Communication and work systems : theory, processes, opportunities / R. Wayne Pace.

Format:

Book

Author/Creator:

Pace, R. Wayne, author.

Language:

English

Subjects (All):

Business communication.

Communication in management.

Physical Description:

1 online resource (465 pages)

Edition:

1st ed.

Place of Publication:

Newcastle upon Tyne, UK : Cambridge Scholars Publishing, 2018.

Summary:

This book provides a practical definition and explanation of "communicative behavior" for use in understanding interaction in work settings. It clearly presents a model of the elements of a work system, and summarizes theories that explain how organizations function and how managers work within the work system. It also describes how to recognize and solve both communication and organization problems. Furthermore, the volume analyzes various processes that occur in the work system, such as disseminating and retrieving information, energizing employees to work smarter, using power and empowering others, facilitating groups and work teams, managing conflict and stress, and how to manage knowledge in the organization, among others. The book describes some of the most likely careers that graduates might enter upon graduation. It also highlights a variety of explanations of organization theory, management theory, culture theory, postmodern theory and critical theory so that the full range of ideas about communication and the places where people work and interact are explored.

Contents:

Intro

Contents

Lists of Tables and Figures

Preface

Acknowledgements

Part I: Theoretical Bases of Organizational Communication

Chapter One

Section 1.1 Living Systems

Section 1.2 General Systems Theory

Section 1.3 Open Organizational Systems

Section 1.4 Paradigms and Perspectives

Section 1.5 Why People Study Organizational Communication

Chapter Two

Section 2.1 The Ideas of Work and Organizing

Section 2.2 Model of a Work System

Section 2.3 Elements of a Work System

Chapter Three

Section 3.1 Intrapersonal Communication Theory

Section 3.2 Interpersonal Communication

Section 3.3 Positional Relationships

Section 3.4 Serial Relationships and the Relayor Role

Section 3.5 Communication Rules

Section 3.6 Personal Factors Distort Messages

Section 3.7 Building Efficiency into Organizational Communication

Chapter Four

Section 4.1 Theories of Organizing

Section 4.2 Theories of Managing

Section 4.3 How Organizational Factors Distort Communication

Section 4.4 How to Reduce Problems with "Anti-distortion" Actions

Chapter Five

Section 5.1 Cultural Theories

Section 5.2 Globalization and the Culture of International Business

Section 5.3 A Postmodernist Perspective

Section 5.4 A Postmodern Theory of Culture and Organization

Section 5.5 Critical Theories and Communication

Part II: Identifying and Solving Communication Problems in Organizations

Chapter Six

Section 6.1 Get Information before You Decide

Section 6.2 Model of a Problem

Section 6.3 Analytical Processes

Section 6.4 Organizational Communication Profile (OCP)

Section 6.5 Other Tools for Identifying Problems

Section 6.6 Communication Rules Analysis

Section 6.7 Analyzing Organizational Culture

Chapter Seven

Section 7.1 Eight Points about C.

Section 7.2 Natural Change Solves Some Problems

Section 7.3 Intentional Change Solves More Problems

Section 7.4 Resistance to Change

Section 7.5 Six Steps in the Change Process

Section 7.6 General Strategies of Change

Section 7.7 Four Strategic Interventions

Section 7.8 Nine Other Change Techniques

Part III: Information and Learning Processes

Chapter Eight

Section 8.1 The Nature of Flow

Section 8.2 Ways to Disseminate Messages

Section 8.3 Communication Network Roles

Section 8.4 Information Flow Analysis

Section 8.5 Directions of Information Flow

Section 8.6 Some Current Issues

Section 8.7 New Technologies for Informing Others

Chapter Nine

Section 9.1 The Link between Communication and Learning

Section 9.2 Information Processing Theory of Learning

Section 9.3 Phases in Learning

Section 9.4 Organizational Learning versus Learning Organizations

Section 9.5 What Workers Learn in Workplaces

Section 9.6 Organizational Learning

Section 9.7 Learning Organizations

Chapter Ten

Section 10.1 Shared Perspectives

Section 10.2 The Management of Knowledge

Section 10.3 Technologies for Knowledge Management

Section 10.4 Responsibilities of Knowledge Managers

Part IV: Energizing and Empowerment Processes

Chapter Eleven

Section 11.1 "Forces" That Impel Action

Section 11.3 The Energizing Continuum

Section 11.4 Communication Climate as an Energizing Factor

Chapter Twelve

Section 12.1 The Meaning of Power

Section 12.2 Even Chaos Must be Managed

Section 12.3 Communication is the Mechanism of Power

Section 12.4 Empowerment and the Communication Process

Part V: Leadership and Team Processes

Chapter Thirteen

Section 13.1 Meanings and Goals of Leadership

Section 13.2 Assumptions about Leadership that Underlie Styles.

Section 13.3 Models of Leadership Styles

Section 13.4 Communicative Behaviors and Leadership Styles

Section 13.5 The One Most Effective Leadership Style

Chapter Fourteen

Section 14.1 Changes in Values and Assumptions

Section 14.2 Common Elements in Teams and Groups

Section 14.3 Team Building

Part VI: Conflict, Stress, and Burn-Out Processes

Chapter Fifteen

Section 15.1 The Nature of Conflict

Section 15.2 The Nature of Stress

Section 15.3 Burn-out, a Special Type of Job Stress

Section 15.4 General Strategies to Reduce Burn-Out and Stress

Section 15.5 Communication Strategies to Manage Stress

Part VII: Opportunities in Organizational Communication

Chapter Sixteen

Section 16.1 Planning a Career

Section 16.2 Where Organizational Communication Students Find Employment

Section 16.3 Ethical Issues in Org

References

Index.

Notes:

Description based on print version record.

Description based on publisher supplied metadata and other sources.

ISBN:

1-5275-2482-5

OCLC:

1082259909