COMM 3170: Introduction to Organizational Communication Summer 2005 Dan Lair

Quick Review: Structuration Theory and the Duality of Structure What does it mean to say that structure is both an outcome and a resource of action? Examples from your organizations? What does it mean to say that structure is both an outcome and a resource of action? Examples from your organizations? What does it mean to say that structure is both enabling and constraining? Examples from your organizations? What does it mean to say that structure is both enabling and constraining? Examples from your organizations?

Systems Thinking (adapted from Conrad & Poole, 2005) The whole is more than the sum of its parts (holism) The whole is more than the sum of its parts (holism) Causality is complex, not linear (interdependence of parts) Causality is complex, not linear (interdependence of parts) Systems are embedded in other systems Systems are embedded in other systems Systems imperative: adapt or die (feedback) Systems imperative: adapt or die (feedback) History is crucial to organizational systems History is crucial to organizational systems

Systems Thinking Illustrated (drawing from

Open Systems Theory: Important Concepts Equifinality Equifinality Equilibrium Equilibrium “Loose” v. “Tight” Coupling “Loose” v. “Tight” Coupling Openness v. Closedness Openness v. Closedness Entropy Entropy

Max Weber and the Study of Bureacracy Ideal Types Ideal Types Types of Rationality Types of Rationality Types of Authority Types of Authority

Bureaucracy as Organizational Form

What are the key elements of bureaucracy? What are the key elements of bureaucracy? Strengths of Bureaucracy: Strengths of Bureaucracy: 1) Fair, systematic, non-arbitrary 2) Useful for large systems 3) Stable Weakness of Bureaucracy: Weakness of Bureaucracy: 1) Over-concentration of power 2) Threat to individuality 3) Formal rationality over substantive rationality

Alternative Organizational Forms: The Matrix Organization (BASF Chemical Engineering Teams)

Alternative Organizational Forms: The Project Organization

Communication Networks Network diagrams represent perceived or actual communication patterns and not necessarily formal authority relationships. Network diagrams represent perceived or actual communication patterns and not necessarily formal authority relationships. Key aspects of networks include roles, connectedness, symmetry, and density (see p. 159 for complete list) Key aspects of networks include roles, connectedness, symmetry, and density (see p. 159 for complete list) What communication network characteristics would be desirable for What communication network characteristics would be desirable for … an entrepreneur? … a CEO of a charitable organization? … an aspiring partner in a consulting firm? … a social activist?

Networks: Key Terms

Network Dyads How would you describe the dyads that you are a member of in your organization? How would you describe the dyads that you are a member of in your organization? Key concepts: Key concepts: Strength Strength Multiplexity Multiplexity The “strength of weak ties” The “strength of weak ties”

Types of Interorganizational Relastionship Strategic Alliance: Utah Hospitality Association Strategic Alliance: Utah Hospitality Association Cartel: OPEC Cartel: OPEC Conglomerate: RJR Nabisco Conglomerate: RJR Nabisco Joint Venture: Many health clinics Joint Venture: Many health clinics Franchise: Subway Franchise: Subway Network Organization: Network Organization:

The Network Organization “Comprised of two or more organizational units from different organizations involved in a long-term…relationship” (p. 164) “Comprised of two or more organizational units from different organizations involved in a long-term…relationship” (p. 164) Often emerge from relationships among individuals Often emerge from relationships among individuals Typically very flexible, even when formalized Typically very flexible, even when formalized Enabled by new communication technologies Enabled by new communication technologies Organizations today often analyze the “value chain” and then retain core competencies and outsource non-core functions Organizations today often analyze the “value chain” and then retain core competencies and outsource non-core functions

For Next Wednesday Chapter 3 Chapter 3 Journal 3 Journal 3