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Surveying a wide variety of disciplines, this fully-revised 7th edition offers a sophisticated and engaging treatment of the rapidly expanding field of organizational communication
Places organizations and organizational communication within a broader social, economic, and cultural context
Applies a global perspective throughout, including thoughtful consideration of non-Western forms of leadership, as well as global economic contexts
Offers a level of sophistication and integration of ideas from a variety of disciplines that makes this treatment definitive
Updated in the seventh edition:
Coverage of recent events and their ethical dimensions, including the bank crisis and bailouts in the US and UK
Offers a nuanced, in-depth discussion of technology, and a new chapter on organizational change
Includes new and revised case studies for a fresh view on perennial topics, incorporating a global focus throughout
Online Instructors' Manual, including sample syllabi, tips for using the case studies, test questions, and supplemental case studies
Autorentext
Charles Conrad is Professor of Organizational Communication at Texas A&M University. He has received more than a dozen college- and university-level teaching awards, including the National Communication Association's Donald Ecroyd Award. He is the author or editor of nine books, the most recent of which are Organizational Rhetoric (2011) and Global Engineering (2010). Marshall Scott Poole is Professor of Communication and Director of the Institute for Computing in the Humanities, Arts, and Social Science at the University of Illinois Urbana-Champaign. He has received several teaching awards and multiple research awards, including the Steven Chaffee Lifetime Productivity Award from the International Communication Association. He is the author or editor of eleven books, including Working Through Conflict (2008) and Handbook of Organizational Change and Innovation (2004).
Klappentext
"*Strategic Organizational Communication* has been truly revitalized with its comprehensive coverage of organizational issues within the communication community. Enhanced with new material on such issues as globalization, ethics, and change, the combination of in-depth reporting and pointed cases will provide students with useful, relevant insight into the complexities of organizational life." *Cynthia Hardy, University of Melbourne* "Conrad and Poole have maintained the solid core of critical analysis that has been the hallmark of this book, while thoroughly updating the cases and issues in the seventh edition. Bravo!" *James A. Anderson, University of Utah* Organizations are a key to understanding society's beliefs, values, structures, practices, tensions. People determine the overall strategies they use to operate the societies they live in, though they are largely unaware of the process by which these choices are made. This book shows how any strategy of organization – including its design, system of motivation and control, form of leadership, and relationship to communication technologies – can be harnessed, empowering people to manage these structures, rather than be managed by them. Keeping a sophisticated and approachable style that has made it a standard for over twenty years, Strategic Organizational Communication engages readers in a comprehensive discussion of organizational communication theories. This updated seventh edition includes:
Inhalt
Preface xi
Unit I Underlying Concepts 1
Chapter 1 Strategic Organizational Communication 3
Organizational Communication as Strategic Discourse 5
Case Study 1.1. How to Handle the Scarlet Email 7
The Fundamental Paradox 10
Thinking Strategically About Organizing and Communicating 12
Case Study 1.2. Can You Trust Anyone Under Thirty? 14
Creating Socio-Economic Spaces 18
Making Organizations Look Alike 20
Strategies of Organizing 23
Strategic Communication for Individual Members of Organizations 24
Summary: The Complexities of Organizational Communication 26
Chapter 2 Keys to Strategic Organizational Communication 30
Seeing Connections: The Importance of Systems Thinking 32
Case Study 2.1. There Go the Lights, Here Come the Babies? 40
Uncovering Assumptions: The Importance of Critical Thinking 43
Valuing Differences: The Advantages of Diversity 47
Thinking Globally: The Challenges of Globalization 49
Understanding Technology: A Radical Force for Change 52
Case Study 2.2. Working in the Virtual Future: An Optimistic View (Looking Back) 58
Summary 66
Unit II Strategies of Organizing 71
Chapter 3 Traditional Strategies of Organizing 73
Traditional Strategies of Organizational Design 75
Case Study 3.1. Feel Safer Now? 83
Traditional Strategies of Motivation, Control, and Surveillance 89
Case Study 3.2. The Power of Rewards at Industry International 92
Traditional Strategies of Leadership 98
Information and Communication Technologies (ICT) in Traditional Strategies of Organizing 99
Case Study 3.3. Scenes From the Electronic Sweatshop 104
Conclusion: Communication and Traditional Strategies of Organizing 107
Chapter 4 Relational Strategies of Organizing 113
Relational Strategies of Organizational Design 114
Case Study 4.1. Going South? 118
Relational Strategies of Motivation, Control, and Surveillance 127
Case Study 4.2. Empowerment or Iron Cage? 133
Relational Strategies of Leadership 136
Information and Communication Technology and the Relational Strategy 139
Assessing Relational Strategies 142
Thinking Critically About Relational Strategies 146
Chapter 5 Cultural Strategies of Organizing 155
Defining Key Terms: Cultures and Organizational Cultures 157
Cultural Strategies of Organizational Design 159
Cultural Strategies of Motivation, Control, and Surveillance 161
Organizational Symbolism and Cultural Strategies of Motivation and Control 166
Case Study 5.1. It's My Party and I'll Do What I Want To 171
Case Study 5.2. Resistance and Control in Three Service Organizations 175
Cultural Strategies of Leadership 178
Technology and Cultural Strategies of Organizing 181
Thinking Critically About Cultural Strategies 183
Chapter 6 Network Strategies of Organizing 191
Network Strategies of Organizational Design 193
Box 6.1. Choosing Communication Media 202
Box 6.2. What Might Have Been 208
Case Study 6.1. al-Qaeda: A Network Organization? 209
Case Study 6.2. Evolving Into a Network Organization 213
Network Strategies of Motivation, Control, and Surveillance 215
Challenges for Control Systems in Network Organizations 218
Leadership in Network Organizations 219
Challenges and Problems for Network Organizations 221
Beyond Networks: Alternative Strategies of Organizing 222
Box 6.3. Postmodern Organizations? 225
Conclusion 227
Postscript to Unit II Contingency Perspective on Organizing Strategies 231
Task 232
Case Study P.1. Steeling Away Into a Different Structure 236
Interrelationships Among the Contingency Variables 237
Conclusion and Transition 238 **Un...