The increasingly indispensable role of communication in organizations

The lncreasingly lndispensable Role of

Coallnunicatton in C)rganizaions

Trevor SARGENT*

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Tllerc arc many widespread views 、vith regtt to the naturc of conununication and intclpcrsonal

COltlpctcncc wihin organizations.At one end of he spcctl■

lm,hc蛉

餌c hose who tend to see tlle abihty to conlrnunicate cffcctivcly as something innate,that cannot bc rcadily improved upon tttugh education and training.At he oher end of tte spectnlm is tlle vicw that skills ill interp∝sonal competence cala be developcd

just as onc can leam motor skills,or a forcign lalaguagc(Kogl釘 ―

_{Hlll,1982).Nowadays,few adherc}

complctcly to he fomer vie、v.Indeed the pendulum has swung so farthe oher way,that now there are hose

whO makc the claln that he terklls commullication and organization are viituttly intcrchangeable(Smih, 1993;Taylor,1995).F■ om his point of cw,i14pЮvillg colllmunicaion wihin organizttions leads dittctly to ilnprovcment in organizations and vicc― vcrsa.

Tllis paper identines threc henacs hat cmcrgc from a review of relev孤 lt sclcction of the literattre on organizaional behavior,and providcs an ovclwiCヽ V and a synthesis of he findings of tllcsc studics. Taken togcher,these tlree hcmcs all point to、 val・d an cven greater need for communicadon in organizaions,in

俺mls of bon sign.icancc and sophisication. In ttis、 vay,his papcr providcs morc concrctc cvidcncc to support he obscⅣ aion hat“ Thc cmphasis on communication in organizations is growing rapidly"as sccn

by tte fact that i14 1992,tllcrc、vcrc aL・cady 72 associations of organizadons concmcd、 vih ofganizaional

communicadon ila thc Unitcd Statcs alonc(Halley,1992,p.3).

The flrst tllcmc looks at ttc■ ltcr―relatedness of organizadOnal componcnts.A revie、 v of he litcraturc

suggests that h is bccoming app″ent just how complex mOdcm orgatlizations∬ e,and how hc val・ ious aspects of such orgatllizations“ e inter―

Ю

lated in mutually intcrdcpelldent ways,Making attusmentS and

changcs to any One part of he organizations sccllaS tO havc repercussions tllroughout he rest of he

organization――someirnes、vihout rnuch apparent cffcct,but at o血 ∝times with considttable effect. Thc sccond theme looks atthe uniqucncss of cach organizaion,Here,it appears thatitis becoming more and morc difFicult to develop genttal axioms of orgallizadonal behavior that are free of contcxtual exceptions and qualiications.It is becoHing illcreasingly appttcnt hat each organization is as uniquc as each of he ind iduals it is compttsed ot alld ttus gcncrtt prllaciples hat mttht be expectcd to apply to malty

organizaions,havc to bc tcmp∝ ed by thc ptticularidcs of each organizadon.

The thttd thcmc looks at the often― ignorcd rolc of poLics in organizadons,and suggcsts that it can no

longer be rcalisica1ly ovcl・ 100ked.It is as rcn as any othcr aspect of thc organizatlon and nccds to bc taken

illto account accol・ dingly,despite the significant obstaclcs his lnay present for organizaions.

The studcs rcvicwcd ill this paper wcrc sclcctcd on hc basis of two ctttcria of rcprcscntativcncss,First of all,tllcy arc rcpttscntative of studies undcrtakcll in thc field of organizadontt dcvclopmcnt thc morc highly rcscttched ttcas of sclccion,仕aining,perfOmalacc appraisal,job redcsign,alld ttalllwol・ k.Sccondly all hc

studies revicwcd hcrc havc taken placc sincc 1990,and most of thelm、 vithin thc last fc、v ycars or so,and ttc hus represcntativc of thc ficld at present.

