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Organizational Communication Approaches and Processes (with InfoTrac)

ISBN: 9780534617882 | 0534617883
Edition: 4th
Format: Hardcover
Publisher: Wadsworth Publishing
Pub. Date: 5/27/2005

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SummaryTable of Contents
Write one description, describing the BOC/book store and/or instructor experience, that will be read by customers and also by reps. This will populate almost EVERYTHING we do! Miller's text presents organizational communication from both a communication and managerial perspective. Her writing style and consistent use of examples and case studies results in a text that undergraduates students will find easy to understand.
... MORE
PART A FOUNDING APPROACHES
1(68)
Classical Approaches
3(22)
The Machine Metaphor of Organizing
3(2)
Henri Fayol's Theory of Classical Management
5(4)
Elements of Management
5(1)
Principles of Management
6(3)
Summary of Fayol's Theory
9(1)
Max Weber's Theory of Bureaucracy
9(3)
Frederick Taylor's Theory of Scientific Management
12(2)
Impetus for the Theory of Scientific Management
12(1)
Components of Scientific Management
13(1)
Case in Point: Faster Food at the Cheesecake Factory
14(1)
Communication in Classical Approaches
15(3)
Content of Communication
15(1)
Direction of Communication Flow
16(1)
Channel of Communication
17(1)
Style of Communication
17(1)
Spotlight on Scholarship
18(1)
Classical Management in Organizations Today
19(1)
Classical Structure in Today's Organizations
19(1)
Case in Point: Intelligent Restructuring of Intelligence
20(1)
Classical Job Design in Today's Organizations
21(1)
Summary
21(2)
Case Study: The Creamy Creations Takeover
23(2)
Human Relations Approaches
25(22)
From Classical Theory to Human Relations: The Hawthorne Studies
26(3)
The Illumination Studies
26(1)
The Relay Assembly Test Room Studies
26(1)
The Interview Program
27(1)
The Bank Wiring Room Studies
27(1)
Explanations of Findings in the Hawthorne Studies
27(2)
Theories of the Human Relations Movement
29(5)
Maslow's Hierarchy of Needs Theory
29(2)
Herzberg's Motivation-Hygiene Theory
31(2)
McGregor's Theory X and Theory Y
33(1)
Case in Point: Is Overtime Pay Worth the Sacrifice?
34(2)
Spotlight on Scholarship
36(2)
Comparison of the Three Theories
37(1)
Communication in Human Relations Approaches
38(3)
Content of Communication
38(1)
Direction of Communication Flow
39(1)
Channel of Communication
39(1)
Style of Communication
40(1)
The Human Relations Approach in Organizations Today
41(1)
Impact on Managerial Attitudes
41(1)
Impact on Job Design
41(1)
Case in Point: A Smiling Structure
42(1)
Summary
42(3)
Case Study: Motivation at Health Time Fitness Club
45(2)
Human Resources Approaches
47(22)
Impetus for the Human Resources Approach
48(3)
Do Human Relations Principles Work?
48(2)
Misuse of Human Relations Principles
50(1)
Founding Theories of the Human Resources Approach
51(5)
Blake and Mouton's Managerial Grid
51(2)
Likert's System IV
53(1)
Ouchi's Theory Z
54(1)
Comparison of the Three Theories
55(1)
Case in Point: Building a Better Mousetrap
56(1)
Communication in Human Resources Organizations
57(1)
Content of Communication
57(1)
Spotlight on Scholarship
58(2)
Direction of Communication Flow
58(1)
Channel of Communication
59(1)
Style of Communication
60(1)
Human Resources Organizations Today
60(1)
Case in Point: Retiring Resources
61(4)
The ``What'' of Human Resources Programs
62(1)
The ``How'' of Human Resources Programs
63(2)
Summary
65(2)
Case Study: Teamwork at the Marshall's Processing Plant
67(2)
PART B CONTEMPORARY APPROACHES
69(74)
Systems Approaches
71(24)
The Systems Metaphor and Systems Concepts
72(4)
System Components
72(2)
System Processes
74(2)
Case in Point: Navigating a Complex System
76(2)
System Properties
77(1)
Three Systems Theories
78(6)
Cybernetic Systems Theory
79(2)
Karl Weick's Theory of Organizing
81(3)
Spotlight on Scholarship
84(2)
``New Science'' Systems Theory
84(2)
Methods for Studying Organizational Systems
86(4)
Network Analysis
87(3)
Case in Point: Nowhere to Hide Connectedness
90(1)
Modeling Techniques
90(1)
Case Analysis
91(1)
Summary
91(2)
Case Study: Sensemaking after the Acquisition
93(2)
Cultural Approaches
95(24)
Prescriptive Views of Culture
96(3)
Deal and Kennedy's ``Strong Cultures''
96(1)
Peters and Waterman's ``Excellent Cultures''
97(2)
Alternative Approaches to Culture
99(1)
Case in Point: Red Sox Nation
100(2)
Organizational Cultures Are Complicated
100(1)
Organizational Cultures Are Emergent
101(1)
Spotlight on Scholarship
102(3)
Organizational Cultures Are Not Unitary
102(2)
Organizational Cultures Are Often Ambiguous
104(1)
Schein's Model of Organizational Culture
105(4)
A Definition of Culture
105(1)
A Model of Culture
106(3)
Case in Point: Tyco's Tawdry Culture
109(3)
Methods for Studying Organizational Culture
112(2)
Summary
114(2)
Case Study: The Rise and Fall of Enron
116(3)
Critical Approaches
119(24)
Critical Approaches
120(6)
The Pervasiveness of Power
121(5)
Spotlight on Scholarship
126(3)
Ideology and Hegemony
126(2)
Emancipation
128(1)
