#cite_note-Simon-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Formal_and_informal">Formal and informal</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=7" title="Edit section: Formal and informal"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1251242444">.mw-parser-output .ambox{border:1px solid #a2a9b1;border-left:10px solid #36c;background-color:#fbfbfb;box-sizing:border-box}.mw-parser-output .ambox+link+.ambox,.mw-parser-output .ambox+link+style+.ambox,.mw-parser-output .ambox+link+link+.ambox,.mw-parser-output .ambox+.mw-empty-elt+link+.ambox,.mw-parser-output .ambox+.mw-empty-elt+link+style+.ambox,.mw-parser-output .ambox+.mw-empty-elt+link+link+.ambox{margin-top:-1px}html body.mediawiki .mw-parser-output .ambox.mbox-small-left{margin:4px 1em 4px 0;overflow:hidden;width:238px;border-collapse:collapse;font-size:88%;line-height:1.25em}.mw-parser-output .ambox-speedy{border-left:10px solid #b32424;background-color:#fee7e6}.mw-parser-output .ambox-delete{border-left:10px solid #b32424}.mw-parser-output .ambox-content{border-left:10px solid #f28500}.mw-parser-output .ambox-style{border-left:10px solid #fc3}.mw-parser-output .ambox-move{border-left:10px solid #9932cc}.mw-parser-output .ambox-protection{border-left:10px solid #a2a9b1}.mw-parser-output .ambox .mbox-text{border:none;padding:0.25em 0.5em;width:100%}.mw-parser-output .ambox .mbox-image{border:none;padding:2px 0 2px 0.5em;text-align:center}.mw-parser-output .ambox .mbox-imageright{border:none;padding:2px 0.5em 2px 0;text-align:center}.mw-parser-output .ambox .mbox-empty-cell{border:none;padding:0;width:1px}.mw-parser-output .ambox .mbox-image-div{width:52px}@media(min-width:720px){.mw-parser-output .ambox{margin:0 10%}}@media print{body.ns-0 .mw-parser-output .ambox{display:none!important}}</style><table class="box-More_citations_needed_section plainlinks metadata ambox ambox-content ambox-Refimprove" role="presentation"><tbody><tr><td class="mbox-image"><div class="mbox-image-div"><span typeof="mw:File"><a href="/wiki/File:Question_book-new.svg" class="mw-file-description"><img alt="" src="//upload.wikimedia.org/wikipedia/en/thumb/9/99/Question_book-new.svg/50px-Question_book-new.svg.png" decoding="async" width="50" height="39" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/en/thumb/9/99/Question_book-new.svg/75px-Question_book-new.svg.png 1.5x, //upload.wikimedia.org/wikipedia/en/thumb/9/99/Question_book-new.svg/100px-Question_book-new.svg.png 2x" data-file-width="512" data-file-height="399" /></a></span></div></td><td class="mbox-text"><div class="mbox-text-span">This section <b>needs additional citations for <a href="/wiki/Wikipedia:Verifiability" title="Wikipedia:Verifiability">verification</a></b>.<span class="hide-when-compact"> Please help <a href="/wiki/Special:EditPage/Organizational_communication" title="Special:EditPage/Organizational communication">improve this article</a> by <a href="/wiki/Help:Referencing_for_beginners" title="Help:Referencing for beginners">adding citations to reliable sources</a> in this section. Unsourced material may be challenged and removed.</span> <span class="date-container"><i>(<span class="date">November 2022</span>)</i></span><span class="hide-when-compact"><i> (<small><a href="/wiki/Help:Maintenance_template_removal" title="Help:Maintenance template removal">Learn how and when to remove this message</a></small>)</i></span></div></td></tr></tbody></table> <p>Informal and formal communication are used in an organization. Formal communication flows downward, horizontal and upward while informal communication is generally referred to as "the grapevine". </p><p>Formal communication refers to the flow of official information through proper, predefined channels and routes. The flow of information is controlled and needs deliberate effort to be properly communicated. Formal communication follows a hierarchical structure and chain of command.<sup id="cite_ref-12" class="reference"><a href="#cite_note-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> The structure is typically top down, from leaders in various departments and senior staff in the organization, which funnel down to lower level employees.<sup id="cite_ref-13" class="reference"><a href="#cite_note-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup> </p><p>Informal communication, generally associated with interpersonal, horizontal communication, was primarily seen as a potential hindrance to effective organizational performance. This is no longer the case. Informal communication has become more important to ensuring the effective conduct of work in modern organizations. </p><p>Grapevine is a random, unofficial means of informal communication. It spreads through an organization with access to individual interpretation as gossip, rumors, and single-strand messages. Grapevine communication is quick and usually more direct than formal communication. An employee who receives most of the grapevine information but does not pass it onto others is known as a <i>dead-ender</i>. An employee that receives less than half of the grapevine information is an <i>isolate</i>. Grapevine can include destructive miscommunication, but it can also be beneficial by allowing feelings to be expressed, and increasing the productivity of employees. </p><p>Additionally, <a href="/wiki/Constitutive_role_of_communication_in_organizations" class="mw-redirect" title="Constitutive role of communication in organizations">McPhee and Zaug</a> (1995)<sup id="cite_ref-14" class="reference"><a href="#cite_note-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup> take a more nuanced view of communication as constitutive of organizations (also referred to as <a href="/wiki/Constitutive_role_of_communication_in_organizations" class="mw-redirect" title="Constitutive role of communication in organizations">CCO</a>). They identify four constitutive flows of communication, formal and informal, which become interrelated in order to constitute organizing and an organization: </p> <ul><li>organizational self-structuring</li> <li>membership negotiation</li> <li>activity coordination</li> <li>institutional positioning</li></ul> <div class="mw-heading mw-heading2"><h2 id="Role_of_organizational_communication">Role of organizational communication</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=8" title="Edit section: Role of organizational communication"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Organizational communication refers to exchanging and transmitting information between individuals and groups within an organization.<sup id="cite_ref-:6_15-0" class="reference"><a href="#cite_note-:6-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> Communication is a central function of organizations, as the success of an organization is reliant on individuals coming together for the benefit of organizational success.<sup id="cite_ref-:6_15-1" class="reference"><a href="#cite_note-:6-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Understanding_Organizations_as_People">Understanding Organizations as People</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=9" title="Edit section: Understanding Organizations as People"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Organizational communication provides insights and makes sense of the human processes that occur within organizations.<sup id="cite_ref-:6_15-2" class="reference"><a href="#cite_note-:6-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> This encompasses power struggles, team building, conflict, decision making, compliance, and all other human aspects of an organization. In early years, organizations gave little regard to the psychological needs of employees. Organizational communication considers how to motivate individuals within an organization by ensuring human needs are met in the workplace.<sup id="cite_ref-:6_15-3" class="reference"><a href="#cite_note-:6-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> </p><p>Modern organizational communication studies consider work-from-home and remote work structures, a phenomenon that emerged during the COVID-19 pandemic as digital communication took the forefront.<sup id="cite_ref-16" class="reference"><a href="#cite_note-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Effective_and_Ineffective_Communication_in_Organizations">Effective and Ineffective Communication in Organizations</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=10" title="Edit section: Effective and Ineffective Communication in Organizations"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Organizational communication extensively covers what communication techniques are appropriate and effective in specific scenarios with a focus on effective management.<sup id="cite_ref-:5_17-0" class="reference"><a href="#cite_note-:5-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> Informal and formal communication are both essential to an organization’s inner workings, but must be used appropriately. Understanding effective communication techniques can be used to minimize and resolve conflict within an organization.<sup id="cite_ref-:5_17-1" class="reference"><a href="#cite_note-:5-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Awareness_of_Communication_Skills">Awareness of Communication Skills</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=11" title="Edit section: Awareness of Communication Skills"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The field of organizational communication strives to identify and teach successful communication skills that can be applied within the organization and on a personal level.<sup id="cite_ref-:6_15-4" class="reference"><a href="#cite_note-:6-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> As awareness of the functions of organizational communication has increased, organizations have had an elevated need for roles that focus on organizational consulting, job training, and career development.<sup id="cite_ref-:6_15-5" class="reference"><a href="#cite_note-:6-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Perspectives">Perspectives</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=12" title="Edit section: Perspectives"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Shockley-Zalabak identified the following two perspectives, essentially as ways of understanding the organizational communication process as a whole.<sup id="cite_ref-Shockley-Zalabak_18-0" class="reference"><a href="#cite_note-Shockley-Zalabak-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 26">: 26 </span></sup> </p> <div class="mw-heading mw-heading3"><h3 id="The_functional_tradition">The functional tradition</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=13" title="Edit section: The functional tradition"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>According to Shockley-Zalabak, the functional tradition is "a way of understanding organizational communication by describing what messages do and how they move through organizations." There are different functions within this process that all work together to contribute to the overall success of the organization, and these functions occur during the repetition of communication patterns in which the members of the organization engage in.