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Perhaps hcrc is no more appropriatc placc to begin this rcvicw of studics hat dcmonstratc

intcr―relatcdncss wihin organizations than wi■l thc illdividual's arst contact、vida the organization tlu・

ough

tlle selection proccss.The basic idea bchind hc sclcction procedurc is hat ccrtain illldividuals will bc bcttcr suited to an orgallization, or a specific rolc in an organizaion, than o血 ∝s. Tllis is often rcfclrcd to as

person―organization it,On the onc hand arc tllc v ous ways in which an individual can be asscssed,Such as

personality and bio― data,and on llle ohcr hand are ttose aspects Of thc organizaion hat have been idcntiflcd

as lmost rclev餌 lt for he person―organizaion fit,Ho、 vever,the situadon is not staic, but dynalfllic.Oncc a person actually enters an organizaion,thc socittizaion process thcy undcrgo,and the ttaining hey are likely

to reccivc play a significant pttt in dctc∬ nining ho、v wen he pttSon docs inally fltinto the organization,and how vcll he or she isお lc to mcct hc obiCCiVes he organizatiOn has in mind for he individu江.

Tllus, in ol・der to undcrstand morc fully, what determincs a suitable person― organization it for any particular p∝sOn aII(vOr Orgallizadon,mott infonnation is nccdcd For exalmple,it is not only a nl証 ter of

detcrlninillg what kind of pcrson is going to best fit into tlle organization,but it is also ncccssary to detenlline what kidlld of pcrson is golillg to bcncflt fЮ ■l whtt kind of ttaining in order to narakc thc grcatest conttibution

to hc orgalaization(BaldWin&Mattuka,1991;McManus&Kclly,1999)。 And one ofthc main issues related

to tr証 ng is he mcをnS by which value judgements on its

Ю

lat e wott are madc(Alligcr,Tannenball144,

Bcllllct,Jr.,Travcr,&Shodatld,1997)。 Related to ne issuc of whatis he most approp atc way to cvaluatc a railli411g prograln,is hc issuc of vllat is he most appropriatc way to evaluatt hc pcl・ fomttncc of cllmployccs 、vitllh any givcn organization― ―pettbrmalace appraisal, bccause one of hc most rclcvant ctttc a for

cvaluating ttaining has to do win the subscqucnt on― hettob perfOrlnallcc of hc 伍五

ncc(Gist &

Bavctta,1990).Thus pclfonnttce appraisn in cffcct is closcly related to dcttnninillg thc rclaivc bcncits of a 任ailling scssiOn as wcll as deterllaining how wcll any given individual in a14 0rganization is pcl・ fortllillg in

gcnerЛ.

F∬ fl・om always pro ding reliおlc ob」ccivc data on employccs,pclformallce appr stts havc been

found tO bc sometilmes signiicantly inaucnccd by heと puttose,in pardcular wllcher they are to bc uscd for rcsearcll purposes(pel・laaps trttning cvaluation)or for administtat c pwposcs hat relate direcdy to he employcc's career(HttiS&Smith,1995;Ja、 vallar&Williams,1997)Thus,it iS not suttrising to ind血 航

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appraisals as well(Atwatcr&OsrO亀 1998;Williams&Lcvy,1992).Given he in,nSely p∝ sontt natwc of perfomttnce appraisals, it is also not sLllp sing hat ttey rcprcscnt a highly controversial and ponticizcd aspcct of rnodem organizaions.Alld it should be noted that compctikag mctaphors for perfomancc appraistts have becn put forwal・d cttloymCllt tcsts,and due process(Williallls&Lcvy;Wem∝

&Bolino,1997)一

as

organizations grapplc witt thc task ofdctcrminingjust how and whcn hcy itinto tte modcrn orgaltizatlon Alloher aspcct of bodi thc sclcction process and subscqucnt pcrfomalace appraisals has to do widl血 c dcgrcc of fulallmcnt that cmployccs ttc likely to expettcncc in hcir role、 vithin the organizaion.Indeed,this

is onc of the comerstoncs upon which thc cntire organizational dcvclopment approach is built(Argytts,

