Fundamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values 9th Edition Prepared by Pamela S. Shockley-Zalabak This multimedia.

Fundamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values 9th Edition Prepared by Pamela S. Shockley-Zalabak This multimedia product and its contents are protected under copyright law. The following are prohibited by law: any public performance or display, including transmission of any image over a network; preparation of any derivative work, including the extraction, in whole or in part, of any images; any rental, lease, or lending of the program. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved 1

Fundamentals of Organizational Communication Communication Implications of Major Organizational Theories Chapter Three Prepared by Pamela S. Shockley-Zalabak Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Objectives Describe Scientific Management theories for organizations
Describe Human Behavior theories for organizations Describe Integrated Perspectives theories for organizations Describe Postmodern, Critical, and Feminist theories for organizations Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Objectives Understand communication implications of Scientific Management theories Understand communication implications of Human Behavior theories Understand communication implications of Integrated Perspectives theories Understand communication implications of Postmodern, Critical, and Feminist perspectives Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Objectives Apply theory to familiar organizations
Practice analysis capabilities Understand Scientific Management, Human Behavior, Integrated Perspectives, and Postmodern, Critical, and Feminist Perspectives in contemporary organizations Clarify the importance of values in organizations Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Terms Scientific Management perspective - theoretical approach to organizations that emphasizes organizational design, worker training for efficiency, chains of command, and division of labor. The perspective rests on the assumption that work and organizations can be rationally or “scientifically” designed and developed. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Frederick Taylor Principles of Scientific Management (1913)
The inefficiency in most organizations is caused by a lack of systematic management and “The best management is a true science, resting upon clearly defined laws, rules, and principles, as a foundation.” Four essential foundational elements of scientific management Careful selection of workers Inducing and training workers by the scientific method Equal division of work between management and workers Discovering the scientific method for tasks and jobs Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Frederick Taylor Allowing workers to determine how tasks should be performed fostered inefficiency. Management is responsible for identifying “one best way” to perform tasks and that management should be exacting in teaching workers this scientific method for task performance. Close contact between management and workers would eliminate the necessity for peer communication and what he called “soldiering,” the unhealthy influence of the peer group. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Terms Time and motion - a technique for determining the efficiency of production through work observation and time measurements; used to develop work standards that can be measured for efficiency. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Time and Motion If tasks were scientifically designed and workers extensively trained, the efficiency of production could be determined by timing the amount of work (motion) performed by individuals and teams Scientific management could be accomplished only with a well-defined chain of command created by management and very specific division of labor based on well-defined work standards and measurement of standards to increase efficiency. Method and suggestions of organizing an organization are still used today Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Henri Fayol General and Industrial Management (1916,1949)
First known attempt to describe broad principles of management for the organization and conduct of business Proposed 14 principles of administration or management that are essential for the effective organization Place responsibility for exercise of authority with management Emphasized a difference between authority as a result of job title vs. “personal” authority or authority based on intelligence, experience, moral worth, ability to lead and past service Importance of credibility and leadership Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Henri Fayol Principle of Unity of Command
Orders should come from only one superior A bypass of the chain of command would be a source of problems Messages should move from supervisors to subordinates following the formal organizational chart Scalar chain is the movement of messages both vertically and horizontally throughout the organization The chain of superiors ranging from the ultimate authority to the lowest ranks. The line of authority is the route followed—via every link in the chain—by all communications which start from or go to the ultimate authority. Carries messages in vertical directions. As such, the chain would have an equal capacity to carry messages vertically, both downward and upward. The chain may take too much time for messages to travel effectively through all links in which case, a gang plank method of communication is fitting Gang plank is where peers communicate directly without regard to scalar chain Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Henri Fayol Fayol’s bridge - horizontal communication between peers.
Also known as “Gang Plank” Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Henri Fayol Equity - a combination of kindliness and justice toward all. He viewed equity as necessary to encourage workers to carry out duties with devotion and loyalty. Initiative - the ability to think through and execute plans esprit de corps - the strongest organization exhibited union of purpose through implementing the Unity of Command Do not divide and rule Do not abuse written communication Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Henri Fayol 5 Basic Activities of Management Planning Organizing
Development of operational strategies for the organization and the forecasting of future needs Organizing The use of people and materials to implement the organizational plan or goals Commanding The management function of obtaining maximum or optimum return for the organization from human and material resources Coordinating The function of integrating the efforts of all organizational members Controlling Required management to establish how closely to its plan the organization was operating Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Terms Bureaucracy - organizations based on formalized rules, regulations, and procedures, which make authority rational as opposed to charismatic or traditional. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Max Weber (1947) 3 types of authority Charismatic Traditional
Bureaucratic Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Charismatic Based on the specific characteristics of the person exerting authority. Inspires others to follow. Nonstructural (does not go with specific jobs) Nontransferable from person to person. When the charismatic leader leaves the organization, the authority or ability to influence leaves with him or her. Charismatic authority contributes to unstable organizations and disorderly transition of power from one person to another. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Traditional Associated with the customs of a group or society
More stable than charismatic authority Passes from individual to individual based on custom or tradition rather than ability or task competence Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Bureaucratic Rests on formalized rules, regulations, and procedures that made authority “rational-legal,” not based on personal charisma or tradition. Bureaucratic leaders selected according to rules and regulations designed to promote the most competent for the particular job. Designed to counteract nepotism, favoritism, and unbalanced decision making. Formal chain of command and hierarchical structure. Impersonality in interpersonal relations Employment selection and promotion were to be based on competence. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Bureaucratic Hierarchy of authority with a scalar chain of command
Chain of command would be organized according to task specialization and should represent division of labor appropriate to the required tasks Chain of command should operate with standardized rules and procedures designed to emphasize “rational” decision making and task competence The rules and procedures of the bureaucracy should emphasize the employment of qualified personnel To secure qualified personnel, detailed definitions of job expectations and responsibilities developed in accordance with the rules and procedures of the organization Communication should be formal and follow the chain of command Primary emphasis on the goals of the organization and put individual interests secondary to organizational productivity Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Human Behavior Perspective
Human Behavior perspective - theories of organizations that emphasize the interactions of individuals, their motivations, and their influence on organizational events. Organizational design and function are reflections of basic assumptions about human behavior Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Mary Parker Follett Principles of Coordination