<sup id="cite_ref-Shockley-Zalabak_18-1" class="reference"><a href="#cite_note-Shockley-Zalabak-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 28">: 28 </span></sup> The first types of functions are message functions which are "What communication does or how it contributes to the overall functioning of the organization", and we describe message functions in three different categories which are organizational functions, relationship functions, and change functions.<sup id="cite_ref-Shockley-Zalabak_18-2" class="reference"><a href="#cite_note-Shockley-Zalabak-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 30–31">: 30–31 </span></sup> Organizing functions as Shockley-Zalabak states, are "Messages that establish the rules and regulations of a particular environment". These messages can include items such as newsletters or handbooks for a specific organization, that individuals can read to learn the policies and expectations for a certain company.<sup id="cite_ref-Shockley-Zalabak_18-3" class="reference"><a href="#cite_note-Shockley-Zalabak-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 31">: 31 </span></sup> Relationship functions are "Communication that helps individuals define their roles and assess the compatibility of individual and organizational goals". These relationship functions are a key aspect to how individuals identify with a company and it helps them develop their sense of belonging which can greatly influence their quality of work.<sup id="cite_ref-Shockley-Zalabak_18-4" class="reference"><a href="#cite_note-Shockley-Zalabak-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 31–32">: 31–32 </span></sup> The third and final subcategory within message functions are change functions, which are defined as "messages that help organizations adapt what they do and how they do it". Change messages occur in various choice making decisions, and they are essential to meet the employee's needs as well as have success with continual adaptations within the organization.<sup id="cite_ref-Shockley-Zalabak_18-5" class="reference"><a href="#cite_note-Shockley-Zalabak-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 32">: 32 </span></sup> </p> <div class="mw-heading mw-heading3"><h3 id="The_meaning_centered_approach">The meaning centered approach</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=14" title="Edit section: The meaning centered approach"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>According to Shockley-Zalabak, the meaning centered approach is "a way of understanding organizational communication by discovering how organizational reality is generated through human interaction". This approach is more concerned with what communication is instead of why and how it works, and message functions as well as message movement are not focused on as thoroughly in this perspective.<sup id="cite_ref-Shockley-Zalabak_18-6" class="reference"><a href="#cite_note-Shockley-Zalabak-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 38">: 38 </span></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Theoretical_approaches">Theoretical approaches</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=15" title="Edit section: Theoretical approaches"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading3"><h3 id="Classical">Classical</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=16" title="Edit section: Classical"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Emerging out of the <a href="/wiki/Industrial_Revolution" title="Industrial Revolution">Industrial Revolution</a> and the increased mechanization of work, classical approaches to organizing involve a vertical flow of communication that is highly formal and often written, mostly in a downward direction. The main idea of the classical approach of organizational communication is that the theory compares organizations to a machine. The theory observed and analyze that workers perform the task they are given to in order to contribute to the overall well-being of the organization. Each member has their purpose in the group, just like a part of a machine works does its tasks while cooperate with other parts to have a well-managed, functioning machine. Additionally, just like a machine that collapse when one part fails to function. An organization will fall apart when members are not doing their designated task appropriately.<sup id="cite_ref-19" class="reference"><a href="#cite_note-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Henri_Fayol" title="Henri Fayol">Henri Fayol</a>'s work on classical management identifies five elements of management suggesting tasks for managers; planning, organizing, command, coordination, and control; and six principles of management suggesting how managers might enact the aforementioned elements of management; <a href="/wiki/Scalar_chain" class="mw-redirect" title="Scalar chain">scalar chain</a>, unity of command, unity of direction, division of labor, order, and span of control; relative to this approach.<sup id="cite_ref-:02_20-0" class="reference"><a href="#cite_note-:02-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Human_relations">Human relations</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=17" title="Edit section: Human relations"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The human relation approach is based on several different theorists such as: Elton Mayo, McGregors's Douglas, Abraham Maslow, Mary Parker Follett's and Argyris.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (January 2023)">citation needed</span></a></i>]</sup> The main idea of the human relation approach of organizational communication is that the theory compares organizations to a family. As this theory compares organization to a family, it focuses on workers satisfaction and the relationship within the organizations more compared to the work performance element.<sup id="cite_ref-21" class="reference"><a href="#cite_note-21"><span class="cite-bracket">[</span>21<span class="cite-bracket">]</span></a></sup> The human relation approach emphasizes the importance of employee attitudes, and encourage organizations management team to focus on interpersonal relationships, group dynamics, and leadership styles in achieving organizational effectiveness.<sup id="cite_ref-22" class="reference"><a href="#cite_note-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> It attempts to unearth how directing attention at these areas can helps managers and other organizational actors motivative employees in order to increase productivity and organizational functioning.<sup id="cite_ref-:02_20-1" class="reference"><a href="#cite_note-:02-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> In using this approach, researchers commonly refer to <a href="/wiki/Abraham_Maslow%27s_hierarchy_of_needs" class="mw-redirect" title="Abraham Maslow's hierarchy of needs">Abraham Maslow's hierarchy of needs</a> to aid in identifying how meeting employee's individual needs have an effect on the overall wellbeing of an organization.<sup id="cite_ref-:02_20-2" class="reference"><a href="#cite_note-:02-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Cultural">Cultural</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=18" title="Edit section: Cultural"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The cultural approach to organizing views organizations through a cultural lens, looking at both organizational culture and cultural influences and impacts on organizing.<sup id="cite_ref-:02_20-3" class="reference"><a href="#cite_note-:02-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> Scholars of cultural organizational communication attempt to identify the value and attributes of strong organizational culture in order to understand its effects on organizational functioning. <a href="/wiki/Edgar_Schein" title="Edgar Schein">Edgar Schein</a> suggests three "levels of analysis" for interpreting organizational culture: artifacts, or the experiential elements of an organization; beliefs and values; and the implicit assumptions about and among the organization.<sup id="cite_ref-23" class="reference"><a href="#cite_note-23"><span class="cite-bracket">[</span>23<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Systems">Systems</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=19" title="Edit section: Systems"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The systems approach to organizing views organizations as complex organisms and sees interaction with the external environmental as essential to survival.<sup id="cite_ref-:02_20-4" class="reference"><a href="#cite_note-:02-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> Components of this approach include hierarchical ordering, <a href="/wiki/Systems_theory" title="Systems theory">interdependence</a>, and permeability.<sup id="cite_ref-24" class="reference"><a href="#cite_note-24"><span class="cite-bracket">[</span>24<span class="cite-bracket">]</span></a></sup> Processes of exchange are central to this approach;<sup id="cite_ref-25" class="reference"><a href="#cite_note-25"><span class="cite-bracket">[</span>25<span class="cite-bracket">]</span></a></sup> the concept of input-throughput-output identifies how this process is identified within this system.<sup id="cite_ref-:02_20-5" class="reference"><a href="#cite_note-:02-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Constitutive">Constitutive</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=20" title="Edit section: Constitutive"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951" /><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Communicative_Constitution_of_Organizations" title="Communicative Constitution of Organizations">Communicative Constitution of Organizations</a></div> <p>The constitutive approach is an organizational communications theory originating in <a href="/wiki/Robert_T._Craig" title="Robert T. Craig">Robert T. Craig’s</a> chapter of the book Communication Theory: Communication Theory as a Field.<sup id="cite_ref-Craig_119–161_26-0" class="reference"><a href="#cite_note-Craig_119–161-26"><span class="cite-bracket">[</span>26<span class="cite-bracket">]</span></a></sup> An organizational constitutive approach views communication processes as a means of forming and maintaining organizations. Ideas of communication have evolved throughout history.<sup id="cite_ref-27" class="reference"><a href="#cite_note-27"><span class="cite-bracket">[</span>27<span class="cite-bracket">]</span></a></sup> As a practical solution to contemporary social problems, the constitutive model is presented. For example, traditional ideas and institutions are eroding, cultural diversity and interdependence are increasing, and democratic participation in social reality is in high demand.<sup id="cite_ref-Craig_119–161_26-1" class="reference"><a href="#cite_note-Craig_119–161-26"><span class="cite-bracket">[</span>26<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Critical">Critical</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=21" title="Edit section: Critical"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Critical approaches to organizational communication maintain a focus on power structures and power imbalances in regards to organizing. Critical theory is centered around the argument that power imbalances, and therefore oppression and domination, are innate parts of social structures and organizations.