Social and Behavioral Sciences Commons^™

Ethnography Of Communication As On Organizational Communication Assessment Tool: A Test Of The Method, Francisca Inez Trujillo-Dalbey

Dissertations and Theses

Professional organizational consultants and researchers performing organizational communication assessments with non-profit boards of directors have few tools available to them and many of these tools under emphasize the centrality of communication and overlook the power-asdomination (Mumby, 1994) issues present in organizations. This study tested the ethnography of communication (Hymes, 1972) as an organizational communication assessment tool with a board of directors of a non-profit organization in Oregon and examined the results by employing Mumby's (1994) construct, thereby conducting a critical ethnography of communication.

This study offers important insights into boards of directors of nonprofit organizations and has important implications for …

The Juice Is Loose?: A Qualitative Study Of Employees’ Perceptions Of Informal And Formal Communication Channels, Warren Jerome Brown

Dissertations and Theses

The purpose of this study was to determine how employees perceive formal and informal communication channels within their organizational experiences. This study sought to answer two questions: One, what are employees' perceptions of formal and informal communication channels? Two, what similar or dissimilar perceptions of formal and informal communication channels emerge from interview and observational data? I selected eight respondents from the greater Olympia, Washington and Seattle, Washington areas. Each respondent was purposely selected based upon their rich experiences across different sizes of and public/private structures of organizations. Additionally, I conducted seven observations within a medium-sized (50 -75 employee) public …

Perceived Communication During Organizational Change, Paula Blunck

Dissertations and Theses

Organizational change often involves the creation of work teams. This research examines how the creation of self-managed work teams within a particular organization affects perceived communication. Previous research suggests that self-managed teams would socially construct a different view of the organization especially as it relates to power than would those in traditional organizational departments. Attitudes about communication and power within the organization are analyzed in nine self-managed teams and five traditional departments. This analysis is conducted through both qualitative and quantitative means. Group comments and discussions are used in a qualitative analysis. Multidimensional scaling is used to reveal underlying attitudinal …