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Recognizing Dysfunctional Communications a Means of Improving Organizational Practices

Journal Name:

  • Online Journal of Communication and Media Technologies

Publication Year:

  • 2012
Author NameUniversity of Author
Abstract (2. Language): 
Effective communication is not only an essential aspect of an organizational culture, but it is also the foundation of modern organizations (i.e. D’Aprix, 1996; Grenier & Metes 1992; Witherspoon, 1997). In order to respond to an organizational environment and a rapidly changing environment that demands flexibility, attention must be given to effective communication. Tubbs and Moss (2006) state, “… communication is effective when the stimulus as initiated and intended by the sender, or source, corresponds closely to the stimulus as it is perceived and responded to by the receiver” (p. 24). Effective communication can complement successful interpersonal work relationships as well as both internal and external communication practices. Pearce (1989) notes that individuals often talk past each other even when the conversation appears coherent and well coordinated; they may subsequently interpret different accounts of what each other said. Positive internal and external communication patterns can become strategies for reducing dysfunctionalism within an organization. These patterns are essential for both the coordination of interactions in an organization and the reaching of a true consensus instead of imposing decisions (Malone & Crowston, 1994). Hence, effective communication patterns should be established to ensure effective communication in a dysfunctional (or non-effectively communicating) organizational culture. It also can be a means toward achieving organizational goals. This research illustrates how individuals in organizations can adapt their communication practices when faced with dysfunctional communicative interactions. It has been perceived that well-performing organizations adapt well to changes in environment, structure, and have strategies to enhance organizational performance and thus reduce dysfunctionalism (Entin, 1999). This research adds additional strategies on avoiding dysfunctional communication in order to empower organizations in the 21st century.
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FULL TEXT (PDF): 
PDF icon arastrmx_159096_2_pp_155-175.pdf
  • 4
155-175
  • English

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Online Journal of Communication and Media Technologies
Volume: 2 – Issue: 4 – October - 2012
© Online Journal of Communication and Media Technologies 170
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