<sup id="cite_ref-:02_20-6" class="reference"><a href="#cite_note-:02-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> The critical approach seeks to identify organizational sources of power and control in order to empower groups of oppressed people.<sup id="cite_ref-:02_20-7" class="reference"><a href="#cite_note-:02-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> Within this approach there is a focus on ideological and hegemonic systems. </p> <div class="mw-heading mw-heading3"><h3 id="Feminist">Feminist</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=22" title="Edit section: Feminist"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Feminist approaches to organizational communication is a relatively new area of scholarship, originating in the 1970's.<sup id="cite_ref-28" class="reference"><a href="#cite_note-28"><span class="cite-bracket">[</span>28<span class="cite-bracket">]</span></a></sup> Similar to the critical approach, feminist theory highlights power relations in organizational structures and institutionalized male domination as an instrument of oppression against women.<sup id="cite_ref-:6_15-6" class="reference"><a href="#cite_note-:6-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> The feminist approach is intersectional, calling for the recognition of multiple perspectives of race, sexuality, and nationality.<sup id="cite_ref-29" class="reference"><a href="#cite_note-29"><span class="cite-bracket">[</span>29<span class="cite-bracket">]</span></a></sup> The underlying assumption in feminist organizational theory is that women generally adapt to male norms within the workplace but are still subject to female stereotypes.<sup id="cite_ref-:5_17-2" class="reference"><a href="#cite_note-:5-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> The feminist approach aims to identify structural and cultural barriers in the workplace and how to eliminate them.<sup id="cite_ref-:5_17-3" class="reference"><a href="#cite_note-:5-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Communicative_rationality">Communicative rationality</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=23" title="Edit section: Communicative rationality"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><a href="/wiki/Communicative_rationality" title="Communicative rationality">Communicative rationality</a> is a theory developed from the works of <a href="/wiki/J%C3%BCrgen_Habermas" title="Jürgen Habermas">Jürgen Habermas</a>, a german philosopher. The communicative rationality approach has been developed to explain why successful communication needs the use of human rationality to be effective. The theory derives from the philosophical study of <a href="/wiki/Universal_pragmatics" title="Universal pragmatics">universal pragmatics</a>, which looks to understand what circumstances are needed for reaching understanding in communications.<sup id="cite_ref-30" class="reference"><a href="#cite_note-30"><span class="cite-bracket">[</span>30<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Conflict_management">Conflict management</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=24" title="Edit section: Conflict management"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Conflict is experienced by all organizations, therefore strategies to mitigate its effects on the wellbeing of organizations have been developed over time by both researchers and scholars alike.<sup id="cite_ref-:3_31-0" class="reference"><a href="#cite_note-:3-31"><span class="cite-bracket">[</span>31<span class="cite-bracket">]</span></a></sup> Professionals solely aim to diminish any conflicts that may arise within the workplace in the most effective manner as possible. In order to do this, these employees must possess strong conflict resolution skills.<sup id="cite_ref-:1_32-0" class="reference"><a href="#cite_note-:1-32"><span class="cite-bracket">[</span>32<span class="cite-bracket">]</span></a></sup> </p><p>Since conflicts in the workplace typically arise in various magnitudes, it is important that they are dealt with as soon as possible. For instance, if an individual tends to leave their space consistently messy, it can disrupt the entire office and leave for a multitude of other conflicts to arise if not dealt in a timely manner. Another example is if another co-worker tends to be disruptive or raise their voice.<sup id="cite_ref-:1_32-1" class="reference"><a href="#cite_note-:1-32"><span class="cite-bracket">[</span>32<span class="cite-bracket">]</span></a></sup> Both instances can be related to both internal and external sources, however, must be dealt with the same sufficiency since they could become reoccurring, daily issues if not dealt with.<sup id="cite_ref-:4_33-0" class="reference"><a href="#cite_note-:4-33"><span class="cite-bracket">[</span>33<span class="cite-bracket">]</span></a></sup> </p><p>A leaders ability in conflict management is important. It was found that leaders who focus on collaboration have a higher success rate than those who focus on avoidant or dominating conflict behaviour.<sup id="cite_ref-:2_34-0" class="reference"><a href="#cite_note-:2-34"><span class="cite-bracket">[</span>34<span class="cite-bracket">]</span></a></sup> It is also important that leaders are trained correctly on conflict management before being placed on the floor.<sup id="cite_ref-:2_34-1" class="reference"><a href="#cite_note-:2-34"><span class="cite-bracket">[</span>34<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Research">Research</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=25" title="Edit section: Research"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading3"><h3 id="Research_methodologies">Research methodologies</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=26" title="Edit section: Research methodologies"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Historically, organizational communication was driven primarily by quantitative research methodologies. Included in functional organizational communication research are <a href="/wiki/Statistical" class="mw-redirect" title="Statistical">statistical</a> analyses (such as <a href="/wiki/Statistical_survey" class="mw-redirect" title="Statistical survey">surveys</a>, text indexing, <a href="/wiki/Network_mapping" title="Network mapping">network mapping</a> and <a href="/wiki/Behavior" title="Behavior">behavior</a> <a href="/wiki/Scientific_model" class="mw-redirect" title="Scientific model">modeling</a>). In the early 1980s, the <a href="/wiki/Interpretive" class="mw-redirect" title="Interpretive">interpretive</a> revolution took place in organizational communication. In Putnam and Pacanowsky's 1983 text <i>Communication and Organizations: An Interpretive Approach</i>. they argued for opening up methodological space for <a href="/wiki/Qualitative_research" title="Qualitative research">qualitative</a> approaches such as <a href="/wiki/Narrative" title="Narrative">narrative</a> analyses, participant-observation, <a href="/wiki/Interviewing" class="mw-redirect" title="Interviewing">interviewing</a>, <a href="/wiki/Rhetorical" class="mw-redirect" title="Rhetorical">rhetoric</a> and textual approaches readings) and philosophic inquiries. </p><p>In addition to qualitative and quantitative research methodologies, there is also a third research approach called mixed methods. "Mixed methods is a type of procedural approach for conducting research that involves collecting, analyzing, and mixing quantitative and qualitative data within a single program of study. Its rationale postulates that the use of both qualitative and quantitative research provides a better and richer understanding of a research problem than either traditional research approach alone provides."<sup id="cite_ref-Abeza_2015_35-0" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 42">: 42 </span></sup> Complex contextual situations are easier to understand when using a mixed methods research approach, compared to using a qualitative or quantitative research approach. There are more than fifteen mixed method design typologies that have been identified.<sup id="cite_ref-Abeza_2015_35-1" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 42">: 42 </span></sup> Because these typologies share many characteristics and criteria, they have been classified into six different types. Three of these types are sequential, meaning that one type of data collection and analysis happens before the other. The other three designs are concurrent, meaning both qualitative and quantitative data are collected at the same time.<sup id="cite_ref-Abeza_2015_35-2" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 43">: 43 </span></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Sequential_explanatory_design">Sequential explanatory design</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=27" title="Edit section: Sequential explanatory design"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>To achieve results from a sequential explanatory design, researchers would take the results from analyzing quantitative data and get a better explanation through a qualitative follow up. They then interpret how the qualitative data explains the quantitative data.<sup id="cite_ref-Abeza_2015_35-3" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 43">: 43 </span></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Sequential_exploratory_design">Sequential exploratory design</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=28" title="Edit section: Sequential exploratory design"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Although sequential exploratory design may resemble sequential explanatory design, the order in which data is collected is reversed. Researchers begin with collecting qualitative data and analyzing it, then follow up by building on it through a quantitative research method. They use the results from qualitative data to form variables, instruments and interventions for quantitative surveys and questionnaires.<sup id="cite_ref-Abeza_2015_35-4" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 44">: 44 </span></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Sequential_transformative_design">Sequential transformative design</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=29" title="Edit section: Sequential transformative design"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Researchers in line with sequential transformative design are led by a "theoretical perspective such as a conceptual framework, a specific ideology, or an advocacy position and employs what will best serve the researcher's theoretical or ideological perspective".<sup id="cite_ref-Abeza_2015_35-5" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 44">: 44 </span></sup> Therefore, with this research design, it could be either the qualitative or quantitative method that is used first and priority depends on circumstance and resource availability, but can be given to either.