1. Strategic Communication: Relationship to Organizational Communication?
Chapter 13/PDF
(Papa, Daniels, & Spiker, 2008)

2. Strategic Communication
Linear or transactional
Relevant audiences = Stakeholders
Some persuasive element
Resources required
Need for effective communication

3. Internal Vs. External Blurred Lines?
Employee communication
Examples
Orientation Indoctrination
Morale and Satisfaction
Compensation and Benefits
Organizational Change and Development (Informing/Understanding)
Public Relations
Image Building
Issues Management
Risk Communication
Crisis Communication

4. Functions Symbolic Interactionism (Mead)
Traditional
Concerned with information flow (breakdowns, distortions), strategies, group problem solving, etc.
Production
Maintenance
Innovation
Uncertainty and Information Accuracy
Social Capital
Interpretive
Concerned with Culture and Individuals’ Experiences
Symbolic Interactionism (Mead)
Construction of reality (Berger and Luckmann)
Critical
Concerned with Oppression and Discrimination
Source of Control and Manipulation

5. Perspectives on Organizational Communication
Traditional
Objective
Org. as Machine; Organism
Interpretive
Subjective
Org. as culture
Organizational reality = socially constructed
Critical
Org. as site of oppression
Language & Structure’s role in oppression
Goal = conscious raising and emancipation

6. Perspectives Traditional Perspective Interpretive Perspective
One of major concerns: effective public communication, external vs. internal
Interpretive Perspective
One of major concerns: social construction of reality and sense making as it relates to strategy
Critical Perspective
One of major concerns: Is strategy manipulated in favor of the elite?