Organizational Communication for Survival

<p> <strong>In This Section:</strong> </p> <ol> <li><strong>Brief Table of Contents</strong></li> <li><strong>Full Table of Contents</strong></li> </ol> <h2>1) Brief Table of Contents</h2> <ul> <li>Chapter 1: The Nature of Organizations</li> <li>Chapter 2: The Nature of Communication in Organizations</li> <li>Chapter 3: Nonverbal Behavior and Communication</li> <li>Chapter 4: Administration, Supervision, and Communication</li> <li>Chapter 5: Barriers to Effective Communication</li> <li>Chapter 6: Personality, Temperament, and Communication Traits</li> <li>Chapter 7: Organizational Orientations and Communication Traits</li> <li>Chapter 8: Perceptions of People in Organizations</li> <li>Chapter 9: Approaches to Management</li> <li>Chapter 10: Power and Status</li> <li>Chapter 11: Organizational Culture</li> <li>Chapter 12: Communication and Change</li> <li>Chapter 13: Disagreement, Conflict, and Groupthink</li> <li>Chapter 14: Effective Supervisory and Subordinate Relationships</li> <li>Chapter 15: Discrimination and Pseudodiscrimination</li> <li>Chapter 16: When All Else Fails...Get Out</li> </ul> <p></p> <p></p> <h2>2. Full Table of Contents</h2> <ul> <li><strong>Chapter 1: The Nature of Organizations</strong> <ul> <li>Types of Organizations</li> <li>Common Characteristics of Organizations</li> <li>Organizational Environments</li> <li>Preliminary Principles for Peons</li> <li>Viewing Organizations</li> </ul></li> <li><strong>Chapter 2: The Nature of Communication in Organizations</strong> <ul> <li>Myths and Misconceptions about Communication in Organizations</li> <li>Organizational Communication Defined</li> <li>Components of Communication</li> <li>Functions of Communication in Organizations</li> <li>Organizational Communication Networks</li> <li>Formal Communication Flow and Impact</li> </ul></li> <li><strong>Chapter 3: Nonverbal Behavior and Communication</strong> <ul> <li>Significance of Nonverbal Communication in Organizations</li> <li>Functions of Nonverbal Messages</li> <li>Categories of Nonverbal Messages</li> <li>Immediacy and Organizational Communication</li> </ul></li> <li><strong>Chapter 4: Administration, Supervision, and Communication</strong> <ul> <li>Supervisors’ Duties: Subordinates’ Views</li> <li>Why Aren’t Managers Doing Their Jobs?</li> <li>To Supervise or to Administer? That Is the Question</li> <li>What Kind of Manager Do You Have?</li> </ul></li> <li><strong>Chapter 5: Barriers to Effective Communication</strong> <ul> <li>Climate Control</li> <li>Status</li> <li>Communication Overload</li> <li>Defensiveness</li> </ul></li> <li><strong>Chapter 6: Personality, Temperament, and Communication Traits</strong> <ul> <li>Personality and Temperament</li> <li>Temperament/Personality and Communication</li> <li>Communication Traits</li> <li>Sociocommunicative Orientations and Styles</li> </ul></li> <li><strong>Chapter 7: Organizational Orientations and Communication Traits</strong> <ul> <li>Organizational Orientations</li> <li>Personality Types</li> <li>Organizational Orientations and Temperament</li> <li>Organizational Orientations, Temperament, and Communication Traits</li> <li>Organizational Orientations, Temperament, and Organizational Outcomes</li> </ul></li> <li><strong>Chapter 8: Perceptions of People in Organizations</strong> <ul> <li>Source Credibility</li> <li>Interpersonal Attractiveness</li> <li>Homophily</li> </ul></li> <li><strong>Chapter 9: Approaches to Management</strong> <ul> <li>Early Orientations</li> <li>Leadership Approaches</li> <li>The Ideal Leader?</li> <li>Management Communication Styles and Decision Making</li> <li>Decision Making and Communication</li> <li>Why Managers Select One MCS over Another</li> <li>Identifying the MCS</li> </ul></li> <li><strong>Chapter 10: Power and Status</strong> <ul> <li>Nature of Status</li> <li>Status Symbols</li> <li>Communication and Status</li> <li>Power</li> <li>From the Peon’s Perspective</li> </ul></li> <li><strong>Chapter 11: Organizational Culture</strong> <ul> <li>Defining Culture</li> <li>Culture and Communication</li> <li>Cultural Technology</li> <li>Organizations and Cultures</li> <li>Ethnocentrism</li> </ul></li> <li><strong>Chapter 12: Communication and Change</strong> <ul> <li>Why People Resist Change in Organizations</li> <li>Informal Communication Network Roles</li> <li>Innovativeness: The Willingness to Adopt</li> <li>Introducing Change</li> <li>Six Conditions Necessary for Successful Change</li> </ul></li> <li><strong>Chapter 13: Disagreement, Conflict, and Groupthink</strong> <ul> <li>Disagreement and Conflict</li> <li>Tolerance for Disagreement</li> <li>Conflict Prevention</li> <li>Conflict Management</li> <li>Groupthink: Too Much Agreement for the Good of the Organization</li> </ul></li> <li><strong>Chapter 14: Effective Supervisory and Subordinate Relationships</strong> <ul> <li>Why Some Do Not Survive: 10 Common Communication Mistakes</li> <li>How to Survive: Common Communication Strategies for Survival</li> </ul></li> <li><strong>Chapter 15: Discrimination and Pseudodiscrimination</strong> <ul> <li>The Need for Discrimination</li> <li>The Evils of Discrimination</li> <li>Making Evaluations Work (For You)</li> <li>Staying Out of Trouble: The Peon Perspective</li> <li>Dealing with Pseudodiscrimination and Diversity</li> </ul></li> <li><strong>Chapter 16: When All Else Fails...Get Out</strong> <ul> <li>Reasons for Leaving</li> <li>On-the-Job Legal Issues</li> <li>Filing a Complaint</li> <li>Job Hunting</li> <li>The Process of Separation</li> <li>The Exit Interview</li> <li>The Transition to a New Job</li> </ul></li> </ul> <p></p>