Course code: LMS 215
Organizational
Communication
BS 3rd Semester
Maria N. Shahid
Room#19,
Leadership & Management Studies (LMS),
National Defence University (NDU),
Islamabad. Pakistan.
Organizational Communication (Course code: LMS 215) 2
Agenda
▪ Systems & Cultural Approach
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The Systems Metaphor & Systems
Concepts
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The System Metaphor & System Concepts
▪ The systems metaphor and systems concepts come from systems
theory, which is used across various disciplines to describe and
understand complex interrelated components working together to
achieve a purpose.
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(Cont’d)
▪ Systems theory is broken down into three phases:
1. What systems are made of- Systems Components
2. How systems work- Systems Processes
3. Characteristics that arise from these components and processes -
Systems Properties
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(Cont’d)
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(Cont’d)
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(Cont’d)
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QUIZ 2
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Quiz 2:
Why aren’t satisfied employees also more productive employees?
This relationship is sometimes
seen as a problem.
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Systems Approach to Organizational
Communication
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Communication Networks
▪ System components (such as individuals, teams, or departments within an
organization)
▪ Processes that link them (the communication pathways or interactions)
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(Cont’d)
Studying communication networks helps researchers understand
✓ how information flows within an organization,
✓ revealing how connections among these components impact collaboration,
information access, and
✓ overall efficiency.
▪ Network analysis maps these relationships to examine structures, central figures,
and patterns that facilitate (or hinder) communication.
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(Cont’d)
▪ This topic highlights how communication networks within organizations can be
studied using systems theory by examining the interconnections and
arrangements of individuals and groups within the organization.
▪ In systems where people and social groups are components, the mapping of
relationships among them is essential for understanding the true structure and
dynamics of communication.
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(Cont’d)
Positional Vs Relational Traditions in Network Analysis
Positional Tradition:
o This approach focuses on formal, hierarchical structures, represented by
organizational charts. These charts display a prescribed, official flow of
communication (often top-down or bottom-up) within an organization.
o Organizational charts reflect the formal positions and roles of individuals,
such as managers, teams, and departments, and outline who is expected to
communicate with whom based on their position within the hierarchy.
o However, positional tradition can be limited, as it often does not accurately
capture the real flow of information within an organization.
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(Cont’d)
Relational Tradition:
o In contrast, the relational tradition studies actual communication patterns,
focusing on informal and emergent relationships rather than formal
structures.
o This approach maps the true system of communication relationships as they
naturally emerge within the organization through daily interactions,
independent of the formal hierarchy.
o These relationships can reveal informal networks, connections across
departments, and unstructured but influential paths of communication that
shape the organization’s functioning.
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(Cont’d)
▪ Monge and Eisenberg’s distinction between these two approaches underscores the
value of understanding both formal structures and informal networks.
▪ While the positional tradition provides a prescribed framework, the relational
tradition reflects the actual communicative behavior within an organization,
which can be crucial for insights into organizational culture, decision-making
processes, and collaboration.
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(Cont’d)
Properties of the Network
▪ The key properties of networks within systems, specifically how links among
components (such as individuals, groups, or organizations) can be understood
through certain characteristics:
➢ network content,
➢ network mode,
➢ network density, and
➢ level of analysis.
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(Cont’d)
Network Content:
▪ This refers to the type of information, resources, or emotions that flow through
the network links.
▪ Network content could include tangible resources (e.g., materials or data), various
forms of information (e.g., knowledge sharing), or intangible elements (e.g.,
support, influence).
▪ An example of network content could be semantic networks, which map how
words and ideas connect in a text, showing how language and concepts are linked.
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(Cont’d)
Network Mode:
▪ This property focuses on the communication medium through which network
connections are maintained. Early studies looked at distinctions between face-to-
face and written modes, but the variety of modes has expanded significantly with
new technology.
▪ Modern modes include wireless connections, hyperlinks, and other digital
methods, enabling networks that connect people or information over large areas,
from campuses to entire cities, or linking information across the internet.
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(Cont’d)
Level of Analysis:
▪ Networks can be analyzed at different scales.