1997;Clcment,1992;Fagcnson&Burlce,1990),And onc of tllc more pЮ

mising ways to foster such individual fulfillmcnt in organizaions has been though thc dcvclopmcnt of self― dil・cctcd 、vork tealns

(Argytts;McMallall&Woodmall,1992;Ycatts&Hyten,1998).Yct wihout considerablc ottaniZhiOn― widc

COllllllitlncnt to hc bullding of such teallas hat includes scnior managettent being committcd as wcll, integration、vith oher kcy busincss and humala resource systcms, appropriate,aining and rcsources, and consideration for he dcgrcc of support for an organization'S busincss strategy, and hc culturc of tte

organization,tettns∬e unlよ oly to fl1lfill thc cxpectaions most orgallizaions havc of them(Rccal・

do&Jolly,

1997).In fttt a re

ew of hc htcratwc shows that somc of hc‐

asons why teallls do fall short of expectations has to do with such divcrsc issucs as``overly high expcctations,group compensa■ on,training,

career development,and power"(ShCコ man,Bohlaladcr,&Snell,1998,p■12).

Anoher、vay of approaching hc issuc of individual fulfillmcnt in organizations一

―

related to onc of the intewentions favored by tte orgallizatlonal dcvclopmont approach― has to do with job design alld‐ dcsign

(HaCkmall&Oldham, 1989, Sh∝

man,ct al, 1998).Yet, again,

血

c dcgrcc to whiCh job dcsign is

intcr―connectcd wih other aspects of thc organization bccomes clear in hc、 vay hat so many studics in his

arca focus on hc connection between job dcsign and such hings as compcllsadon(CmpiOn&Bcrgcr, 1990),uniOns(Gttcn,1999),heal血

_{(May&SChWOcrcr,1994),alld effOlt(WalSh&Tscng,1998)to nalllC}

but a fcw.hdccd,here tte those who suggcst tllat mcrcly mtting adiustlllCnts to jobs alone wittout also making systcmatic orgalaizhion―wide chalages to ttosc pttts of he organization most rclatcd to job redesign is unlikcly to providc einer gnher efficiency for hc organization,or greattr satisfacion for those in hejobs,

in tllc long run(ふ

江

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と

Kunin,1991).

It is not surprising that Argyris(1997)secs mOrc thall a semalatic simil∬ ity bctwccn ottalaiSms and organizaions,Hc uscs tllc model of the interdependcncc of thc constituent parts of any organism as a very rcal way of describing how tcr―rclated all the aspccts of organizations are whether his bc by accident or

dcsign,On tllis basis,thc growtt of organizations and hc individuns hcy COmpttse becomcs more or less

symbioic to hc cxtcllt hat it is not ttally mealaingful ill hc lonを tCmlto discuss one wihout hc othcr. Wllatcver might bc hc practiioncr's particular philosophy m tcJtts of iknpletnenting changc、 vihin an organization,one point hat江l hcsc studics would appear to agttc on is hat making changes ill onc placc 、vill almost inevitably have rcpcrcussions in oher places as、 vcll,Tllcy may bc large or they may bc sma11. They mtt be belleicial,or hey may bc a hindI・ ancc.Thus,although hcrc may bc questions ov∝ just how welcone such rep∝cussions arc,and hypohcscs and predictions ovcr thcir naturc,thcir existencc should bc in little doubt. Tよell togeher, this po4atS tOwttd organizations bcing madc up of many incxtl・icably

whole.Esscntially,whchcr his mutual interaction has a posidvc or negativc cffcct on hc Organization is dctumincd by he quality of the cOlll14uniCation that is involved in such interaction.