<sup id="cite_ref-Abeza_2015_35-6" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 44">: 44 </span></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Concurrent_triangulation_design">Concurrent triangulation design</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=30" title="Edit section: Concurrent triangulation design"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>With a concurrent triangulation design, although data is collected through both quantitative and qualitative methods at the same time, they are collected separately with equal priority during one phase. Later, during the analysis phase, the mixing of the two methods takes place.<sup id="cite_ref-Abeza_2015_35-7" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 45">: 45 </span></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Concurrent_embedded_design">Concurrent embedded design</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=31" title="Edit section: Concurrent embedded design"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>In a concurrent embedded design, again, both qualitative and quantitative data is collected, although here one method supports the other. Then, one of the two methods (either qualitative or quantitative) transforms into a support for the dominant method.<sup id="cite_ref-Abeza_2015_35-8" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 45">: 45 </span></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Concurrent_transformative_design">Concurrent transformative design</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=32" title="Edit section: Concurrent transformative design"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The concurrent transformative design allows the researcher to be guided by their theoretical perspective, so their qualitative and quantitative data may have equal or unequal priority. Again, they are both collected during one phase.<sup id="cite_ref-Abeza_2015_35-9" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 45">: 45 </span></sup> </p><p>Mixed methods capitalizes on maximizing the strengths of qualitative and quantitative research and minimizing their individual weaknesses by combining both data.<sup id="cite_ref-Abeza_2015_35-10" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup> Quantitative research is criticized for not considering contexts, having a lack of depth and not giving participants a voice. On the other hand, qualitative research is criticized for smaller sample sizes, possible researcher bias and a lack of generalizability.<sup id="cite_ref-Abeza_2015_35-11" class="reference"><a href="#cite_note-Abeza_2015-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup> </p><p>During the 1980s and 1990s critical organizational scholarship began to gain prominence with a focus on issues of <a href="/wiki/Gender" title="Gender">gender</a>, <a href="/wiki/Race_(classification_of_human_beings)" class="mw-redirect" title="Race (classification of human beings)">race</a>, <a href="/wiki/Social_class" title="Social class">class</a>, and power/knowledge. In its current state, the study of organizational communication is open methodologically, with research from <a href="/wiki/Postpositivism" title="Postpositivism">post-positive</a>, <a href="/wiki/Interpretive" class="mw-redirect" title="Interpretive">interpretive</a>, <a href="/wiki/Critical_theory" title="Critical theory">critical</a>, <a href="/wiki/Postmodern" class="mw-redirect" title="Postmodern">postmodern</a>, and <a href="/wiki/Discourse" title="Discourse">discursive</a> paradigms being published regularly. </p><p>Organizational communication scholarship appears in a number of communication journals including but not limited to <i><a href="/wiki/Management_Communication_Quarterly" title="Management Communication Quarterly">Management Communication Quarterly</a></i>, <i><a href="/wiki/International_Journal_of_Business_Communication" class="mw-redirect" title="International Journal of Business Communication">International Journal of Business Communication</a></i>, <i><a href="/wiki/Journal_of_Applied_Communication_Research" title="Journal of Applied Communication Research">Journal of Applied Communication Research</a></i>, <i><a href="/wiki/Communication_Monographs" title="Communication Monographs">Communication Monographs</a></i>, <i><a href="/wiki/Academy_of_Management_Journal" title="Academy of Management Journal">Academy of Management Journal</a></i>, <i><a href="/wiki/Communication_Studies" class="mw-redirect" title="Communication Studies">Communication Studies</a></i>, and <i>Southern Communication Journal</i>. </p> <div class="mw-heading mw-heading2"><h2 id="Current_research_topics">Current research topics</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=33" title="Edit section: Current research topics"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>In some circles, the field of organizational communication has moved from acceptance of mechanistic models (e.g., information moving from a sender to a receiver) to a study of the persistent, hegemonic and taken-for-granted ways in which we not only use communication to accomplish certain tasks within organizational settings (e.g., public speaking) but also how the organizations in which we participate affect us. </p><p>These approaches include "postmodern", "critical", "participatory", "feminist", "power/political", "organic", etc. and adds to disciplines as wide-ranging as sociology, philosophy, theology, psychology, business, business administration, institutional management, medicine (health communication), neurology (neural nets), semiotics, anthropology, international relations, and music. </p><p>Currently, some topics of research and theory in the field are:<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (August 2019)">citation needed</span></a></i>]</sup> </p><p><b>Constitution</b>, e.g., </p> <ul><li>How communicative behaviors construct or modify organizing processes or products?</li> <li>How communication itself plays a constitutive role in organizations?</li> <li>How the organizations within which we interact affect our communicative behaviors, and through these, our own identities?</li> <li>Structures other than organizations which might be constituted through our communicative activity (e.g., markets, cooperatives, tribes, political parties, social movements).</li> <li>When does something "become" an organization? When does an organization become (an)other thing(s)? Can one organization "house" another? Is the organization still a useful entity/thing/concept, or has the social/political environment changed so much that what we now call "organization" is so different from the organization of even a few decades ago that it cannot be usefully tagged with the same word – "organization"?</li></ul> <p><b>Narrative</b>, e.g., </p> <ul><li>How do group members employ narrative to acculturate/initiate/indoctrinate new members?</li> <li>Do organizational stories act on different levels? Are different narratives purposively invoked to achieve specific outcomes, or are there specific roles of "organizational storyteller"? If so, are stories told by the storyteller received differently from those told by others in the organization?</li> <li>In what ways does the organization attempt to influence storytelling about the organization? under what conditions does the organization appear to be more or less effective in obtaining a desired outcome?</li> <li>When these stories conflict with one another or with official rules/policies, how are the conflicts worked out? in situations in which alternative accounts are available, who or how or why are some accepted and others rejected?</li></ul> <p><b>Identity</b>, e.g., </p> <ul><li>Who do we see ourselves to be, in terms of our organizational affiliations?</li> <li>Do communicative behaviors or occurrences in one or more of the organizations in which we participate effect changes in us? To what extent do we consist of the organizations to which we belong?</li> <li>Is it possible for individuals to successfully resist organizational identity? what would that look like?</li> <li>Do people who define themselves by their work-organizational membership communicate differently within the organizational setting than people who define themselves more by an avocational (non-vocational) set of relationships?</li> <li>For example, researchers have studied how human service workers and firefighters use humor at their jobs as a way to affirm their identity in the face of various challenges.<sup id="cite_ref-36" class="reference"><a href="#cite_note-36"><span class="cite-bracket">[</span>36<span class="cite-bracket">]</span></a></sup> Others, have examined the identities of police organizations, prison guards, and professional women workers.</li></ul> <p><b>Interrelatedness</b> of organizational experiences, e.g., </p> <ul><li>How do our communicative interactions in one organizational setting affect our communicative actions in other organizational settings?</li> <li>How do the phenomenological experiences of participants in a particular organizational setting effect changes in other areas of their lives?</li> <li>When the organizational status of a member is significantly changed (e.g., by promotion or expulsion) how are their other organizational memberships affected?</li> <li>What kind of future relationship between business and society does organizational communication seem to predict?</li></ul> <p><b><a href="/wiki/Power_(sociology)" class="mw-redirect" title="Power (sociology)">Power</a></b> e.g., </p> <ul><li>How does the use of particular communicative practices within an organizational setting reinforce or alter the various interrelated power relationships within the setting? Are the potential responses of those within or around these organizational settings constrained by factors or processes either within or outside of the organization – (assuming there is an "outside")?</li> <li>Do taken-for-granted organizational practices work to fortify the dominant <a href="/wiki/Hegemonic" class="mw-redirect" title="Hegemonic">hegemonic</a> narrative? Do individuals resist/confront these practices, through what actions/agencies, and to what effects?</li> <li>Do status changes in an organization (e.g., promotions, demotions, restructuring, financial/social strata changes) change communicative behavior? Are there criteria employed by organizational members to differentiate between "legitimate" (i.e., endorsed by the formal organizational structure) and "illegitimate" (i.e., opposed by or unknown to the formal power structure) behaviors? When are they successful, and what do we mean by "successful" when there are "pretenders" or "usurpers" who employ these communicative means?</li></ul> <p><br /> <b>Diversity, Equity, and inclusion (DEI) in organizational communication.</b>   </p><p>Research in this area covers a range of principles and practices aimed at fostering an inclusive organizational environment by leveraging effective communication strategies. DEI in the workplace encompasses a variety of personal and social bases of identity, including race-ethnicity, gender, age, socioeconomic status, religion, sexual orientation, country of origin, etc.   </p><p>Research focus under DEI organizational communication includes;   </p> <ul><li>The application of different communication theories to better understand and address the diverse perspectives, backgrounds, orientations, and experiences within the workforce. - Research has focused on analyzing the composition of employee dynamics to first identify the diverse perspectives and second to understand them.  </li> <li>How effective communication is pivotal in creating inclusive policies ranging from employee recruitment, retention, compensation, benefits, and retirement. - Scholars have reviewed the wording of organization policies and communicated messages to identify loopholes qualifiers that might have hindered DEI in the past.  </li> <li>How implicit bias is embedded in organizational culture and practices. - Research focuses on helping employees and organizational leadership to identify their bias against minority groups through their verbal and non-verbal communication.</li></ul> <p>Research focus of race-ethnicity under DEI in the workplace includes;   </p> <ul><li>The underrepresentation of minority races in the workplace.</li> <li>Challenges that hinder underrepresented minority group members from advancing to leadership positions in the workplace.</li> <li>The emotional, social, psychological, and physical effects of the challenges that minority group members face in the workplace.</li></ul> <p>Research focus of Gender under DEI in the workplace includes; </p> <ul><li>Challenges that women face in organizations.</li> <li>Factors that hinder women from rising to leadership positions at work.</li> <li>The stereotype against women leaders and how they have managed to succeed with workplace challenges.</li> <li>Understanding the pressure on women to work more than men to prove themselves in the workplace.</li> <li>The bias against women of color during hiring processes.</li> <li>Contrast in annual renumeration between men and women holding the same position in organizations.</li> <li>Challenges of mentoring women in organizations and how to improve.</li> <li>How effective communication can align leadership messages with organizational values and goals during the implementation of DEI.  </li> <li>Challenges minority groups encounter while trying to progress in organizations.  </li> <li>How effective communication strategies can foster an increase in the representation of underrepresented groups.  </li></ul> <p>Further research has also focused on introducing and applying different communication theories to analyze diversity problems in the workplace and proffer solutions on improvement.   </p><p>The inclusion of DEI in organizational communications research because it can lead to significant improvement in the world by proposing viable solutions to difficult problems within important social contexts.   </p> <div class="mw-heading mw-heading2"><h2 id="See_also">See also</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=34" title="Edit section: See also"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a href="/wiki/Agenda-setting_theory" title="Agenda-setting theory">Agenda-setting theory</a></li> <li><a href="/wiki/Organizational_learning" title="Organizational learning">Organizational learning</a></li> <li><a href="/wiki/Anticipatory_socialization" title="Anticipatory socialization">Anticipatory socialization</a></li> <li><a href="/wiki/Socionics" title="Socionics">Socionics</a></li> <li><a href="/wiki/Fields_of_LGBTQ_communication_studies" title="Fields of LGBTQ communication studies">Fields of LGBTQ communication studies</a></li></ul> <div class="mw-heading mw-heading3"><h3 id="Associations">Associations</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=35" title="Edit section: Associations"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a href="/wiki/Academy_of_Management" title="Academy of Management">Academy of Management</a></li> <li><a href="/wiki/Institute_of_Scientific_and_Technical_Communicators" title="Institute of Scientific and Technical Communicators">Institute of Scientific and Technical Communicators</a> (UK)</li> <li><a href="/wiki/International_Association_of_Business_Communicators" title="International Association of Business Communicators">International Association of Business Communicators</a></li> <li><a href="/wiki/International_Communication_Association" title="International Communication Association">International Communication Association</a></li> <li><a href="/wiki/National_Communication_Association" title="National Communication Association">National Communication Association</a></li></ul> <div class="mw-heading mw-heading2"><h2 id="References">References</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=36" title="Edit section: References"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1239543626">.mw-parser-output .reflist{margin-bottom:0.5em;list-style-type:decimal}@media screen{.mw-parser-output .reflist{font-size:90%}}.mw-parser-output .reflist .references{font-size:100%;margin-bottom:0;list-style-type:inherit}.mw-parser-output .reflist-columns-2{column-width:30em}.mw-parser-output .reflist-columns-3{column-width:25em}.mw-parser-output .reflist-columns{margin-top:0.3em}.mw-parser-output .reflist-columns ol{margin-top:0}.mw-parser-output .reflist-columns li{page-break-inside:avoid;break-inside:avoid-column}.mw-parser-output .reflist-upper-alpha{list-style-type:upper-alpha}.mw-parser-output .reflist-upper-roman{list-style-type:upper-roman}.mw-parser-output .reflist-lower-alpha{list-style-type:lower-alpha}.mw-parser-output .reflist-lower-greek{list-style-type:lower-greek}.mw-parser-output .reflist-lower-roman{list-style-type:lower-roman}</style><div class="reflist"> <div class="mw-references-wrap mw-references-columns"><ol class="references"> <li id="cite_note-1"><span class="mw-cite-backlink"><b><a href="#cite_ref-1">^</a></b></span> <span class="reference-text"><style data-mw-deduplicate="TemplateStyles:r1238218222">.mw-parser-output cite.citation{font-style:inherit;word-wrap:break-word}.mw-parser-output .citation q{quotes:"\"""\"""'""'"}.mw-parser-output .citation:target{background-color:rgba(0,127,255,0.133)}.mw-parser-output .id-lock-free.id-lock-free a{background:url("//upload.wikimedia.org/wikipedia/commons/6/65/Lock-green.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-limited.id-lock-limited a,.mw-parser-output .id-lock-registration.id-lock-registration a{background:url("//upload.wikimedia.org/wikipedia/commons/d/d6/Lock-gray-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-subscription.id-lock-subscription a{background:url("//upload.wikimedia.org/wikipedia/commons/a/aa/Lock-red-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .cs1-ws-icon a{background:url("//upload.wikimedia.org/wikipedia/commons/4/4c/Wikisource-logo.svg")right 0.1em center/12px no-repeat}body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-free a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-limited a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-registration a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-subscription a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .cs1-ws-icon a{background-size:contain;padding:0 1em 0 0}.mw-parser-output .cs1-code{color:inherit;background:inherit;border:none;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;color:var(--color-error,#d33)}.mw-parser-output .cs1-visible-error{color:var(--color-error,#d33)}.mw-parser-output .cs1-maint{display:none;color:#085;margin-left:0.3em}.mw-parser-output .cs1-kern-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right{padding-right:0.2em}.mw-parser-output .citation .mw-selflink{font-weight:inherit}@media screen{.mw-parser-output .cs1-format{font-size:95%}html.skin-theme-clientpref-night .mw-parser-output .cs1-maint{color:#18911f}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .cs1-maint{color:#18911f}}</style><cite id="CITEREFSimon1997" class="citation book cs1">Simon, Herbert A. (1997) [1947]. <i>Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations</i> (4th ed.). New York: Free Press. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0684835827" title="Special:BookSources/0684835827"><bdi>0684835827</bdi></a>. <a href="/wiki/OCLC_(identifier)" class="mw-redirect" title="OCLC (identifier)">OCLC</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/oclc/35159347">35159347</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Administrative+Behavior%3A+A+Study+of+Decision-Making+Processes+in+Administrative+Organizations&rft.place=New+York&rft.edition=4th&rft.pub=Free+Press&rft.date=1997&rft_id=info%3Aoclcnum%2F35159347&rft.isbn=0684835827&rft.aulast=Simon&rft.aufirst=Herbert+A.&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-2">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFScottBarkerKuhnKeyton2017" class="citation book cs1">Scott, Craig R.; Barker, James R.; Kuhn, Timothy; Keyton, Joann; Turner, Paaige K.; Lewis, Laurie K., eds. (2017-02-21). <a rel="nofollow" class="external text" href="https://onlinelibrary.wiley.com/doi/book/10.1002/9781118955567"><i>The International Encyclopedia of Organizational Communication</i></a> (1 ed.). Wiley. <a href="/wiki/Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1002%2F9781118955567">10.1002/9781118955567</a>. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-1-118-95560-4" title="Special:BookSources/978-1-118-95560-4"><bdi>978-1-118-95560-4</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+International+Encyclopedia+of+Organizational+Communication&rft.edition=1&rft.pub=Wiley&rft.date=2017-02-21&rft_id=info%3Adoi%2F10.1002%2F9781118955567&rft.isbn=978-1-118-95560-4&rft_id=https%3A%2F%2Fonlinelibrary.wiley.com%2Fdoi%2Fbook%2F10.1002%2F9781118955567&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-3"><span class="mw-cite-backlink"><b><a href="#cite_ref-3">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFPark2018" class="citation journal cs1">Park, Chang Sup (2018-12-09). <a rel="nofollow" class="external text" href="https://dx.doi.org/10.1177/1931243118809780">"Revisiting the Two-Step Flow Model on Twitter: Interconnection of Self-Identified South Korean Twitter Opinion Leadership, News Consumption, News Links, and News Curation"</a>. <i>Electronic News</i>. <b>13</b> (2): <span class="nowrap">63–</span>77. <a href="/wiki/Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1177%2F1931243118809780">10.1177/1931243118809780</a>. <a href="/wiki/ISSN_(identifier)" class="mw-redirect" title="ISSN (identifier)">ISSN</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/issn/1931-2431">1931-2431</a>. <a href="/wiki/S2CID_(identifier)" class="mw-redirect" title="S2CID (identifier)">S2CID</a> <a rel="nofollow" class="external text" href="https://api.semanticscholar.org/CorpusID:58588377">58588377</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Electronic+News&rft.atitle=Revisiting+the+Two-Step+Flow+Model+on+Twitter%3A+Interconnection+of+Self-Identified+South+Korean+Twitter+Opinion+Leadership%2C+News+Consumption%2C+News+Links%2C+and+News+Curation&rft.volume=13&rft.issue=2&rft.pages=%3Cspan+class%3D%22nowrap%22%3E63-%3C%2Fspan%3E77&rft.date=2018-12-09&rft_id=https%3A%2F%2Fapi.semanticscholar.org%2FCorpusID%3A58588377%23id-name%3DS2CID&rft.issn=1931-2431&rft_id=info%3Adoi%2F10.1177%2F1931243118809780&rft.aulast=Park&rft.aufirst=Chang+Sup&rft_id=http%3A%2F%2Fdx.doi.org%2F10.1177%2F1931243118809780&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-4"><span class="mw-cite-backlink"><b><a href="#cite_ref-4">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFMiller2015" class="citation book cs1">Miller, Katherine (2015). <i>Organizational Communication Approaches and Processes, Seventh Edition</i>. United States: <a href="/wiki/Cengage" class="mw-redirect" title="Cengage">Cengage</a> Learning. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-1-285-16420-5" title="Special:BookSources/978-1-285-16420-5"><bdi>978-1-285-16420-5</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Organizational+Communication+Approaches+and+Processes%2C+Seventh+Edition&rft.place=United+States&rft.pub=Cengage+Learning&rft.date=2015&rft.isbn=978-1-285-16420-5&rft.aulast=Miller&rft.aufirst=Katherine&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-Cengage_Learning-5"><span class="mw-cite-backlink">^ <a href="#cite_ref-Cengage_Learning_5-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Cengage_Learning_5-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-Cengage_Learning_5-2"><sup><i><b>c</b></i></sup></a> <a href="#cite_ref-Cengage_Learning_5-3"><sup><i><b>d</b></i></sup></a> <a href="#cite_ref-Cengage_Learning_5-4"><sup><i><b>e</b></i></sup></a> <a href="#cite_ref-Cengage_Learning_5-5"><sup><i><b>f</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFMiller2014" class="citation book cs1">Miller, Katherine (January 2014). <i>Organizational Communication Approaches and Processes</i> (Seventh ed.). Cengage Learning. pp. <span class="nowrap">13–</span>14. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-1-285-16420-5" title="Special:BookSources/978-1-285-16420-5"><bdi>978-1-285-16420-5</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Organizational+Communication+Approaches+and+Processes&rft.pages=%3Cspan+class%3D%22nowrap%22%3E13-%3C%2Fspan%3E14&rft.edition=Seventh&rft.pub=Cengage+Learning&rft.date=2014-01&rft.isbn=978-1-285-16420-5&rft.aulast=Miller&rft.aufirst=Katherine&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-multiple3-6"><span class="mw-cite-backlink"><b><a href="#cite_ref-multiple3_6-0">^</a></b></span> <span class="reference-text">Summarized from concepts developed by Alex Bavelas, "Communication Patterns in Task-Oriented Groups," pp. 503–11; Harold Guetzkow, "Differentiation of Roles in Task-Oriented Groups," pp. 512–26, in Cartwright and Zander, Group Dynamics; H.J. Leavitt, "Some Effects of Certain Communication Patterns on Group Performance," Journal of Abnormal and Social Psychology vol.</span> </li> <li id="cite_note-Johnson-7"><span class="mw-cite-backlink">^ <a href="#cite_ref-Johnson_7-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Johnson_7-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFRichard_Arvid_Johnson1976" class="citation book cs1">Richard Arvid Johnson (1976). <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/managementsystem00john/page/148"><i>Management, systems, and society : an introduction</i></a></span>. Pacific Palisades, Calif.: Goodyear Pub. Co. pp. <a rel="nofollow" class="external text" href="https://archive.org/details/managementsystem00john/page/148">148–142</a>. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780876205402" title="Special:BookSources/9780876205402"><bdi>9780876205402</bdi></a>. <a href="/wiki/OCLC_(identifier)" class="mw-redirect" title="OCLC (identifier)">OCLC</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/oclc/2299496">2299496</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Management%2C+systems%2C+and+society+%3A+an+introduction&rft.place=Pacific+Palisades%2C+Calif.&rft.pages=148-142&rft.pub=Goodyear+Pub.+Co.&rft.date=1976&rft_id=info%3Aoclcnum%2F2299496&rft.isbn=9780876205402&rft.au=Richard+Arvid+Johnson&rft_id=https%3A%2F%2Farchive.org%2Fdetails%2Fmanagementsystem00john%2Fpage%2F148&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-8"><span class="mw-cite-backlink"><b><a href="#cite_ref-8">^</a></b></span> <span class="reference-text">Terry, J. F. (2008). <i>The Art of Asking: Ask Better Questions, Get Better Answers</i>. FT Press.</span> </li> <li id="cite_note-9"><span class="mw-cite-backlink"><b><a href="#cite_ref-9">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFBirdwhistell1970" class="citation book cs1">Birdwhistell, Ray L. (1970). <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/isbn_0812210123"><i>Kinesics and Context: Essays on Body Motion Communication</i></a></span>. Philadelphia: University of Pennsylvania Press. p. <a rel="nofollow" class="external text" href="https://archive.org/details/isbn_0812210123/page/181">181</a>. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780812210125" title="Special:BookSources/9780812210125"><bdi>9780812210125</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Kinesics+and+Context%3A+Essays+on+Body+Motion+Communication&rft.place=Philadelphia&rft.pages=181&rft.pub=University+of+Pennsylvania+Press&rft.date=1970&rft.isbn=9780812210125&rft.aulast=Birdwhistell&rft.aufirst=Ray+L.&rft_id=https%3A%2F%2Farchive.org%2Fdetails%2Fisbn_0812210123&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-Virginia-10"><span class="mw-cite-backlink">^ <a href="#cite_ref-Virginia_10-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Virginia_10-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFVirginia_Satir1967" class="citation book cs1">Virginia Satir (1967). <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/conjointfamilyt000sati"><i>Conjoint family therapy; a guide to theory and technique</i></a></span>. Palo Alto, Calif.: Science and Behavior Books. pp. <a rel="nofollow" class="external text" href="https://archive.org/details/conjointfamilyt000sati/page/76">76–81</a>. <a href="/wiki/OCLC_(identifier)" class="mw-redirect" title="OCLC (identifier)">OCLC</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/oclc/187068">187068</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Conjoint+family+therapy%3B+a+guide+to+theory+and+technique&rft.place=Palo+Alto%2C+Calif.&rft.pages=76-81&rft.pub=Science+and+Behavior+Books&rft.date=1967&rft_id=info%3Aoclcnum%2F187068&rft.au=Virginia+Satir&rft_id=https%3A%2F%2Farchive.org%2Fdetails%2Fconjointfamilyt000sati&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-Simon-11"><span class="mw-cite-backlink">^ <a href="#cite_ref-Simon_11-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Simon_11-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFJames_G_March;_Herbert_A_Simon1958" class="citation book cs1">James G March; Herbert A Simon (1958). <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/organizations00marc"><i>Organizations</i></a></span>. New York: Wiley. pp. <a rel="nofollow" class="external text" href="https://archive.org/details/organizations00marc/page/9">9–11</a>. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780471567936" title="Special:BookSources/9780471567936"><bdi>9780471567936</bdi></a>. <a href="/wiki/OCLC_(identifier)" class="mw-redirect" title="OCLC (identifier)">OCLC</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/oclc/1329335">1329335</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Organizations&rft.place=New+York&rft.pages=9-11&rft.pub=Wiley&rft.date=1958&rft_id=info%3Aoclcnum%2F1329335&rft.isbn=9780471567936&rft.au=James+G+March%3B+Herbert+A+Simon&rft_id=https%3A%2F%2Farchive.org%2Fdetails%2Forganizations00marc&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span><span class="cs1-maint citation-comment"><code class="cs1-code">{{<a href="/wiki/Template:Cite_book" title="Template:Cite book">cite book</a>}}</code>: CS1 maint: multiple names: authors list (<a href="/wiki/Category:CS1_maint:_multiple_names:_authors_list" title="Category:CS1 maint: multiple names: authors list">link</a>)</span></span> </li> <li id="cite_note-12"><span class="mw-cite-backlink"><b><a href="#cite_ref-12">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://www.fastcompany.com/90965304/minimizing-data-and-ai-disconnects-eliminates-organizational-friction">"Minimizing data and AI disconnects eliminates organizational friction"</a>. October 11, 2023<span class="reference-accessdate">. Retrieved <span class="nowrap">December 4,</span> 2024</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Minimizing+data+and+AI+disconnects+eliminates+organizational+friction&rft.date=2023-10-11&rft_id=https%3A%2F%2Fwww.fastcompany.com%2F90965304%2Fminimizing-data-and-ai-disconnects-eliminates-organizational-friction&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-13"><span class="mw-cite-backlink"><b><a href="#cite_ref-13">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://www.peoplegoal.com/blog/what-is-formal-and-informal-communication">"What is Formal and Informal Communication?"</a>. 16 March 2020.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=What+is+Formal+and+Informal+Communication%3F&rft.date=2020-03-16&rft_id=https%3A%2F%2Fwww.peoplegoal.com%2Fblog%2Fwhat-is-formal-and-informal-communication&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-14"><span class="mw-cite-backlink"><b><a href="#cite_ref-14">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFMcPheeZaug,_P.2000" class="citation journal cs1">McPhee, R.; Zaug, P. (2000). "The Communicative Constitution of Organizations: A framework for explanation". <i>Electronic Journal of Communication</i>. <b>10</b> (<span class="nowrap">1–</span>2): <span class="nowrap">1–</span>16.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Electronic+Journal+of+Communication&rft.atitle=The+Communicative+Constitution+of+Organizations%3A+A+framework+for+explanation&rft.volume=10&rft.issue=%3Cspan+class%3D%22nowrap%22%3E1%E2%80%93%3C%2Fspan%3E2&rft.pages=%3Cspan+class%3D%22nowrap%22%3E1-%3C%2Fspan%3E16&rft.date=2000&rft.aulast=McPhee&rft.aufirst=R.&rft.au=Zaug%2C+P.&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-:6-15"><span class="mw-cite-backlink">^ <a href="#cite_ref-:6_15-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-:6_15-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-:6_15-2"><sup><i><b>c</b></i></sup></a> <a href="#cite_ref-:6_15-3"><sup><i><b>d</b></i></sup></a> <a href="#cite_ref-:6_15-4"><sup><i><b>e</b></i></sup></a> <a href="#cite_ref-:6_15-5"><sup><i><b>f</b></i></sup></a> <a href="#cite_ref-:6_15-6"><sup><i><b>g</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFPapaDanielsSpiker2007" class="citation book cs1">Papa, Michael J.; Daniels, Tom D.; Spiker, Barry K. (2007-11-20). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=00m0QPQ07H0C&dq=organizational+communication&pg=PR13"><i>Organizational Communication: Perspectives and Trends</i></a>. SAGE. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-1-4129-1684-4" title="Special:BookSources/978-1-4129-1684-4"><bdi>978-1-4129-1684-4</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Organizational+Communication%3A+Perspectives+and+Trends&rft.pub=SAGE&rft.date=2007-11-20&rft.isbn=978-1-4129-1684-4&rft.aulast=Papa&rft.aufirst=Michael+J.&rft.au=Daniels%2C+Tom+D.&rft.au=Spiker%2C+Barry+K.