Productive organizations must be concerned with the desires and motivations of individuals and groups. Known for her concern for the steady, ordered progress of human well-being. Characterized conflict as potentially constructive and described collective responsibility and integration as supportive of business excellence. Famous for her psychological foundations of the smoothly operating organization Focus on psychological and motivational processes of workers, made significant contributions to the emergence of behavior theories for understanding organizational life Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Elton Mayo Mayo and his colleagues began to experiment with altering physical conditions to determine a combination of conditions that would increase productivity; lighting, noise, incentive pay and heating Hawthorne effect - group norms which influence productivity regardless of the physical production environment. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Theory X/Theory Y – Douglas McGregor’s (The Human Side of Enterprise, 1960) description of management assumptions about workers. Theory X characterizes assumptions underlying Scientific Management theory, and Theory Y is associated with assumptions common to Human Behavior perspectives. Theory X managers assume workers dislike work and will avoid responsible labor. Theory Y managers believe that workers can be self-directed and self-controlled. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Assumptions of Theory X and Y
Theory X Assumptions Theory Y Assumptions 1. People dislike work and will avoid work when possible. 1. People view work as being as natural as play. 2. Workers are not ambitious and prefer direction. 2. Workers are ambitious and prefer self-direction. 3. Workers avoid responsibility and are not concerned with organizational needs. 3. Workers seek responsibility and feel rewarded through their achievements. 4. Workers must be directed and threatened with punishment to achieve organizational productivity. 4. Workers are self-motivated and require little direct supervision. 5. Workers are not highly intelligent or capable of organizational creativity. 5. Workers are creative and capable of organizational creativity. 6. Organizations have difficulty in using human resources. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Participative management - Likert’s theory of employee-centered management based on effectively functioning groups linked together structurally throughout the organization. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Rensis Likert Participative Management New Patterns of Management
Employee-centered management based on effectively functioning groups linked together structurally throughout the entire organization Management process should depend on participative groups formed to have overlapping individual membership among groups A structure of interlocking groups, with members having multiple group memberships. These multiple group memberships provided links among groups, or what is now known as the famous “linking pin” function. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Proper understanding of the differences or variability in human performance could help build productive organizations An increase in participation by organizational members at all levels A general atmosphere of distrust discourages free-flowing communication A consultative systems where management actively seeks worker input but retains control of important decisions is preferable Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Participative management, trust between management and employees and by decisions being made throughout the organization. Accurate communication flows in all directions People are motivated because of their participation in organizational events and in shaping their own futures. Goal setting, as well as appraisal of how well goals are being met and the overall effectiveness of the organization at all organizational levels. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Benefits of linked groups, predicted “fuller and more candid communication throughout the organization—upward, downward, and between peers.” Participative management rested on his contention that the supportive atmosphere of the effective group promoted creativity, motivated people to use the communication process as both senders and receivers, and exerted more influence on leadership than in other types of systems. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Rensis Likert Figure 3.2 illustrates how an organizational chart using the Likert concept might look Figure 3.2 Likert’s Linking Pin Concept R. Likert, New Patterns of Management, 1961, p Reproduced with permission of The McGraw-Hill Companies. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Integrated Perspectives
Theories that attempt to explain how people, technologies, and environments integrate to influence goal-directed behavior. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Process and Environmental Approaches
Decision-Making Approach Sociotechnical Integration Contingency Theory Systems Theory New Organization Science and Learning Organizations Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Decision-making approach - Simon’s concept that organizational behavior is a complex network of decisions, with decision-making processes influencing the behavior of the entire organization. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Bounded rationality - assumption that people intend to be rational, but with limited information-processing capacity human decision making is based on selective perception and therefore exhibits “limited” rationality. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Sociotechnical integration - theoretical attempt to balance human social-psychological needs with organizational goals; an assumption that organizational production is optimized through optimizing social and technical systems. Attempts to balance human social-psychological needs with organizational goals Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Contingency theory - approach that rejects the “one best way” to organize in favor of the view that no specific set of prescriptions is appropriate for all organizations. As such, organizations must adapt to changing circumstances and the needs of individuals and the environment in which the organization operates. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Paul Lawrence and Jay Lorsch (1969)
Contingency theory - establishment of internal organizational operations contingent or dependent on external environmental needs and individual needs. Three primary interfaces that determine how organizations operate and respond to their environment Organization-to-environment Group-to-group Individual-to-organization levels Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Systems theory - describes organizations as made up of subsystems, which take in materials and human resources, process materials and resources, and yield a finished product to the larger environment. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Systems Theory The organization takes in materials and human resources (inputs), processes materials and resources (throughputs), and yields finished products (outputs) to the larger environment Should have a self-corrective mechanism whereby feedback or inputs from the environment can be processed into adaptation of throughputs and, potentially, outputs. The system’s self-corrective mechanism is called the system’s cybernetic which is the management team The law of equifinality attests to the multiple-action courses possible for the achievement of a goal. Equifinality rejects the concept of a single course of action to reach a single goal Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Daniel Katz and Robert Kahn
Optimization, or looking for maximum output in return for minimum input Open System – exchanges information with its larger environment Closed System – limits exchange with the environment and seeks to operate as a self-contained unit Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Autopoiesis - process describing each element in a system simultaneously combining the maintenance of itself with the maintenance of the other elements of the system. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Learning Organizations - organizations gaining knowledge from continuous processes of information exchange between the organization and its environment. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Senge’s Five Disciplines
1. System thinking: the ability to think about connections and patterns and to view systems as wholes, not individual parts of the patterns. 2. Personal mastery: developing special levels of proficiency. Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. As such, it is an essential cornerstone of the learning organization, the learning organization’s spiritual foundation. An organization’s commitment to and capacity for learning can be no greater than that of its members. 3. Mental models: deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action. 4. Building shared vision: the capacity to hold a shared picture of the future we seek to create. When there is a genuine vision, people excel and learn, not because they are told to but because they want to. 5. Team learning: learning that starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine “thinking together.” The discipline of dialogue also involves learning how to recognize the patterns of interaction in teams that undermine learning Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Cultural approaches - theories that describe how organizational members collectively interpret the organizational world around them in order to define the importance of organizational happenings. Approaches to theory that explain organizational behavior in terms of the influence of cultures that exist both internally and externally to the organization. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Edgar Schein (1985) Organization Culture - “A pattern of basic assumptions—invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration—that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” Artifacts and creations Physical and social environment created by organizational members Values Both individual and group preferences for the way things should be in the organization Basic Assumptions The core of what individuals believe to be true about the world and how it works Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Edgar Schein (1983) How Organizational Culture Begins
1. The founder (or founders) has an idea for a new enterprise; 2. A founding group is created with members who have initial consensus about the idea 3. A founding group acts to bring structure and resources to the idea; 4. The initial functioning of the group is based on the idea; that is, the group begins to develop a history. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