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Oncc it is clett ho、7 inter―relatcd all the componcnts of an organization arc,it is easier to scc、 Vhy cvcry

organization must be distinct from ttl ohers. Mlile hey may bc made up of sinilar componcnts, hc

components themselvcs arc unlikely to bc relatcd to cach other in quite the samc、 _{vayso Many studics point to}

hc situation―speciflcily of organizttions,and thus aclQlowledgc llc hmitations to the generalizability of thcと rcsuhs,

McMatlus and Kclly(1999),fOr cxample,in a stlldy on sclccion pЮ cesscs w∝e intenstcd in“ thc cxtcnt to which a thcoreticЛ ly bascd set of p∝sonality mcasurcs can add incremental validity to an cxising biodata

insttument in tenns of predicting bon tradition江 (task) and eXpandcd (cOntextual) diincnsions of

pcl・formalacc in he hfc inswancc industrbr"(p.137).Not only is generdizing beyond tllc hfc insurallce

industry pЮblem ic,but cven gencralizing witlain it could be problcmaic as wcll.McMallus and Kclley base tllcir study on represcntatives fronl fivc differcnt insurance colmpanies,Mlilc such breadll surcly adds to he ov∝ Лl Юp■senth cncss of hc hfc hswancc illdustty,hc fact血 証 thcy were not at hbcrty to ralldomly sclect thcnl,dettacts froln their abllity to be a rcprcsentativc salnple of hat populatiOn.Alhough his study

was not dil・ectly rclatcd to sclccdon processcs,Dy∝ _(1997)証gued COnvinclllgly fOr noting he mally and significant diffcrcnccs betwecn the kind of largc Fottune 500 companics hat are tllc focus of several studics

(MCM

an&wOodmall,1992),alld he sm江

lcn歓_弾rencuttal fil■lls thtt arc ill he numcttcal maiOttty.

Stayilag 、vith he issuc of selectiOn processes, it should be notcd hat wllcn deahng with hc

disincivelless of org[nizations,his ttfers to more han nttrowing hc fOcus down to onc speciflc industり _,or one spcciic sizc or type of Orgallizttion,∝ cven to hc onc orgaIIization itself,Wcstphal alld Zttac(1995)

werc able to show hat he proccss hrough which a new CEO is selcctcd has vely httle in common win thc way hatィnost oher peoplc ttc seleCted to、vork for any given organization.And once we acknowlcdgc he

crcasing g10balization of organizations hen it becomcs apparent hat even hc sclccion proccsscs for tte

salxlc positiOns in he saIIlc organizations can differ rnal・ kcdly whcn thcy are caricd out in diffcrcllt countries

witll diffel・ elat cultures(Ryan,McFttlalld,Btton&Pagc,1999).

Wllen it comes tO trauling, hc delllalad for rclcvance vittually demallds situation‐ _{spccific ttaining} scssions.The typical pattc題 l for devc10ping a僚五nillg prograln bcgins wih a nccds assessmcnt(Lcwis,Lewis

&sOun6c,1991,She■

natl,et al.,1998).ThiS l艇 k Of u forlllity creates a complex task for rescttchers inkttested in making comparlsons bct、 veen the rclative effectivcncss of ttallling prograllls,and explains why

th∝e is such a paucity of such comparisons in hc htcratwe(MoIOW,Jarct&Rupinski,1997).

Perllaps he clcttcst exalnplcs of how it is hc speciicity of organizations and thc pttticularity of thcと situaions hat play such a large ptttin deteminillg the effccts ofintelvcntions can bc sccn in he use of work tctrns.Attempts to implelnenttcallas by follow g the same procedures hat have provcn successful elsewhcrc have not met win tllc same ttsults(Shemall,ct江 _{.,1998;Ycatts&Hytcn,1998).Evcla when Лl elsc is cqu江}

,

he vcry fact hat he p

cul証 individuals involvcd ttc differclat plays a highly significant rolc in deterlnilling tllc Outcome of tcamwork(Ycatts&Hyten).h one study of a raher probleltllatic implcmclltation

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of tcamwok at a gttmcllt mallufacturing company in thc United Kingdom,Ezzamcl and Willmott(1998)

found that there、 vttc vCry mixcd rcsults alllongst thc various teans depending largely on hcir rnake―

up,and

on thc influence of cttain kcy individuals in somc of the tealtts.