Two Critical Approaches in Communication
129(4)
A Theory of Concertive Control
130(2)
Feminist Theories of Organizational Communication
132(1)
Case in Point: Using the F Word
133(4)
Research Methodology in the Critical Approach
137(1)
Summary
138(2)
Case Study: Talking Turkey
140(3)
PART C ENDURING PROCESSES
143(94)
Assimilation Processes
145(24)
Models of Organizational Socialization
146(2)
Phases of Socialization
146(2)
Spotlight on Scholarship
148(3)
Content of Socialization
150(1)
Case in Point: Temporary Socializing
151(1)
Summary of Socialization Models
152(1)
Communication Processes during Assimilation
152(1)
The Employment Interview
152(1)
Case in Point: The New Job Hunt
153(10)
Newcomer Information-Seeking Tactics
155(2)
Role-Development Processes
157(4)
Organizational Exit
161(2)
Summary
163(3)
Case Study: The Church Search
166(3)
Decision-Making Processes
169(24)
Models of the Decision-Making Process
169(2)
Rational Models of Decision Making
169(1)
Alternatives to Rational Models
170(1)
Case in Point: Personal Finance Decisions
171(2)
Small-Group Decision Making
173(5)
Descriptive Models of Small-Group Decision Making
174(1)
Effective Small-Group Decision Making
175(3)
Case in Point: Making Decisions about Iraqi Intelligence
178(1)
Participation in Decision Making
179(5)
Effects of Participation in Decision Making
179(1)
Models of the Participation Process
180(2)
Participative Applications in Organizations and Workplace Democracy
182(2)
Spotlight on Scholarship
184(2)
Summary
186(4)
Case Study: Too Many Majors
190(3)
Conflict Management Processes
193(24)
Conceptualizing the Conflict Process
193(4)
Defining Conflict
193(2)
Levels of Organizational Conflict
195(1)
Phases of Organizational Conflict
195(2)
Managing Organizational Conflict
197(7)
Conflict Styles
197(3)
Bargaining and Negotiation
200(2)
Third-Party Conflict Resolution
202(2)
Factors Influencing the Conflict Management Process
204(1)
Case in Point: Conflict in the Courts
205(1)
Personal Factors
205(1)
Spotlight on Scholarship
206(3)
Relational Factors
208(1)
Cultural Factors
208(1)
An Alternative View of Conflict
209(2)
Summary
211(4)
Case Study: The Problem with Teamwork
215(2)
Change and Leadership Processes in Organizations
217(20)
Organizational Change Processes
218(4)
Models of Organizational Change
218(2)
Reactions to Organizational Change
220(2)
Spotlight on Scholarship
222(4)
Communication in the Change Process
224(2)
Organizational Leadership
226(1)
Models of Leadership
226(1)
Case in Point: Responsible Leadership at Enron
227(5)
Communication and Leadership
229(3)
Summary
232(3)
Case Study: Leading Nurses through Hospital Change
235(2)
PART D EMERGING PROCESSES
237(90)
Processes of Emotion in the Workplace
239(23)
Emotion in the Workplace
240(1)
Emotion as Part of the Job
240(1)
Case in Point: Reserves of Emotion
241(3)
Emotion as Part of Workplace Relationships
243(1)
Spotlight on Scholarship
244(3)
Emotion Rules and Emotional Intelligence
246(1)
Stress, Burnout, and Social Support in the Workplace
247(8)
Burnout
248(1)
Stressors That Lead to Burnout
249(1)
Outcomes of Burnout
250(1)
Communication as a Cause of Burnout
251(2)
Coping with Burnout
253(2)
Case in Point: Stretched Thin in the ER
255(2)
Summary
257(3)
Case Study: After September 11: Emotion in the Workplace
260(2)
Organizational Diversity Processes
262(23)
Women and Minorities in Today's Organizations
263(3)
Stereotyping and Discrimination
264(1)
Relational Barriers in Organizational Systems
265(1)
Spotlight on Scholarship
266(2)
Case in Point: Working in a Man's World
268(1)
Summary of Women and Minorities in Organizations
269(1)
The Multicultural Organization
269(5)
The Diverse Organization: Opportunities
271(2)
The Diverse Organization: Challenges
273(1)
Case in Point: A More Diverse Diversity
274(3)
Managing (and Celebrating) Cultural Diversity
277(2)
Summary
279(4)
Case Study: Perspectives on Encouraging Cultural Diversity
283(2)
Technological Processes
285(22)
Types of Organizational Communication Technology
286(3)
Theories of Communication Media Usage
289(6)
The Media Richness Model
290(2)
The Social Information Processing Model
292(2)
The Dual-Capacity Model
294(1)
Spotlight on Scholarship
295(1)
Effects of Organizational Communication Technology
296(1)
Case in Point: Automated Phone Hell
297(2)
Effects on Communication Content
297(1)
Effects on Communication Patterns
298(1)
Case in Point: BlackBerry Meetings
299(2)
Effects on Organizational Structure
300(1)
Summary
301(4)
Case Study: High-Tech Gardening
305(2)
The Changing Landscape of Organizations
307(20)
Communication in the Global Workplace
308(2)
Spotlight on Scholarship
310(4)
Effects of Globalization
310(4)
Case in Point: Off-Shoring, On-Shoring, or Right-Shoring
314(1)
Communication in an Era of Shifting Identity
314(3)
Communication in a Service Economy
317(3)
Communication in the Age of the Disposable Worker
320(2)
Case in Point: The Sandwich Generation
322(1)
Summary
323(2)
Case Study: Charting the Changing Nature of Work
325(2)
References327(22)
Name Index349(6)
Subject Index355

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