The Strong Cultural Perspective
“Strong or unified” cultures developed by leadership (management) in order to guide an organization to excellence Effective leaders identify values important to success and build cultures around those values Domino effect of leadership creating values, reinforcing those values and sharing them with enthusiasm. This breeds higher commitment, greater productivity and more profits (Frost & Martin, 1996, p. 602) Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Terrence Deal & Allen Kennedy
Corporate Cultures: The Rites and Rituals of Corporate Life (1982) 5 basic elements of organizational culture Business environment Shapes the reality of how organizations manage activity and whether they are successful Values Help individuals determine where the emphasis of their efforts should be placed – aids in creating dedication Heroes Real live human successes who become role models for the culture’s values Rites and rituals Helps to integrate individual and organizational goals Cultural network Organizational communication is the cultural network and as such is the only way to understand what is happening Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Thomas Peters and Robert Waterman
In Search of Excellence (1982) 8 cultural themes among 62 successful US industries A basis for action Excellent companies made decisions, did not over analyze and took action when they had a problem Close to the customer Service, reliability, innovative products and continual concern for customer needs were fundamentals; customer connection was basis for innovation Autonomy and entrepreneurship Leaders present in all organizational activity; risk taking and innovation encouraged; employees not tightly creatively controlled Productivity through people Fought against we/they management/labor attitude Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Thomas Peters and Robert Waterman
In Search of Excellence (1982) 8 cultural themes among 62 successful US industries Hands-on, value-driven Basic philosophy and values contributed to achievement; values influence employee behavior and considered the core of excellence Stick to the knitting Stayed in the business they knew in terms of technology, service and customers Simple form, lean staff Simple organizational structure Simultaneous loose-tight properties Both centralized and decentralized; autonomy and entrepreneurship encouraged at all levels; decision making was decentralized yet core values were centralized and supported Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

