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Stephen W. Littlejohn and Karen A. Foss in their book Theories of Human Communication (tenth edition) [40] describe a type of logical force called contextual force. Contextual force causes a person to follow a form of logic that leads one to believe that an action or interpretation is a direct result of, and is appropriate to, the context.
Organizational communication extensively covers what communication techniques are appropriate and effective in specific scenarios with a focus on effective management. [17] Informal and formal communication are both essential to an organization’s inner workings, but must be used appropriately.
The model of communication as constitutive of organizations has origins in the linguistic approach to organizational communication taken in the 1980s. [4] Theorists such as Karl E. Weick [5] were among the first to posit that organizations were not static but inherently comprised by a dynamic process of communicating.
In economics, organizational effectiveness is defined in terms of profitability and the minimisation of problems related to high employee turnover and absenteeism. [4] As the market for competent employees is subject to supply and demand pressures, firms must offer incentives that are not too low to discourage applicants from applying, and not too unnecessarily high as to detract from the firm ...
Corporate identity is the reality and uniqueness of an organization, which is integrally related to its external and internal image and reputation through corporate communication [7] Organizational identity comprises those characteristics of an organization that its members believe are central, distinctive and enduring.
In social science generally and linguistics specifically, the cooperative principle describes how people achieve effective conversational communication in common social situations—that is, how listeners and speakers act cooperatively and mutually accept one another to be understood in a particular way.
The 3rd Alternative: Solving Life's Most Difficult Problems, published in 2011, is a self-help book by Stephen Covey, also the author of The Seven Habits of Highly Effective People. In it, he takes a more detailed look at habit six from that book, "synergize". [ 1 ]
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict in the workplace. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
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