This Final Project Aims To Empirically Complement Concurrent

This final project aims to empirically complement concurrent theory that

This final project aims to empirically complement concurrent theory that is class focus: socialization, decision making, conflict management and organizational change and leadership, issues of emotion, diversity and technological disruption in organizations. Linking class theory to real organizational practice, students should choose an organization on campus or off campus, public or private, and investigate organizational communication aspects within these organizations. Fraternities, sororities, etc. are not suitable for this study. Beyond that, groups have wide latitude in choosing organizations: they can range from academic departments, religious institutions, food places, corporations, museums, more.

Core criteria for choice: it must be an organization (identity, labor force, remuneration, physical presence as workplace); it must be amenable for communication analysis (mission, productivity, communication output). Assuming roles of communication consultants, each team of students should study and prepare: 1. An overview of the organization (research, participant observation) 2. Identifying unique socialization, decision making, conflict management and organizational change/ leadership aspects of the organization (research, interpretive analytics, participant observation) 3. Assessing these aspects using class theory (literature analysis) 4. Collect and interpret data on organization’s diversity, technological adaptations and consideration of emotion, gender in work process) 5. A strategic communication plan for organization’s next 5 years (analysis)—MY PART. All said and done, students will be writing and telling a communication story about the organization.

Paper For Above instruction

The aim of this final project is to empirically examine an organization through the lens of current communication and organizational theories, focusing on aspects such as socialization, decision-making, conflict management, organizational change, leadership, emotion, diversity, and technological adaptation. The project seeks to bridge classroom theory with real-world organizational practices by conducting an in-depth analysis of a chosen organization, which must have a physical presence and be capable of providing sufficient communication data for analysis. Examples include corporations, academic departments, religious institutions, or museums—excluding fraternities and sororities, as they do not meet the criteria.

The process begins with selecting an appropriate organization. The criteria emphasize the organization’s physical presence, its mission and productivity, and the ability to analyze communication outputs. Once selected, the student team conducts comprehensive research, including participant observation and secondary data analysis, to gain an understanding of the organization’s structure, culture, and communication flow.

Subsequently, the team identifies specific organizational features related to socialization processes, decision-making frameworks, conflict resolution methods, and change management strategies. These elements are analyzed through the application of relevant communication and organizational theories discussed in class. For instance, socialization can be examined using Berger and Luckmann’s theories of institutionalization, while decision-making processes might be analyzed through the lens of bounded rationality or heuristic models.

Further, the project involves collecting data on diversity, technological adaptations, and emotional and gender considerations within the workplace. This requires gathering qualitative and quantitative data, potentially through interviews, surveys, or observational notes, and interpreting how these factors influence communication patterns and organizational effectiveness.

The culmination of the project is the development of a strategic communication plan for the organization’s next five years. This plan should address emerging challenges and opportunities based on the prior analysis, outlining strategies to improve internal communication, enhance diversity and inclusion, and adapt to technological shifts to support organizational goals.

This project entails writing a thorough report that narrates the story of the organization’s communication landscape, supported by empirical data and theoretical analysis. It aims to demonstrate how communication theories can be practically applied to diagnose challenges and recommend effective strategies for sustainable organizational development.

References

• Berger, P. L., & Luckmann, T. (1966). The social construction of reality: A treatise in the sociology of knowledge. Anchor Books.
• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating agreement without giving in. Penguin.
• Putnam, L. L. (2002). Theories of communication and organizations. Journal of Organizational Behavior, 23(5), 552–562.
• Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
• Scott, W. R. (2014). Institutions and organizations: Ideas, interests, and identities. Sage.
• Tannen, D. (2001). You Just Don’t Understand: Women and Men in Conversation. Ballantine Books.
• Tourish, D., & Robson, P. (2006). Sensemaking and the distortion of critical feedback in organizations. Journal of Management Studies, 43(4), 711–730.
• Weick, K. E. (1995). Sensemaking in organizations. Sage.
• West, M. A. (2012). Effective teamwork: Practical lessons from organizational research. BPS Blackwell.
• Zhao, S., & Seibert, S. E. (2006). The Big Five Personality dimensions and entrepreneurial intentions: A longitudinal study. Journal of Business Venturing, 21(4), 541–565.