ORGL-504: Organizational Communication

Expected Competencies:

1. Strategic Communication Analysis: Ability to identify and discuss major issues concerning communication and leadership within organizational settings. This includes understanding how communication strategies can impact organizational effectiveness and leadership.

2. Theoretical Application: Demonstrate a solid understanding of organizational communication theories and related processes, including systems theory, the role of technology, and the impact of globalization on organizational communication.

3. Analytical Skills: Develop skills to analyze organizational communication and leadership challenges. This involves evaluating various scenarios or case studies and making informed recommendations to improve communication practices within organizations.

4. Self-Development: Enhance personal competency in both communication and leadership. This includes refining your ability to communicate effectively and lead within diverse organizational environments.

5. Ethical Critical Thinking: Apply critical thinking to address ethical issues in organizational communication and leadership. This involves analyzing how ethical considerations impact communication strategies and leadership decisions within organizations.

Achieved Competencies:

1. Identifying and Discussing Major Issues: Ability to pinpoint and analyze significant concerns related to communication and leadership in organizational environments.

2. Understanding Organizational Communication Theories: Demonstrated comprehension of theories and processes pertinent to organizational communication.

3. Developing Analytical Skills: Capability to analyze and provide recommendations on communication and leadership in diverse organizational settings, scenarios, and case studies.

4. Enhancing Communication and Leadership Competency: Improved personal skills as a communicator and leader within organizations.

5. Applying Critical Thinking: Application of critical thinking to address ethical issues associated with organizational communication and leadership.

Competencies Applied:

Organizational Communication Audit: In conducting an organizational communication audit, I’ve discovered numerous benefits. For one, it has significantly improved communication efficiency by revealing barriers and inefficiencies within our channels, leading to streamlined processes and clearer messages. The audit has also enhanced employee engagement by offering insights into how communication affects morale, helping to create a more inclusive and supportive work environment. By addressing communication breakdowns, I’ve seen an increase in productivity, as teams are now collaborating more effectively. It has ensured that our communication strategies are better aligned with organizational goals, enhancing overall coherence. Additionally, the audit has pinpointed both strengths and weaknesses in our communication practices, allowing for targeted development. I’ve gained a clearer understanding of how my communication impacts my team, improving my leadership effectiveness. The audit has also facilitated better conflict resolution by identifying sources of conflict and suggesting strategies for resolution, leading to a more harmonious workplace. With the data and insights provided, I can make more informed decisions regarding communication strategies. Moreover, it has strengthened internal relationships by improving collaboration between departments and teams. Finally, the audit has refined our external communication with stakeholders, ensuring consistency and effectiveness. Overall, these benefits have contributed to a more effective, cohesive, and productive organizational environment.

Making Sense of Organizational Member’s Silence: A Sensemaking-Resource Model: In my analysis of the article "Making Sense of Organizational Members’ Silence: A Sensemaking-Resource Model" by Ryan S. Bisel and Elissa N. Arterburn (2012), I explore how organizational silence—employees' reluctance to voice concerns—functions as a form of dissent and is influenced by organizational sensemaking. This sensemaking involves employees interpreting their work environment and identity, which can lead to silence due to factors such as fear of personal harm, attributing responsibility to supervisors, questioning one's expertise, anticipating supervisors’ indifference, and timing issues. The study, based on a sample of 226 employed adults, identifies these five rationales but is limited by its broad age range and varying levels of supervisory experience. The research design and sampling approach, rooted in the authors’ professional network, may also impact the findings. I argue that a more focused study with narrower age and experience parameters could provide clearer insights into organizational silence, highlighting the need for further research to better understand and address these issues.

References:

Conrad, C., & Poole, M. S. (2012). Strategic organizational communication: In a global economy. West Sussex, UK: Wiley/Blackwell.

Downs, C. W., Adrian, A. D., & Downs, C. W. (2004). Assessing organizational communication: Strategic communication audits. New York: Guilford Press.

Key Words:

Strategic Communication Analysis; Organizational Communication Theories; Leadership Communication Challenges; Theoretical Application in Communication; Analytical Skills in Organizational Communication; Ethical Critical Thinking in Leadership; Self-Development in Communication and Leadership; Organizational Communication Audit Benefits; Managing Organizational Silence; Sensemaking in Organizational Communication.