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Organizational Information Theory (OIT) is a communication theory, developed by Karl Weick, offering systemic insight into the processing and exchange of information within organizations and among its members. Unlike the past structure-centered theory, OIT focuses on the process of organizing in dynamic, information-rich environments.
Outcomes and impact should be identified for stakeholders, society, and the organization [10] Communication measurement and evaluation should include both qualitative and quantitative analysis [10] AVEs are not the value of communication [10] Holistic communication measurement and evaluation includes all relevant online and offline channels [10]
For example, organizations may find that important decisions need to be discussed in face-to-face interactions; using email would not be an adequate channel. From an organizational perspective, high level personnel may require verbal media to help solve many of their problems.
For organizational managers, the theory demonstrates that communication effectiveness and choice of communication media is bounded by user's communication experiences, thus in order for the organizational employees to become proficient on a given communication channel and in a given organizational context, they must go through learning process ...
Some of the main assumptions underlying much of the early organizational communication research were: Humans act rationally.Some people do not behave in rational ways, they generally don't have access to all of the information needed to make rational decisions they could articulate, and therefore will make irrational decisions, unless there is some breakdown in the communication process ...
The common ground for monitoring and evaluation is that they are both management tools. For monitoring, data and information collection for tracking progress according to the terms of reference is gathered periodically which is not the case in evaluations for which the data and information collection is happening during or in view of the ...
Executives did not have adequate financial information and control of their operations. Marketing managers, for example, did not know how much it cost to produce a product. Prices and margins were set by the division managers. Cumbersome communications channels existed between key functions, especially manufacturing and marketing.
Planning a program evaluation can be broken up into four parts: focusing the evaluation, collecting the information, using the information, and managing the evaluation. [28] Program evaluation involves reflecting on questions about evaluation purpose, what questions are necessary to ask, and what will be done with information gathered.