Organizational Communication Approaches And Processes 7th Edition Katherine Miller, Joshua Barbour - Solutions

Do you think The Four Flows are all necessary conditions for an organization to exist? Do you think they are sufficient conditions? Can you think of an example of an organization that exists without one of the four flows? Can you think of an example when the four flows are present, but you
Many abstract concepts are important to critical work in organizational communication. How do these concepts fit together? For example, how is ideology related to hegemony? How is power related to discourse? How is emancipation related to resistance?
Think about how the terminology used in an organization or the stories told in an organization contribute to power imbalances. What are ways of fighting against these imbalances?
If you are a woman, do the studies of feminist organizing described in this chapter ring true for you? Do you have other stories about the challenges of being a woman in a patriarchal organization? If you are a man, are these studies revealing to you? Do you think men suffer from similar
Anticipatory socialization is a process that begins early in childhood as kids learn about work, careers, and organizations. When you were a child, what did you want to be when you grew up? How realistic were your aspirations? How have they changed based on anticipatory socialization processes?
Think about organizations you have worked for or groups you have been a part of. To what extent do your experiences reflect the stages of socialization discussed in this chapter?
If you worked for the career center on campus, what advice would you give to individuals signing up for job interviews? What advice would you give to organizations interviewing candidates on your campus? How could the interview process be improved so it would be more productive— and less
Think about a decision you’ve recently made. Did you make that decision in a rational and logical way? If yes, how did you structure your decision-making process? If no, in what ways was your decision-making process not rational?
How do the dynamics of the communication process shift when we move from decision-making among individuals in an organization to collaboration among multiple organizations or groups? How can technology facilitate—or perhaps impeded—the collaboration process?
Is organizational democracy merely autopian goal or is it something that can be achieved in the workplace? What steps would you take to make an organization that you’re a part of more democratic?
How are people and data linked in systems of knowledge management? Can you think of a job you have had in which your tacit knowledge regarding the culture or improvisational options was different from the explicit knowledge available to organizational decision-makers? How can these two kinds of
Conflict is defined in this chapter as requiring the “three I’s”: incompatible goals, interdependence, and interaction. Why are these three components necessary? What situations might arise when only one or two of these components are present?
Do you believe that you exhibit a typical conflict style? If so, why do you think you use that style? Are there aspects of a situation or of the other parties in a conflict that influence the conflict style you use?
What are the differences between integrative and distributive strategies in conflict situations? Why would you use one type of strategy over another? What are the costs of using each of these strategies?
What do you think about the feminist reframing of conflict? Is it possible to recast an idea like “conflict” in a way that emphasizes mutuality and collaboration? What are the implications of this reframing for organizational practice?
Would you want to have an organization that is free of conflict? Why or why not?
Organizational change can be an anxiety-producing process. What are ways that change can be managed to reduce the level of anxiety experienced by organizational participants? Are there times when uncertainty and anxiety about change might be a good thing?
What is the role of leadership in organizational change? Which of the models of leadership discussed in this chapter are most appropriate for times of change? Would the different models advocate different kinds of leadership communication during planned change?
In what ways is leadership a “language game” and a process of “managing meaning”? How does communication content and style influence this language game? How do leaders manage meaning through framing techniques?
How does a consideration of emotion change the way we view basic processes of organizational life, such as conflict, decision making, socialization, and organizational change? Is it possible to balance concerns for rationality and emotion? How can this be accomplished?
How is the experience and expression of emotion different in different types of jobs? Compare, for example, emotion in the work of a minister, a store clerk, and a data processor. Are the emotional demands of some jobs more challenging than others?
As a student, you sometimes experience stress and burnout. How do your experiences compare with the discussion of stress and burnout in this chapter? How do you scope with stress and burnout as a student?
What have your experiences told you about the differences in organizational life for white men and for women and people of color? If you are a white male, do you believe these differences are real and viable? If you are a woman or a person of color (or both), do you think your workplace experiences
What do you think about affirmative action programs—both at the university level and in the workplace? Are these programs important to increasing diversity? Is affirmative action an equitable way of dealing with this issue?
Has the challenge of balancing home and work life been an issue in your family? If you are a traditional college-aged student, how did this issue play out as you were growing up? Will the way your parents dealt with this issue influence your career and work choices?

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