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3D00m0QPQ07H0C%26dq%3Dorganizational%2Bcommunication%26pg%3DPR13&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-16"><span class="mw-cite-backlink"><b><a href="#cite_ref-16">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFSandersNguyenBouckenoogheRafferty2020" class="citation journal cs1">Sanders, Karin; Nguyen, Phong T.; Bouckenooghe, Dave; Rafferty, Alannah; Schwarz, Gavin (September 2020). <a rel="nofollow" class="external text" href="http://journals.sagepub.com/doi/10.1177/0021886320937026">"Unraveling the What and How of Organizational Communication to Employees During COVID-19 Pandemic: Adopting an Attributional Lens"</a>. <i>The Journal of Applied Behavioral Science</i>. <b>56</b> (3): <span class="nowrap">289–</span>293. <a href="/wiki/Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1177%2F0021886320937026">10.1177/0021886320937026</a>. <a href="/wiki/Hdl_(identifier)" class="mw-redirect" title="Hdl (identifier)">hdl</a>:<span class="id-lock-free" title="Freely accessible"><a rel="nofollow" class="external text" href="https://hdl.handle.net/10072%2F398705">10072/398705</a></span>. <a href="/wiki/ISSN_(identifier)" class="mw-redirect" title="ISSN (identifier)">ISSN</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/issn/0021-8863">0021-8863</a>. <a href="/wiki/S2CID_(identifier)" class="mw-redirect" title="S2CID (identifier)">S2CID</a> <a rel="nofollow" class="external text" href="https://api.semanticscholar.org/CorpusID:220596687">220596687</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=The+Journal+of+Applied+Behavioral+Science&rft.atitle=Unraveling+the+What+and+How+of+Organizational+Communication+to+Employees+During+COVID-19+Pandemic%3A+Adopting+an+Attributional+Lens&rft.volume=56&rft.issue=3&rft.pages=%3Cspan+class%3D%22nowrap%22%3E289-%3C%2Fspan%3E293&rft.date=2020-09&rft_id=info%3Ahdl%2F10072%2F398705&rft_id=https%3A%2F%2Fapi.semanticscholar.org%2FCorpusID%3A220596687%23id-name%3DS2CID&rft.issn=0021-8863&rft_id=info%3Adoi%2F10.1177%2F0021886320937026&rft.aulast=Sanders&rft.aufirst=Karin&rft.au=Nguyen%2C+Phong+T.&rft.au=Bouckenooghe%2C+Dave&rft.au=Rafferty%2C+Alannah&rft.au=Schwarz%2C+Gavin&rft_id=http%3A%2F%2Fjournals.sagepub.com%2Fdoi%2F10.1177%2F0021886320937026&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-:5-17"><span class="mw-cite-backlink">^ <a href="#cite_ref-:5_17-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-:5_17-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-:5_17-2"><sup><i><b>c</b></i></sup></a> <a href="#cite_ref-:5_17-3"><sup><i><b>d</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFPamela2009" class="citation book cs1">Pamela, Shockley-Zalabak (2009). <a rel="nofollow" class="external text" href="http://worldcat.org/oclc/1280877692"><i>Fundamentals of organizational communication : knowledge, sensitivity, skills, values</i></a>. Pearson/Allyn and Bacon Publishers. <a href="/wiki/OCLC_(identifier)" class="mw-redirect" title="OCLC (identifier)">OCLC</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/oclc/1280877692">1280877692</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Fundamentals+of+organizational+communication+%3A+knowledge%2C+sensitivity%2C+skills%2C+values&rft.pub=Pearson%2FAllyn+and+Bacon+Publishers&rft.date=2009&rft_id=info%3Aoclcnum%2F1280877692&rft.aulast=Pamela&rft.aufirst=Shockley-Zalabak&rft_id=http%3A%2F%2Fworldcat.org%2Foclc%2F1280877692&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-Shockley-Zalabak-18"><span class="mw-cite-backlink">^ <a href="#cite_ref-Shockley-Zalabak_18-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Shockley-Zalabak_18-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-Shockley-Zalabak_18-2"><sup><i><b>c</b></i></sup></a> <a href="#cite_ref-Shockley-Zalabak_18-3"><sup><i><b>d</b></i></sup></a> <a href="#cite_ref-Shockley-Zalabak_18-4"><sup><i><b>e</b></i></sup></a> <a href="#cite_ref-Shockley-Zalabak_18-5"><sup><i><b>f</b></i></sup></a> <a href="#cite_ref-Shockley-Zalabak_18-6"><sup><i><b>g</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite id="CITEREFShockley-Zalabak2015" class="citation book cs1">Shockley-Zalabak, Pamela S. (2015). <i>Fundamentals of Organizational Communication</i> (9th ed.). United States of America: Pearson.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Fundamentals+of+Organizational+Communication&rft.place=United+States+of+America&rft.edition=9th&rft.pub=Pearson&rft.date=2015&rft.aulast=Shockley-Zalabak&rft.aufirst=Pamela+S.&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> <li id="cite_note-19"><span class="mw-cite-backlink"><b><a href="#cite_ref-19">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222" /><cite class="citation book cs1">"3: Classical Theories of Organizational Communication". <a rel="nofollow" class="external text" href="https://socialsci.libretexts.org/@go/page/14869"><i>Organizational Communication - Theory, Research, and Practice</i></a>. 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K. Myers; C. W. Scott (2006). "Cracking Jokes and Crafting Selves: Sensemaking and Identity Management Among Human Service Workers". <i>Communication Monographs</i>. <b>73</b> (3): <span class="nowrap">283–</span>308. <a href="/wiki/Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1080%2F03637750600889500">10.1080/03637750600889500</a>. <a href="/wiki/S2CID_(identifier)" class="mw-redirect" title="S2CID (identifier)">S2CID</a> <a rel="nofollow" class="external text" href="https://api.semanticscholar.org/CorpusID:145679074">145679074</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Communication+Monographs&rft.atitle=Cracking+Jokes+and+Crafting+Selves%3A+Sensemaking+and+Identity+Management+Among+Human+Service+Workers&rft.volume=73&rft.issue=3&rft.pages=%3Cspan+class%3D%22nowrap%22%3E283-%3C%2Fspan%3E308&rft.date=2006&rft_id=info%3Adoi%2F10.1080%2F03637750600889500&rft_id=https%3A%2F%2Fapi.semanticscholar.org%2FCorpusID%3A145679074%23id-name%3DS2CID&rft.aulast=Tracy&rft.aufirst=S.J.&rft.au=K.+K.+Myers&rft.au=C.+W.+Scott&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+communication" class="Z3988"></span></span> </li> </ol></div></div> <div class="mw-heading mw-heading2"><h2 id="Further_reading">Further reading</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=37" title="Edit section: Further reading"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Cheney, G., Christensen, L.T., Zorn, T.E., and Ganesh, S. 2004. Organizational Communication in an Age of Globalization: Issues, Reflections, Practices." Long Grove, IL: Waveland Press.</li> <li>Ferguson, S. D., & Terrion, J. L. (2014). Communication in Everyday Life: Personal and Professional Contexts. Oxford University Press.</li> <li>Gergen, Kenneth and Tojo Joseph. 1996. "Psychological Science in a Postmodern Context." American Psychologist. October 2001. Vol. 56. Issue 10. p803-813</li> <li>May, Steve and Mumby, Dennis K. 2005. "Engaging Organizational Communication Theory and Research." Thousand Oaks, CA: Sage.</li> <li>Redding, W. Charles. 1985. "Stumbling Toward Identity: The Emergence of Organizational Communication as a Field of Study" in McPhee and Tompkins, <i>Organizational Communication: Traditional Themes and New Directions.</i> Thousand Oaks, CA: Sage.</li></ul> <div class="mw-heading mw-heading2"><h2 id="External_links">External links</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_communication&action=edit&section=38" title="Edit section: External links"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a rel="nofollow" class="external text" href="http://www.euprera.org/">European Public Relations Education and Research Association</a></li> <li><a rel="nofollow" class="external text" href="http://www.icahdq.org/">International Communication Association</a></li> <li><a rel="nofollow" class="external text" href="http://www.natcom.org/">National Communication Association</a></li> <li><a rel="nofollow" class="external text" href="http://www.businesscommunication.org/">Association for Business Communication</a></li> <li><a rel="nofollow" class="external text" href="http://www.iabc.com/">International Association of Business Communicators</a></li></ul> <div class="navbox-styles"><style data-mw-deduplicate="TemplateStyles:r1129693374">.mw-parser-output .hlist dl,.mw-parser-output .hlist ol,.mw-parser-output .hlist ul{margin:0;padding:0}.mw-parser-output .hlist dd,.mw-parser-output .hlist dt,.mw-parser-output .hlist li{margin:0;display:inline}.mw-parser-output .hlist.inline,.mw-parser-output .hlist.inline dl,.mw-parser-output .hlist.inline ol,.mw-parser-output .hlist.inline ul,.mw-parser-output .hlist dl dl,.mw-parser-output .hlist dl ol,.mw-parser-output .hlist dl ul,.mw-parser-output .hlist ol dl,.mw-parser-output .hlist ol ol,.mw-parser-output .hlist ol ul,.mw-parser-output .hlist ul dl,.mw-parser-output .hlist ul ol,.mw-parser-output .hlist ul ul{display:inline}.mw-parser-output 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id="Communication_studies358" style="font-size:114%;margin:0 4em"><a href="/wiki/Communication_studies" title="Communication studies">Communication studies</a></div></th></tr><tr><td class="navbox-abovebelow" colspan="3"><div> <ul><li><a href="/wiki/History_of_communication_studies" title="History of communication studies">History</a></li> <li><a href="/wiki/Outline_of_communication" title="Outline of communication">Outline</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%"><div style="display: inline-block; line-height: 1.2em; padding: .1em 0;">Topics and<br /> terminology</div></th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Biocommunication_(science)" title="Biocommunication (science)">Biocommunication</a></li> <li><a href="/wiki/Broadcasting" title="Broadcasting">Broadcasting</a></li> <li><a href="/wiki/Communication" title="Communication">Communication</a></li> <li><a href="/wiki/Computer-mediated_communication" title="Computer-mediated communication">Computer-mediated communication</a></li> <li><a href="/wiki/Conversation" title="Conversation">Conversation</a></li> <li><a href="/wiki/History_of_communication" title="History of communication">History of communication</a></li> <li><a href="/wiki/Information" title="Information">Information</a></li> <li><a href="/wiki/Intercultural_communication" title="Intercultural communication">Intercultural</a></li> <li><a href="/wiki/Interpersonal_communication" title="Interpersonal communication">Interpersonal</a></li> <li><a href="/wiki/Intrapersonal_communication" title="Intrapersonal communication">Intrapersonal </a></li> <li><a href="/wiki/Journalism" title="Journalism">Journalism</a></li> <li><a href="/wiki/Literacy" title="Literacy">Literacy</a> <ul><li><a href="/wiki/Reading" title="Reading">Reading</a></li> <li><a href="/wiki/Writing" title="Writing">Writing</a></li></ul></li> <li><a href="/wiki/Mass_media" title="Mass media">Mass media</a></li> <li><a href="/wiki/Meaning_(philosophy_of_language)" class="mw-redirect" title="Meaning (philosophy of language)">Meaning</a></li> <li><a href="/wiki/Media_(communication)" title="Media (communication)">Media</a></li> <li><a href="/wiki/Media_ecology" title="Media ecology">Media ecology</a></li> <li><a href="/wiki/Meta-communication" title="Meta-communication">Meta-communication</a></li> <li><a href="/wiki/Models_of_communication" title="Models of communication">Models of communication</a></li> <li><a href="/wiki/New_media" title="New media">New media</a></li> <li><a href="/wiki/Nonverbal_communication" title="Nonverbal communication">Nonverbal communication</a></li> <li><a href="/wiki/Nonviolent_communication" class="mw-redirect" title="Nonviolent communication">Nonviolent communication</a></li> <li><a href="/wiki/Propaganda" title="Propaganda">Propaganda</a></li> <li><a href="/wiki/Public_relations" title="Public relations">Public relations</a></li> <li><a href="/wiki/Speech" title="Speech">Speech</a></li> <li><a href="/wiki/Symbol" title="Symbol">Symbol</a> <ul><li><a href="/wiki/List_of_symbols" title="List of symbols">list</a></li></ul></li> <li><a href="/wiki/Telecommunications" title="Telecommunications">Telecommunications</a></li> <li><a href="/wiki/Text_and_conversation_theory" title="Text and conversation theory">Text and conversation theory</a></li></ul> </div></td><td class="noviewer navbox-image" rowspan="3" style="width:1px;padding:0 0 0 2px"><div><span typeof="mw:File"><a href="/wiki/File:Encoding_communication.jpg" class="mw-file-description" title="Encoding communication"><img alt="Encoding communication" src="//upload.wikimedia.org/wikipedia/commons/thumb/7/79/Encoding_communication.jpg/120px-Encoding_communication.jpg" decoding="async" width="120" height="104" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/7/79/Encoding_communication.jpg/180px-Encoding_communication.