Organizational CommunicationTransaction Publishers, 1992 M01 1 - 249 páginas This book discusses the semiotic and ethnographic bases for organizational analysis, including the related fieldwork issues confronting the investigator. It explains the importance of rhetorical-dramaturgic and phenomenological strategies for the study of organizations. The arbitrary and culturally based connections in which organizations abound require an understanding of the particulars of cultural scenes, first observed, later conceptualized through semiotic theory. Organizational Communication includes a series of examples from applied semiotics research in nuclear regulatory policy making, truth telling, regulatory control (by, among others, the police), and risk analysis. These data provide the basis for a critique of the limits of earlier analyses of organizational change, such as those offered by structuralist theories. Dr. Manning concludes with an assessment of the postmodernist ethnographic strategies that have evolved as a response to a larger representational crisis, and of the implications of these strategies for the study of organizational culture. |
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... Problem : Four Facets Organizational Contexts and Rhetorical Strategies Conclusions 8 External Communication II : Safety Discourse Introduction Focus : Discourse Communicating Risks through Organizational Discourse Nuclear Discourse The ...
... Problem : Four Facets Organizational Contexts and Rhetorical Strategies Conclusions 8 External Communication II : Safety Discourse Introduction Focus : Discourse Communicating Risks through Organizational Discourse Nuclear Discourse The ...
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... problem- solving and in organizational goal achievement . Ambiguity , doubt , and uncertainty are the essential and key ... problems , often done without a clear and known design ( Feldman 1988a ) . Organizational action is instrumental ...
... problem- solving and in organizational goal achievement . Ambiguity , doubt , and uncertainty are the essential and key ... problems , often done without a clear and known design ( Feldman 1988a ) . Organizational action is instrumental ...
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... problem is an identified relationship between forms of action and ambiguity , between what is done and what is said , be- tween behaviors and moral codes . A first chapter should set the stage for a book , and my own natural history of ...
... problem is an identified relationship between forms of action and ambiguity , between what is done and what is said , be- tween behaviors and moral codes . A first chapter should set the stage for a book , and my own natural history of ...
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... problems . They applied their own routine solutions to what they defined as the problematics of the calls . Information , if it could be isolated easily within a call , generally little affected the nature of the police response , since ...
... problems . They applied their own routine solutions to what they defined as the problematics of the calls . Information , if it could be isolated easily within a call , generally little affected the nature of the police response , since ...
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... problem - solving , social differentiation and integration , relational functions ( tying people together or separating them ) , and strategic functions ( obtaining an objective , especially within a formal organizational context ) ...
... problem - solving , social differentiation and integration , relational functions ( tying people together or separating them ) , and strategic functions ( obtaining an objective , especially within a formal organizational context ) ...
Contenido
Organizational Communication in Context | 17 |
Paradigms in Communication Research | 35 |
Examples | 59 |
Two Ethnographic Studies | 89 |
sets out a paradigm including roles in the field targets for observation | 100 |
Comparative Analysis | 103 |
Resolutions and Organizational Culture | 121 |
Organizations and Information | 131 |
Safety Discourse | 165 |
Lessons for the Field | 183 |
Aspects of Postmodern Ethnography | 199 |
Doing Postmodernism Ethnography | 206 |
Conclusions | 217 |
References | 227 |
Index | 245 |
17 | 249 |
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