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Topic:

Link between organizational culture and communication.

Introduction
The values and behaviors that contribute to the unique social and psychologicalenvironment of an organization. Organizational culture is the sumtotal of an organization's past and currentassumptions, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outsideworld, and futureexpectations. It is based on shared attitudes, beliefs, customs, express or implied contracts, and written and unwritten rules that the organization develops over time and that have worked well enough to be considered valid. Also called corporate culture, it manifests in (1) the ways the organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which autonomy and freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and (4) the strength of employee commitment towards collective objectives. It is termed strong or weak to the extent it is diffused through the organization. It affects the organization's productivity and performance, and providesguidelines on customer care and service; productquality and safety; attendance and punctuality; and concern for the environment. It extends also to production-methods, marketing and advertisingpractices, and to new product creation. While there are many common elements in the large organizations of any country, organizational culture is unique for every organization and one of the hardest things to change. Literature review

The literature on organizational culture is as relevant to public science management as it is to the management of private sector business organizations. Given a rapidly changing environment and continuing insights into organizational effectiveness, science organizations, as most other organizations, are seriously rethinking what they do and how they can best define and accomplish their goals and objectives. Once goals are defined, it is necessary to address the type of culture that is necessary to advance these goals and objectives and ensure the successful implementation of the necessary changes. In addition, the organizational effectiveness literature has been increasingly emphasizing the importance of culture in motivating and maximizing the value of its intellectual assets, particularly its human capital. This review of the organizational culture literature makes it clear that (1) culture is essential for both successful organizational change and maximizing the value of human capital (2) culture management should become a critical management competency, and (3) while the right culture may be a necessary condition for organizational success, it is by no means a sufficient condition. An important challenge for managers is to determine what the most effective culture is for their organization and, when necessary, how to change the organizational culture effectively.

Factors that influence the selection of an Organizational Structure


Strategy determines how an organization is going to position itself in the market in terms of its products. There are two types of strategy: differentiation and cost-leadership. Differentiation strategy is when an organization wants to have the newest and best product. Cost-leadership strategy is when the organization produces a product that is already on the market but is more efficiently and more cost effective. Either structure is used to help an organization to reach its objective.

Organization and communication


ESTABLISHING COMMUNICATIONS
There is no formal history of business communication systems. It has existed in some form since the first business owner hired the first employees and issued the first instructions. Those instructions were the first official "employee communications," an action taken by management to make sure the employee knew what management expected of him or her. Once the business owner hired enough employees to create a staff, they reacted to those management mandates by creating the first form of informal company communications, "the grapevine." This informal grapevine between and among top management, middle management, line management, and employees has always been, and no doubt always will be, part of the process of doing business. Communication and organizational identification Research regarding the effects of communication on individuals attitudes toward the organization provides a theoretical link between communication and organizational identification. Specifically, research has found that communication can affect employee attitudes that may be strongly related to organizational identification. First, communication can strengthen member identification because it provides organization members with an opportunity to create and share their subjective perceptions of the organizations defining features its norms, values and culture. Knowledge of these facets of the organization creates a sense of shared meaning among employees. A complementary way that communication strengthens employees organizational identification is by providing workers with a feeling of ownership in the shared meaning that has been created because they feel that they have helped develop it. Supporting this argument, research suggests that the frequency with which individuals communicate with others in the organization enhances organizational commitment because frequent communication leads individuals to feel that they are active participants in the organization. This sense of active participation may lead employees to feel that they have greater control in the organization.

Properties of communication and their effect on organizational In exploring the link between communication and organizational , it is important to note that individuals virtual status (i.e., the degree to which they operate from traditional offices or from dispersed locations) leads them to utilize different communication media. For instance, face-toface communication is an important medium available to employees working in traditional offices. For those working virtually, however, face-to-face communication with organizational members is less likely. Instead, virtual workers have to rely on e-mail and phone as the medium of necessity. Recent research complements and extends information richness theory by considering the effects of the social context in which communication is embedded. Researcher suggests that, in addition to the inherent properties of the media itself, the social context (e.g., norms, culture) must be considered in order to determine the impact of different communication media on individuals. For example, although face-to-face discussions seem most appropriate to executing unstructured and ambiguous tasks in general, some workgroups may develop norms of utilizing relatively lean media (such as e-mail) for such tasks. In these instances, emergent norms allow e-mail to convey more meaning and have greater impact on communicators than it would in a different context.

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