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/7/79/Encoding_communication.jpg/240px-Encoding_communication.jpg 2x" data-file-width="400" data-file-height="345" /></a></span></div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Subfields</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Closed-loop_communication" title="Closed-loop communication">Closed-loop</a></li> <li><a href="/wiki/Communication_design" title="Communication design">Communication design</a></li> <li><a href="/wiki/Communication_theory" title="Communication theory">Communication theory</a></li> <li><a href="/wiki/Communicology" title="Communicology">Communicology</a></li> <li><a href="/wiki/Crisis_communication" title="Crisis communication">Crisis</a></li> <li><a href="/wiki/Climate_communication" title="Climate communication">Climate</a></li> <li><a href="/wiki/Cross-cultural_communication" title="Cross-cultural communication">Cross-cultural</a></li> <li><a href="/wiki/Development_communication" title="Development communication">Developmental</a></li> <li><a href="/wiki/Discourse_analysis" title="Discourse analysis">Discourse analysis</a></li> <li><a href="/wiki/Environmental_communication" title="Environmental communication">Environmental</a></li> <li><a href="/wiki/Study_of_global_communication" title="Study of global communication">Global</a></li> <li><a href="/wiki/Health_communication" title="Health communication">Health</a></li> <li><a href="/wiki/International_communication" title="International communication">International</a></li> <li><a href="/wiki/Mass_communication" title="Mass communication">Mass</a></li> <li><a href="/wiki/Media_studies" title="Media studies">Media studies</a></li> <li><a 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Adorno">Adorno</a></li> <li><a href="/wiki/Roland_Barthes" title="Roland Barthes">Barthes</a></li> <li><a href="/wiki/Gregory_Bateson" title="Gregory Bateson">Bateson</a></li> <li><a href="/wiki/Walter_Benjamin" title="Walter Benjamin">Benjamin</a></li> <li><a href="/wiki/Kenneth_Burke" title="Kenneth Burke">Burke</a></li> <li><a href="/wiki/Manuel_Castells" title="Manuel Castells">Castells</a></li> <li><a href="/wiki/Noam_Chomsky" title="Noam Chomsky">Chomsky</a></li> <li><a href="/wiki/Robert_T._Craig" title="Robert T. Craig">Craig</a></li> <li><a href="/wiki/Jacques_Ellul" title="Jacques Ellul">Ellul</a></li> <li><a href="/wiki/Walter_Fisher_(professor)" title="Walter Fisher (professor)">Fisher</a></li> <li><a href="/wiki/Vil%C3%A9m_Flusser" title="Vilém Flusser">Flusser</a></li> <li><a href="/wiki/Jos%C3%A9_Ortega_y_Gasset" title="José Ortega y Gasset">Gasset</a></li> <li><a href="/wiki/George_Gerbner" title="George Gerbner">Gerbner</a></li> <li><a href="/wiki/Erving_Goffman" title="Erving Goffman">Goffman</a></li> <li><a href="/wiki/J%C3%BCrgen_Habermas" title="Jürgen Habermas">Habermas</a></li> <li><a href="/wiki/Max_Horkheimer" title="Max Horkheimer">Horkheimer</a></li> <li><a href="/wiki/Aldous_Huxley" title="Aldous Huxley">Huxley</a></li> <li><a href="/wiki/Harold_Innis" title="Harold Innis">Innis</a></li> <li><a href="/wiki/Roman_Jakobson" title="Roman Jakobson">Jakobson</a></li> <li><a href="/wiki/Irving_Janis" title="Irving Janis">Janis</a></li> <li><a href="/wiki/Wendell_Johnson" title="Wendell Johnson">Johnson</a></li> <li><a href="/wiki/D._Lawrence_Kincaid" title="D. Lawrence Kincaid">Kincaid</a></li> <li><a href="/wiki/Walter_Lippmann" title="Walter Lippmann">Lippman</a></li> <li><a href="/wiki/Niklas_Luhmann" title="Niklas Luhmann">Luhmann</a></li> <li><a href="/wiki/Herbert_Marcuse" title="Herbert Marcuse">Marcuse</a></li> <li><a href="/wiki/Marshall_McLuhan" title="Marshall McLuhan">McLuhan</a></li> <li><a href="/wiki/George_Herbert_Mead" title="George Herbert Mead">Mead</a></li> <li><a href="/wiki/Nick_Morgan" title="Nick Morgan">Morgan</a></li> <li><a href="/wiki/Walter_J._Ong" title="Walter J. Ong">Ong</a></li> <li><a href="/wiki/Vance_Packard" title="Vance Packard">Packard</a></li> <li><a href="/wiki/Charles_Sanders_Peirce" title="Charles Sanders Peirce">Peirce</a></li> <li><a href="/wiki/Neil_Postman" title="Neil Postman">Postman</a></li> <li><a href="/wiki/Nora_C._Quebral" title="Nora C. Quebral">Quebral</a></li> <li><a href="/wiki/I._A._Richards" title="I. A. Richards">Richards</a></li> <li><a href="/wiki/Everett_Rogers" title="Everett Rogers">Rogers</a></li> <li><a href="/wiki/Wilbur_Schramm" title="Wilbur Schramm">Schramm</a></li> <li><a href="/wiki/Claude_Shannon" title="Claude Shannon">Shannon</a></li> <li><a href="/wiki/James_W._Tankard_Jr." title="James W. Tankard Jr.">Tankard</a></li> <li><a href="/wiki/Deborah_Tannen" title="Deborah Tannen">Tannen</a></li> <li><a href="/wiki/Max_Wertheimer" title="Max Wertheimer">Wertheimer</a></li></ul> </div></td></tr><tr><td class="navbox-abovebelow" colspan="3"><div> <ul><li><span class="noviewer" typeof="mw:File"><span title="Category"><img alt="" src="//upload.wikimedia.org/wikipedia/en/thumb/9/96/Symbol_category_class.svg/16px-Symbol_category_class.svg.png" decoding="async" width="16" height="16" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/en/thumb/9/96/Symbol_category_class.svg/23px-Symbol_category_class.svg.png 1.5x, //upload.wikimedia.org/wikipedia/en/thumb/9/96/Symbol_category_class.svg/31px-Symbol_category_class.svg.png 2x" data-file-width="180" data-file-height="185" /></span></span> <a href="/wiki/Category:Communication_studies" title="Category:Communication studies">Category</a></li></ul> </div></td></tr></tbody></table></div> <div class="navbox-styles"><link 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href="/wiki/Cellular_organizational_structure" title="Cellular organizational structure">Cells</a></li> <li><a href="/wiki/Organizational_chart" title="Organizational chart">Chart</a></li> <li><a href="/wiki/Organizational_citizenship_behavior" title="Organizational citizenship behavior">Citizenship behavior</a></li> <li><a href="/wiki/Organisation_climate" title="Organisation climate">Climate</a></li> <li><a href="/wiki/Organizational_commitment" title="Organizational commitment">Commitment</a></li> <li><a class="mw-selflink selflink">Communication</a></li> <li><a href="/wiki/Complexity_theory_and_organizations" title="Complexity theory and organizations">Complexity</a></li> <li><a href="/wiki/Organizational_conflict" title="Organizational conflict">Conflict</a></li> <li><a href="/wiki/Organizational_culture" title="Organizational culture">Culture</a></li> <li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Design</a></li> <li><a href="/wiki/Organization_development" title="Organization development">Development</a></li> <li><a href="/wiki/Organizational_diagnostics" title="Organizational diagnostics">Diagnostics</a></li> <li><a href="/wiki/Organizational_dissent" title="Organizational dissent">Dissent</a></li> <li><a href="/wiki/Organizational_ecology" title="Organizational ecology">Ecology</a></li> <li><a href="/wiki/Organizational_effectiveness" title="Organizational effectiveness">Effectiveness</a></li> <li><a href="/wiki/Organizational_engineering" title="Organizational engineering">Engineering</a></li> <li><a href="/wiki/Organizational_ethics" title="Organizational ethics">Ethics</a></li> <li><a href="/wiki/Organizational_field" title="Organizational field">Field</a></li> <li><a href="/wiki/Hierarchical_organization" title="Hierarchical organization">Hierarchy</a></li> <li><a href="/wiki/Organizational_identification" title="Organizational identification">Identification</a></li> <li><a href="/wiki/Organizational_intelligence" title="Organizational intelligence">Intelligence</a></li> <li><a href="/wiki/Organizational_justice" title="Organizational justice">Justice</a></li> <li><a href="/wiki/Organizational_learning" title="Organizational learning">Learning</a></li> <li><a href="/wiki/Organizational_life_cycle" title="Organizational life cycle">Life cycle</a></li> <li><a href="/wiki/Machiavellianism_in_the_workplace" title="Machiavellianism in the workplace">Machiavellianism</a></li> <li><a href="/wiki/Narcissism_in_the_workplace" title="Narcissism in the workplace">Narcissism</a></li> <li><a href="/wiki/Organizational_network_analysis" title="Organizational network analysis">Network analysis</a></li> <li><a href="/wiki/Organizational_ombudsman" title="Organizational ombudsman">Ombudsman</a></li> <li><a href="/wiki/Organizational_patterns" title="Organizational patterns">Patterns</a></li> <li><a href="/wiki/Perceived_organizational_support" title="Perceived organizational support">Perceived support</a></li> <li><a href="/wiki/Organizational_performance" class="mw-redirect" title="Organizational performance">Performance</a></li> <li><a href="/wiki/Industrial_and_organizational_psychology" title="Industrial and organizational psychology">Psychology</a></li> <li><a href="/wiki/Resilience_(organizational)" class="mw-redirect" title="Resilience (organizational)">Resilience</a></li> <li><a href="/wiki/Organizational_retaliatory_behavior" class="mw-redirect" title="Organizational retaliatory behavior">Retaliatory behavior</a></li> <li><a href="/wiki/Organizational_safety" title="Organizational safety">Safety</a></li> <li><a href="/wiki/Organizational_space" title="Organizational space">Space</a></li> <li><a href="/wiki/Organizational_storytelling" title="Organizational storytelling">Storytelling</a></li> <li><a href="/wiki/Organizational_structure" title="Organizational structure">Structure</a></li> <li><a href="/wiki/Organizational_theory" title="Organizational theory">Theory</a></li> <li><a href="/wiki/Organization_workshop" title="Organization workshop">Workshop</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">See also</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/History_of_organizations" title="History of organizations">History of organizations</a></li> <li><a href="/wiki/Organization_studies" title="Organization studies">Organization studies</a></li> <li><a href="/wiki/Outline_of_organizational_theory" title="Outline of organizational theory">Outline of organizational theory</a></li></ul> </div></td></tr><tr><td class="navbox-abovebelow" colspan="2"><div> <dl><dt><span class="noviewer" typeof="mw:File"><span title="Template"><img alt="" src="//upload.wikimedia.org/wikipedia/commons/thumb/8/83/Symbol_template_class_pink.svg/16px-Symbol_template_class_pink.svg.png" decoding="async" 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