Determine Communication Processes That Guide Organizations

Determine communication processes that guide organizational behavior

BBA 2026, Organizational Communication 1 course Learning Outcomes for Unit I

Upon completion of this unit, students should be able to: determine communication processes that guide organizational behavior and explain how script/credo can guide organizational behavior.

Effective communication is crucial for organizational success. It involves not only transferring information but also ensuring that the message is understood as intended, which influences organizational behavior significantly. This paper explores the communication processes that underpin organizational behavior, focusing on how corporate scripts and creeds serve as guiding frameworks within organizations.

Paper For Above instruction

Organizational behavior (OB) fundamentally revolves around how individuals and groups act within the workplace and the structural and cultural mechanisms that influence these actions (Robbins & Judge, 2019). At its core, communication is the primary conduit through which organizational culture, policies, and expectations are conveyed, shaping employees' attitudes and behaviors (Daft & Marcic, 2019). Understanding the processes that facilitate effective communication is vital because they directly impact decision-making, ethical conduct, risk management, and change implementation within organizations.

Within organizations, communication processes encompass various channels, including face-to-face interactions, written memos, emails, organizational meetings, and digital platforms. Each channel has its advantages and limitations concerning immediacy, clarity, and permanence. For example, face-to-face communication allows for immediate feedback and clarification, reducing misunderstandings (Keyton, 2017). Conversely, written communication provides documentation that can serve as a reference, ensuring accountability and consistency across time (Shockley-Zalabak, 2015). Moreover, technological advancements have introduced multimedia and social media as additional channels, expanding reach but also complicating clarity and interpretation (Bordia et al., 2017).

The process of communication begins with encoding, where the sender translates thoughts or information into symbols or language. Transmission then occurs through the chosen channel, with potential obstacles such as language barriers, emotional interference, cultural differences, or preconceived expectations that can distort the message (Lunenburg, 2010). These barriers highlight the importance of clear, concise, and culturally sensitive communication strategies in the workplace.

An ideal communication process aims for the receiver to understand the message as intended, promoting organizational effectiveness (Tourish & Robson, 2020). When successful, communication aligns individual behaviors with organizational goals, promotes ethical standards, and fosters trust. Conversely, misunderstandings and miscommunications can lead to conflicts, reduced morale, and ethical lapses—as exemplified by Volkswagen's emissions scandal. The company’s management communicated its objectives indirectly through scripted responses, which reflected its corporate culture but ultimately led to unethical conduct (Useem, 2016).

Scripts and creeds are influential tools that embed organizational values and expectations into daily operations (Schein, 2010). For example, Johnson & Johnson's Credo exemplifies a guiding statement that emphasizes responsibility to customers, employees, communities, and shareholders. When the company faced a crisis involving Tylenol tampering, active reference to its credo guided employees’ swift and ethical response, demonstrating how such articulated beliefs shape behavior (Vaughan, 1996). This illustrates the crucial role of documented scripts as organizational guides to reinforce desired behaviors and responses.

However, reliance solely on scripts can produce unintended consequences, especially when they are not actively reviewed or contextualized. Diane Vaughan's concept of normalization of deviance exemplifies this danger—where deviations from safety procedures become accepted as normal over time due to organizational culture (Vaughan, 1996). NASA's Challenger disaster further underscores the perils of unexamined scripts, where systemic normalization of risk led to catastrophe (Vaughan, 1996). In these cases, communication processes failed to challenge complacency or institutionalized risky behaviors.

In recent times, the Volkswagen emissions scandal has exemplified the influence of communication processes and corporate culture in unethical organizational behavior. Internal reports and official statements reveal how the company’s communication strategies effectively masked the misconduct from regulators and consumers (Chappell, 2016). The executives’ focus on technical and legal justifications—rather than transparent accountability—reflects embedded scripts linked to a culture that prioritized performance metrics over ethical standards (Useem, 2016).

Strategic organizational communication, therefore, must not only transmit information but also actively reinforce ethical principles and cultural values (Robinson & Judge, 2019). Cultivating an open culture where employees feel empowered to question unethical practices can prevent normalization of deviance. Leadership plays a crucial role in this regard; transparent and consistent messaging aligns organizational behavior with core values and ethical standards (Schein, 2010).

Furthermore, analyzing Volkswagen’s official communications during the scandal reveals how language and framing influence public perception and organizational reputation. The company initially downplayed the severity of the issue, emphasizing technical anomalies rather than misconduct, which delayed accountability and damaged trust (Glinton, 2016). Effective crisis communication would have involved transparent acknowledgment and ethical contrition, aligning organizational messages with a culture of integrity.

In conclusion, communication processes in organizations are complex but vital drivers of organizational behavior. They encompass multiple channels, are susceptible to barriers, and are shaped by scripted organizational narratives and cultural norms. When effectively managed, these processes promote ethical conduct, risk awareness, and alignment with organizational goals. Conversely, failures in communication can foster deviance, unethical behavior, and crises. Leaders must therefore cultivate transparent, consistent, and culturally embedded communication practices to guide organizational behavior ethically and effectively.

References

  • Bordia, P., Shah, P., & Restubog, S. L. D. (2017). Leading with social media: The role of social media in organizational communication. Journal of Management, 43(8), 2659–2674.
  • Chappell, B. (2016, January 4). U.S. files lawsuit against Volkswagen over emissions trickery. NPR. Retrieved from https://www.npr.org/sections/thetwo-way/2016/01/04/462999860/us-files-lawsuit-against-volkswagen-over-emissions-trickery
  • Daft, R. L., & Marcic, D. (2019). Understanding management (11th ed.). Cengage Learning.
  • Glinton, S. (2016, January 11). We didn’t lie, Volkswagen CEO says of emissions scandal. NPR. Retrieved from https://www.npr.org/sections/thetwo-way/2016/01/11/462607384/volkswagen-ceo-says-we-didnt-lie-in-emissions-scandal
  • Keyton, J. (2017). Communication in organizations: Basic skills and concepts (3rd ed.). Routledge.
  • Lunenburg, F. C. (2010). Communication: The process, barriers, and improving effectiveness. School Leadership & Management, 30(1), 51–65.
  • Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
  • Robinson, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
  • Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
  • Useem, M. (2016). What was Volkswagen thinking? The Atlantic Monthly, 317(1), 26–28.
  • Vaughan, D. (1996). The Challenger launch decision: Risky technology, culture, and deviance. University of Chicago Press.

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