Communication and Organizational Culture

Joann Keyton (Ph.D., The Ohio State University, 1987) is Professor of Communication at North Carolina State University. Specializing in group and organizational communication, her current research interests are relationship issues and interdisciplinary collaboration in organizational teams, the communication processes that constitute work, organizational culture, and sexual harassment. Her research has been published in Business Communication Quarterly, Communication Theory, Group Dynamics, Human Factors, Journal of Applied Communication Research, Journal of Leadership and Organizational Studies Management Communication Quarterly, Small Group Research, Southern Journal of Communication, Western Journal of Communication, and Communication Yearbook and numerous edited collections. She has published texts on group communication (Oxford) and research methods (McGraw-Hill), as well as an organizational communication case book (with Pam Shockley-Zalabak; Oxford). Professor Keyton has served on the editorial boards of Communication Monographs, Communication Studies, Journal of Applied Communication Research, Small Group Research, and Southern Communication Journal. She served as editor of the Journal of Applied Communication Research, volumes 31–33; and was the founding editor of Communication Currents, volumes 1-5. She currently serves as editor of Small Group Research.

• AcknowledgmentsSection 1. Positioning Organizational CultureIntroductionWhat Is an Organization?What Is Organizational Communication?What Is Culture?What Is Organizational Culture?AssumptionsIntegration of Artifacts, Values, and AssumptionsOrganizational Culture and YouFeature: Does Organizational Culture Really Matter?SummarySection 2. Unpacking Organizational CultureCore Characteristics of Organizational CultureCommunicating CultureThe Structure of Organizational CultureA Divided View of Organizational CultureCultural Consensus and DivisionWhat Organizational Culture Is NotFeature: Organization Culture or Organizational ClimateMyths About Organizational CultureSummarySection 3. Lenses for Understanding Organizational CultureThe Development of the Organizational Culture ConstructThe Lens of Symbolic PerformanceThe Lens of Narrative ReproductionThe Lens of Textual ReproductionThe Lens of ManagementFeature: The Two Sides of Managerial ViewsThe Lens of Power and PoliticsThe Lens of TechnologyThe Lens of GlobalizationSummarySection 4. Developing, Managing, and Changing Organizational CultureCulture FormationCultural MaintenanceCultural Change in OrganizationsFeature: Two Levels for Addressing Cultural ChangeCreating a Vision of the Organization and Its CultureSocializing New Employees to the CultureLeadership and Organizational CulturePersonal, Professional, and Organizational EthicsCan Organizational Culture Be Managed?SummaryThe Culture Toolkit: Methods for Exploring Organizational CultureSteps in Conducting a Cultural AnalysisCultural ToolsPutting It All TogetherSummaryAppendixReferencesIndexAbout the Author

"The book has good group activities and concepts, good overview of communication strategies and principles."