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Additional info for Effective organisational communication Perspectives, principles and practices second edition

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Industrial Sustainable Development Group, Environmental Change Institute, Oxford. Gramsci, A. (1971) Selections from prison notebooks. Lawrence & Wishart, London. S. C. ’ The Journal of Business Communication, 40, 1, 7–27. Habermas, J (1984) Reason and the rationalization of society. Heinemann, London. T. R. (1990) Understanding cultural differences. Intercultural Press, Yarmouth ME. Hassard, J. (1999) ‘Postmodernism, philosophy and management: concepts and controversies’. J. (1997) Organisation theory: modern, symbolic and postmodern perspectives.

The key lessons from systems theory are that each sub-division of the organisation is affected by activity in other parts. Furthermore, the organisation itself is an ‘open system’, exposed to a wider environment in which it both experiences competitive threats and finds its collaborative partners (Child 2001). In short, organisations do not operate like thermostats. Rather, their actions are the result of countless human decisions, each of which is based on subjective perceptions of the world in which they are operating and their preexisting values and experiences: ‘The behaviour of the organization […] must be interpreted as a result of the image of the executive, directed by his value system.

So, which of these explanations applies to the title of this book? It seems that the first and second definitions are closest to the apparent purpose of the text, which claims that it is ‘designed to help you develop your abilities’ in various aspects of the communication process. In the first definition, ‘effective’ communication suggests that you (and other readers) can achieve your intended aims through skilful application of the relevant knowledge and techniques. The second definition goes a little further, so that being effective also means achieving a ‘powerful’ or ‘impressive’ result.

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