The Subculture Perspective
Acknowledgement of various subcultures that develop within an organization’s “primary” culture and the potential for conflicts that may arise because of them Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

The Fragmentation Perspective
Martin & Frost (1996) Sees issue-specific consensus more likely than the shared consensus The relationships among the manifestations of a culture are neither clearly consistent nor clearly inconsistent Relationships are complex Change is constant Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

The Identification Perspective
Organization differentiating itself from others by creating positive, and potentially numerous, unique identities based on stable and important organizational characteristics. These, in turn, strengthen stakeholder identification with the organization. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Karl Weick (1995) Sensemaking Model distinguishing characteristics
Grounded in identity construction The recipe is a question about who I am as indicated by discovery of how and what I think Retrospective To learn what I think, I look back over what I said earlier Enactive of sensible environments I create the object to be seen and inspected when I say or do something Social What I say and single out and conclude are determined by who socialized me and how I was socialized, as well as by the audience I anticipate will audit the conclusions I reach Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Karl Weick (1995) Sensemaking Model distinguishing characteristics
Ongoing My talking is spread across time, competes for attention with other ongoing projects, and is reflected on after it is finished, which means my interests may have already changed Focused on and by extracted cues The “what” that I single out and embellish as the content of the thought is only a small portion of the utterance that becomes salient because of context and personal dispositions Driven by plausibility rather than accuracy I need to know enough about what I think to get on with my projects, but no more, which means sufficiency and plausibility take precedence over accuracy Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Postmodern and Critical Perspectives - theories that focus on power and domination and on challenges to hierarchy, bureaucracy, and management control. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Stewart Clegg (1990) Postmodern and Critical Perspectives are…
Highly ordered Technologically specialized Mass-Mediated Demanding of precision, speed, flexibility and adaptability in individual performance Promote… Numerous constructions of reality Ambiguity Distrust of traditional authority Alternative sensemaking Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Critical Theory Criticism/a critique of society, organizations and social constructions. Same concepts can be applied to evaluate the structure and culture of an organization Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Key Concepts Feminist Perspectives - theories that critique the gendered assumptions of modern organizations and call for the recognition and valuing of multiple voices and perspectives. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Karen Ashcraft (2006) Bureaucracy helped to define and divide public and private spheres of human activity by casting suspicion on private subjects as irrational, chaotic…Feminist organization is generally conceived as the pursuit of empowerment by way of a kind of collectivism – one that seeks a harmonious integration of public and private lifeworlds (p.61). Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Karen Ashcraft (2006) Bureaucracy
Views the primary goal of organization as a means to an end Top-Down Hierarchical Formal and specialized division of labor Defines professionalism as rational and impersonal with separation of public and private lives Control rests on formal exhaustive standardized rules Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Karen Ashcraft (2006) Feminist Organization
Gender empowerment is the end Egalitarian with authority decentralized and grounded in consensual decision making Division of labor is informal, contributing to community building Values emotional and personal integration in which work is fully integrated with private selves Control reflects a shared culture of informal norms and ideological commitments Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Discussion Question #1 What are the communication implications of the use of the Scientific Management Perspective in an organization? Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Discussion Question #2 What are the communication implications of the use of the Human Behavior Perspective in an organization? Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Discussion Question #4 What are the communication implications of the use of Postmodern, Critical, and Feminist Theories in an organization? Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Discussion Question #5 Describe a time when your own individual behavior was influenced by the informal communication and culture of an organization. Copyright © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Fundamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values 9th Edition Prepared by Pamela S. Shockley-Zalabak This multimedia.

Similar presentations

Presentation on theme: "Fundamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values 9th Edition Prepared by Pamela S. Shockley-Zalabak This multimedia."— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Fundamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values 9th Edition Prepared by Pamela S. Shockley-Zalabak This multimedia.

Similar presentations

Presentation on theme: "Fundamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values 9th Edition Prepared by Pamela S. Shockley-Zalabak This multimedia."— Presentation transcript:

Similar presentations

About project

Feedback