Communication in Organizations

Everett M. Rogers is Professor of Communication at the Institute for Communication Research at Stanford University, and the author of Communication Strategies for Family Planning and co-author, with F. Floyd Shoemaker, of Communication of Innovations.

• ContentsPrefaceChapter 1. The Nature of Organizational CommunicationThe Rise and Fall of the Pruitt-Igoe ProjectThe Importance of Organizational CommunicationThe Hospital as an Information SystemStudying Communication in OrganizationsMain Elements in the Communication ProcessThe Nature of Communication ResearchThe Component Approach in Past Communication ResearchFrom Linear Models to a Systems ApproachBiases in Past Communication ResearchResearch on Communication in OrganizationsToward Network AnalysisSummaryChapter 2. Three Schools of Organizational BehaviorRevolutionary Paradigms and Invisible CollegesScientific Management SchoolCritical Reactions to TaylorismTaylorism and CommunicationHuman Relations SchoolIllumination at the Hawthorne PlantEnter the ProfessorsRediscovering Informal CommunicationChanging Organizational Behavior Through the Human Relations ApproachThe Scanlon Plan: An Operationalization o[ the Human Relations ApproachCriticisms of the Hawthorne StudiesThe Contribution of Chester BarnardOther Human Relationists: The Human Resources SubschoolFrom S-M-C-R to R-M-C-S"The Plant Is Closing, The Plant Is Closing"The Systems SchoolGeneral Systems TheoryThe Unfulfilled Potential of Systems-Oriented Research in OrganizationsAn Open System ApproachLooking OutwardTile Internal Function of CommunicationDaniel Katz and Robert KahnThe "Technology" SubschoolThe Systems View of CommunicationSummaryChapter 3. Open System Theory and Organizational EnvironmentsEnvironment to the ForeWhat Is Environment?Research on Organizational EnvironmentsInformation and UncertaintyInputs and OutputsMeasuring Environmental DimensionsBoundary-Spanning CosmopolitesCoping with the Environment: The TVA and CooptationThe Environment and Organizational InnovationPerceived Environment and Innovation in Agency A and BOrganizational ClimatesSummaryChapter 4. The Effect of Organizational Structure on Communication BehaviorWhat Is Structure?The Organization Chart and the Formal Structure of an OrganizationRumors and the Informal Communication StructureBureaucracyThe Black Hole of Calcutta as a Communication Breakdown in a BureaucracyMao Tse-tung's Antibureaucracy in ChinaStructure's Effect on CommunicationRestricted Flows and Information OverloadDistortion at My LaiDistortion and OmissionHorizontal and Vertical Flows"Sound Of" at the Bank Red Hammers in PekingFormal and Informal Communication FlowsInformal Communication RolesCommunication Behavior as a Determinant of Organizational StructureBÄrolandschaft: Offices Without WallsSummaryChapter 5. Communication Networks in OrganizationsWhy Are Networks Important?Formal Structure and Communication NetworksSystem Effects"It's a Small World!"Personal Networks: Radial and InterlockingPutting Structure Back into Organizational CommunicationLaboratory Experiments on Small Group NetworksBackground of the Small Groups StudiesCircle, Wheel, and ChainCriticisms of the Small Groups StudiesNetwork AnalysisBackground on Network Analysis in OrganizationsNetwork Analysis ProceduresAn Illustration of Communication Network Analysis in an OrganizationIndividual Communication Roles in OrganizationsGatekeepersLiaisonsOpinion LeadersCosmopolitesCommunication Structural VariablesPersonal Communication NetworksClique-Level AnalysisSystem-Level AnalysisSummaryChapter 6. Innovation In OrganizationsInnovation and InnovativenessInnovation and ChangeThe Process of Innovation in OrganizationsInnovation as a Stepwise ProcessPerformance Gaps and Problem DefinitionKnowledge of Innovations and ReinventionExternal AccountabilitySlack ResourcesOrganizational StructureStages in the Innovation ProcessConsequences of Innovation for Organizational EffectivenessInnovation and Bureaucracy in the Kingdom of SiamOrganizational Innovativeness Research on Organizational InnovativenessThree Questionable Assumptions of Diffusion Research Perspectives on InnovationSummaryChapter 7. A Propositional SummaryReferencesAuthor IndexSubject Index