Organizational communication

Author: Yuan Jun, Gu Dan, Zhou Ji Hua, Wu
Publisher:
Publish Date: 2000-01-01
Features: This book explores the field of organizational communication from both academic and practical perspectives. It is divided into four main parts: Part I introduces the research orientations of classical and modern organizational communication schools; Part II records the events that have been occurring since the emergence of self-organization; and Part III elaborates on the methods and processes of contemporary organizational communication.
Excerpt: Interestingly, Fayol did not consider communication as a management "element." However, it is difficult to imagine other elements functioning without communication, except perhaps the "planning" element. In other words, organizational, command, coordination, and control elements in classical management theory require communication between management and employees to be effective. Therefore, communication can be seen as an ambiguous part of Fayol's management elements. In addition to proposing these management elements, Fayol also suggested methods to maximize the effectiveness of management. Although these management principles are often viewed as a simple checklist, we still categorize them into four groups based on different perspectives of organizational management for introduction.
Organizational Structure Principles: Fayol's management principles focus more on how to integrate the various departments of an organization. The following six principles are particularly relevant to organizational structure:
- Chain of Command: This principle advocates for a strict vertical hierarchical structure in the organization, with communication flowing vertically along this structure (e.g., up and down the organizational chart).
- Unity of Command: This principle states that an employee should receive orders from only one superior for a specific task.
- Unity of Direction: This principle suggests that activities with similar goals should be managed by one supervisor.
- Division of Labor: This principle argues that if employees are engaged in specific, quantifiable tasks, they will perform better.
- Order: This principle emphasizes that every employee and task in the organization should have a specific position.
- Scope of Control: This principle states that if managers control a limited number of employees, they can achieve maximum efficiency. Fayol recommended that the control range for grassroots managers is 20 to 30 people, while for senior management, it is 6 people.
Together, these six management principles present an organizational image with high structure and hierarchy. Organizations can be divided into different departments based on functions (principles of division of labor, unity of direction, and order). In these departments, managers lead a certain number of employees (principle of scope of control), and each employee has only one direct supervisor (principle of unity of command). Within the organization, communication flows vertically through highly structured channels (principle of chain of command). The organizational structure advocated by Fayol is shown in Figure 1-1. Fayol's proposed structural principles particularly emphasize the importance of order. Generally, Fayol advocated for communication to flow strictly vertically according to the hierarchical structure shown in Figure 1-1. However, he also recognized that horizontal communication across levels could sometimes enhance organizational effectiveness. For this reason, he introduced the concept of a structural "bridge" (sometimes referred to as Fayol's bridge) to illustrate horizontal connections between employees at the same level. Fayol believed that such connections could only be made with the authorization of senior management, but as long as such communication contributes to organizational goals, it should be carried out. "It is wrong to deliberately distance oneself from power, but it is even worse to cling to power when it harms business" (Fayol, 1949, p. 36).
Principles of Organizational Power: The following three management principles are related to the relationship of power within the organization. These principles are:
- Centralization: This principle argues that controlling decision-making and employee activities through centralized management can make the organization operate most effectively. However, Fayol believed that factors such as company size, the personalities of managers and employees, and other uncertainties would affect the optimal degree of centralization (Miner, 1982).
- Power and Responsibility: This principle states that managers must possess the power granted by their position and personal characteristics within the organization (e.g., intelligence and experience). However, with power comes the corresponding responsibility.
- Discipline: This principle emphasizes that all organizational members must obey organizational rules and the managers who enforce them.
These three principles describe the power structure that Fayol envisioned to achieve optimal organizational operation. Fayol suggested that power should be relatively centralized in managers who have authority and responsibility over employees. Employees in this power structure should obey the rules and the commands of their managers.
Postscript: Translator's Postscript
As a production unit of social life, the importance of organizations is self-evident, and the communication that constructs and maintains them is equally indispensable. As some Western scholars have pointed out, without communication, there is no organization. Since the reform and opening-up, research on communication in mainland China has gradually matured, but organizational communication as a branch of communication studies still lacks systematic development. The modernization of social organization management urgently needs to absorb Western academic achievements and advanced experiences. The translation and publication of "Organizational Communication" are timely. Liang Qichao once said, "In today's China, if one wishes to become strong, the most important strategy is to translate books." These words may still hold practical significance. However, it can be believed that as Chinese scholars increasingly and deeply absorb Western learning, China's indigenous communication studies, including organizational communication, will usher in a period of comprehensive innovation and vigorous development.
This textbook was written by Professor Catherine Miller of Texas A&M University based on years of professional teaching and data collection. The second edition in 1999 is an update and improvement of the 1995 edition. It comprehensively covers the theories and research of organizational communication, including the entire development process from its inception to the forefront of the field. It is well-researched and clearly structured, making it an excellent resource for study and reference. During the translation process, we carefully considered and verified the content to ensure accuracy and clarity. However, due to the interdisciplinary nature of organizational communication and the lack of standardized Chinese translations for certain terms in China, as well as the limitations of our own expertise, shortcomings and errors are inevitable. We sincerely hope for the readers' criticism and corrections.
Mr. Wang Qingfeng, the chief editor of Huaxia Publishing House, is a master of public administration from Peking University. With his profound knowledge and rigorous attitude, he has done a great deal of proofreading for this book. We hereby express our deep gratitude to him.