Communication and Organizational Culture 2/e

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.

Acknowledgments Section 1. Positioning Organizational Culture Introduction What Is an Organization? What Is Organizational Communication? What Is Culture? What Is Organizational Culture? Assumptions Integration of Artifacts, Values, and Assumptions Organizational Culture and You Feature: Does Organizational Culture Really Matter? Summary Section 2. Unpacking Organizational Culture Core Characteristics of Organizational Culture Communicating Culture The Structure of Organizational Culture A Divided View of Organizational Culture Cultural Consensus and Division What Organizational Culture Is Not Feature: Organization Culture or Organizational Climate Myths About Organizational Culture Summary Section 3. Lenses for Understanding Organizational Culture The Development of the Organizational Culture Construct The Lens of Symbolic Performance The Lens of Narrative Reproduction The Lens of Textual Reproduction The Lens of Management Feature: The Two Sides of Managerial Views The Lens of Power and Politics The Lens of Technology The Lens of Globalization Summary Section 4. Developing, Managing, and Changing Organizational Culture Culture Formation Cultural Maintenance Cultural Change in Organizations Feature: Two Levels for Addressing Cultural Change Creating a Vision of the Organization and Its Culture Socializing New Employees to the Culture Leadership and Organizational Culture Personal, Professional, and Organizational Ethics Can Organizational Culture Be Managed? Summary The Culture Toolkit: Methods for Exploring Organizational Culture Steps in Conducting a Cultural Analysis Cultural Tools Putting It All Together Summary Appendix References Index About the Author

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