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Introduction to Organizational Communication. A Competency-Based Approach Chapter One. The Changing Nature of Organizations and Work. We are in transition from an information age to a knowledge age with rapid change in familiar institutions and organizations.

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Introduction to Organizational Communication

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Introduction to organizational communication l.jpg

Introduction to Organizational Communication

A Competency-Based Approach

Chapter One


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The Changing Nature of Organizations and Work

  • We are in transition from an information age to a knowledge age with rapid change in familiar institutions and organizations.

  • We are unfamiliar with the concept of anticipatory direction; we have learned too well directions bore of past experiences.


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The Changing Nature of Organizations and Work

  • The virtual organization, e-commerce, high-performing teams, contract employment, increased contact with a culturally diverse world, and home-based work are but a few of the changes with impacts on interpersonal relationships, group interactions, management and leadership, personal and professional ethics, time management, and non-work life.


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The Communications Era

  • Few disagree that the communications era surrounds us.

  • Sophisticated communications technologies have changed the way we do everything.

  • Individuals are likely to spend most of their working life employed in an “information” job.


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The Communications Era

  • With more than half of America’s work force and gross national product already in knowledge industries, most agree that we are in the postindustrial information society and are moving into the knowledge age.


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The Communications Era

  • One of the most important characteristics of the “information” era is the rapid change associated with mass production of information, change requiring all to be constantly involved in the learning of new activities and processes.


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The Communications Era

  • Convergence is the term of the day, with computing, wireless technologies, and more traditional media such as television converging into integrated tools for work, school, family, and leisure environments.


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The Communications Era

  • Two interdependent factors - globalization and information technology are generating power shifts that result in the organizational challenges of today and tomorrow.


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The Communications Era

  • Toffler (1990) suggests that throughout history, violence, wealth, and knowledge have been the ultimate sources of social power, and in the twenty-first century, knowledge will be the ultimate source of power.


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The Communications Era

  • The complexity of all organizational life and the rapid increase in communications technologies place increasing demands on our individual communication abilities.


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Communication: The Key to Organizational Excellence

  • In this complex and information-rich society, the key to organizational excellence is effective communication.

  • Organizational excellence stems from the dedicated commitment of people, people who are motivated to work together and who share similar values and visions about the results of their efforts.


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Communication: The Key to Organizational Excellence

  • Chester Barnard: The Functions of the Executive (1938)

    • The primary responsibility of executives is the development and maintenance of a system of communication.


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Communication: The Key to Organizational Excellence

  • Research since then has linked organizational communication to managerial effectiveness, the integration of work units across organizational levels, characteristics of effective supervision, job and communication satisfaction, innovation, adaptability, creativity, and overall organizational effectiveness.


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Communication: The Key to Organizational Excellence

  • In fact, numerous scholars have gone as far as to suggest that organizations are essentially complex communication processes that create and change events.

  • Put simply, organizations of today and tomorrow need competent communicators at all organizational levels.


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Excellence in Communication: Communication Competency

  • Today’s organizations need people who can speak well, listen, write, persuade others, demonstrate interpersonal skills, gather information, and exhibit small-group problem-solving expertise.


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Excellence in Communication: Communication Competency

  • Littlejohn and Jabusch: “the ability and willingness of an individual to participate responsibly in a transaction in such a way as to maximize the outcomes of shared meanings.” (1982)


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Excellence in Communication: Communication Competency

  • Communication competency involves our personal willingness and ability to communicate so that our meanings are understood and we understand the meanings of others.


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Excellence in Communication: Communication Competency

  • Littlejohn and Jabusch (1982) contend that competency arises out of four basic components: process understanding, interpersonal sensitivity, communication skills, and ethical responsibility.


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Excellence in Communication: Communication Competency

  • Littlejohn and Jabusch (1982) also believe that competence comes from the interaction of three primary elements: theory, practice, and analysis.


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Excellence in Communication: Communication Competency

  • When applied to the organizational setting, the Littlejohn and Jabusch approach can be modified and expanded to include the competency components this book seeks to develop: knowledge, sensitivity, skills, and values


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Organizational Communication: A Competency Base Approach

  • The goal of the book is to provide theory, practice, and analysis opportunities that contribute to knowledge, sensitivity, skills, and values important for organizational excellence.


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Organizational Communication: A Competency Base Approach

  • Knowledge: the ability to understand the organizational communication environment.

  • Knowledge competencies are what we know about a particular field.

  • Knowledge is the learning of the theory and principles.


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Organizational Communication: A Competency Base Approach

  • Sensitivity: the ability to sense accurately organizational meanings and feelings.

  • It is related to our ability and willingness to understand what others are feeling and doing.


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Organizational Communication: A Competency Base Approach

  • Skills: the ability to analyze organizational situations accurately and to initiate and consume organizational messages effectively.

  • Focuses on developing important analytical capabilities as well as the ability to communicate effectively in a variety of settings.


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Organizational Communication: A Competency Base Approach

  • Values: the importance of taking personal responsibility for effective communication, thereby contributing to organizational excellence.


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Self-Assessment ofPersonal Development Needs

  • Self-assessments are generated by you about you.

  • They can be helpful guides to understanding behavior, perceptions, and attitudes important for your communication behaviors.


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Introduction to Organizational Communication

A Competency-Based Approach

Chapter One

END


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