▪ Intraorganizational networks look at the connections within a single
organization, focusing on relationships among individual employees or teams.
▪ Interorganizational networks, in contrast, consider links between multiple
organizations, such as partnerships, industry alliances, or supply chains.
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(Cont’d)
▪ Properties of Network Links
Link Strength:
o Link strength describes the intensity or importance of the connection
between two people or groups.
o A strong link may involve frequent communication, a long-standing
relationship, or exchanges that participants view as particularly valuable.
o For instance, a long-term collaboration with regular updates between team
members would constitute a strong link, while occasional, low-stakes
interactions might indicate a weak link.
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(Cont’d)
Link Symmetry:
▪ Symmetry refers to whether both participants in a link have the same type of
relationship.
▪ Symmetrical links occur when both parties have an equal relationship, such as
between coworkers at the same level.
▪ Asymmetrical links exist when there’s a difference in relationship type, such as
between a supervisor and a subordinate, where the power dynamic and
responsibilities differ.
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(Cont’d)
Link Multiplexity:
o Multiplexity measures the variety of content that flows through a single link.
o A multiplex link is one where multiple types of exchanges (e.g., resources,
information, personnel) occur. For example, two organizations that share
resources, exchange information, and collaborate through personnel would
have a highly multiplex link.
o Multiplex links are typically richer and indicate a multi-dimensional
relationship, often essential for more integrated and collaborative networks.
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(Cont’d)
▪ The Network Roles
Isolates:
o An isolate, like "Mike" in the example, is a person who does not
communicate with anyone else in the network.
o Isolates are disconnected from the main communication channels, which
might limit their access to information and collaboration within the
organization.
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(Cont’d)
Group Members:
o Group members are individuals who are highly interconnected with one
another. Tomas, along with his connections (Dan, Yun-Mi, Natalie, and
Stefan), exemplifies a tightly connected subgroup within the network.
o This interconnectedness can facilitate strong collaboration, shared knowledge,
and mutual support within the group, creating a cohesive subnetwork.
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(Cont’d)
Bridge:
o A bridge, like "Dan" in the example, is a person who connects a specific
group to other parts of the network.
o Bridges play a crucial role by linking isolated groups, allowing information to
flow across different sections of the network and fostering collaboration
between otherwise disconnected groups.
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(Cont’d)
Liaison:
o A liaison, like "Ernest," connects individuals or groups who otherwise have
little in common. Ernest communicates with two people who have unique
connections within the network, positioning him as a go-between.
o Liaisons facilitate communication and coordination among distinct groups,
often bridging gaps across diverse parts of the network.
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(Cont’d)
Explanatory Mechanism
▪ Highlights explanatory mechanisms in the study of communication networks,
focusing on the reasons behind the formation and maintenance of these networks
rather than just describing their structures.
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(Cont’d)
Self-Interest and Collective Action:
▪ Networks often form as groups unite to advance their own interests or shared
goals. For instance, activist organizations may connect to amplify their
advocacy efforts, making collective action more impactful than individual
efforts.
▪ This mechanism explains how networks can develop out of shared motivations
to achieve mutual benefits, such as increased influence, resources, or support.
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(Cont’d)
Proximity:
▪ Proximity (physical closeness) and similarity in interests, values, or
backgrounds are powerful forces in network formation. People who work
together or share similar interests often form close relationships, as they
naturally interact more frequently.
▪ This mechanism helps explain why employees who share a workspace might
develop stronger networks, leading to informal, supportive relationships that
extend beyond their work duties.
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(Cont’d)
Dependency and Resource Exchange:
▪ Departments or individuals often establish links due to dependency
relationships or a need to exchange information and resources.
▪ In large organizations, teams may rely on each other for essential data,
services, or expertise, which strengthens interdepartmental communication.
▪ This mechanism highlights the practical and functional motivations behind
network formation, where links develop out of necessity to meet
organizational needs and goals.
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Mid-Term Exam
▪ Chapters/Slides: 1, 2, 3, 4
▪ Group 1 and 2 presentation topics/material
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