One of the nlain reasons for conducting rcscttch in Organizational behavior is to discovcr more about

how organizations opcratc in ordcr to predict fLIture outcomes will greater accuracy. HOwever, such

kno、vlcdgc is becoming incrcasingly organization― and situation―specific in o測針 to mcct hc demands of

reliabllity.IVIlilc his is also ncccss∬ y in Order to meet intemal validity dclllatlds,the degrcc of

gcncralizability of thc knowlcdgc obtaincd,and hencc its usefulness to practiioners engagcd in a broad rangc

of organizaions becomcs limitcd. Thus thc ilnportance of approaching each organization with a simllar dcgrcc of openness is matchcd by thc importancc of how relevant infomaion about organizations is

gattcred,Onece again,thc rolc of coIIIIaaunication is p∬ amountin determining he relaivc succcss Or fallurc

of ttat process.

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According to Bolmall and Dcal(1997):

Managers frequendy learll hat gcttillg ahcad is a matよ ガ of pcrsonЛ “credibility,"、vhich comes from

doing what is sociaHy alld pollically corcct.Dcinitions of pohtical corccmess reflect tacit forms of powcr dccply embedded in ottallizational pattc■ ls and structun(Frost,1986).Because gcttillg allcad alad making ttto he top dominatc hc attcnion of many managα s(Dalton,1959;Jack江 1,1988;Ritti alld Fuldlouscr,1982),both Organizations and individuals nccd to dcvclop constrLICtiVc and posiivc ways to

mastcr thc pohical game.The qucsion is not whctlKガ organizaions wiⅡ have pohics but ratllcr what

kind of pohtics hcy will haveo Will pontical cOntests bc cncrgizing or dcbihtating, hosilc or

consttucivc,dcvastating Or cnative?(p.174)

Thc tone of thc auttors in this passage suggests hat he rolc of poliics ill organizations is not FuWays

opcnly ackllo、 vledged or spokcn abOut.They go to lenghs to make the point that politics in organizaions is illcvitablc and ignoing hat fact is done tt he pttil of all tlaose who tte subicCt tO its inaucnce一 essentially

cvcryonc in he organizaion.Tllc dcpth to、 vhich politics comes into play in organizations can bc seen in this quote in a pubhcation on pcrfoコ malacc apprais江,rcvic、vcd by Sumlner and Scholtes(1999),

``..it would be raher naiivc to ttink of pcrfomancc appraisal as anything oher han a poliical proccss. Pating accurhely is not always hc goal of apprnscrs alad there tte many situaions whcrc providing inaccuratc apⅣ aisn data is sOund managcmcnt."(p.177)

理Vhat is pcrhaps cven more revealing,howcveris hc way that Summcr and Scholtes prefacc his quotc, describing it as“an cxtraomin“y adlllission"(p■ 77).TllCn is a suggcstion hcn that while hc nality of

politics in orgatlizations is not really ne、 vs to anyone,admittillg hat publicly,is.Howcver,as evidcnced by hc quotc froln BoLnan and Deal above, this is changing, No、v, it would appcar hat ackno、 vledging hc

enomous pohicalinユuencc on decision‐making in Organizations is becoming a growing ttcnd.

Accol・ding to Clemcnt(1992),礎 scarchcrs in orgallizational dcvelopmcnt up to hc latc 1970s tellded to ignOrc Organizaional pohtics■ l heir fomal research,even though he surlxliscs hat rcsttchcrs must havc

htt to confront issuesコclattd to pow∝ and pohics in he rcgular cottrsc of her work.clcmcnt is ablc to

show hat this is no longcr thc case― ―_{citing studies that show rcscttchers taking organizatiOnal politics into} considcration■1血eir studics and flndings ln somc cases hcrc ttc even suggcstions hat practition∝ s``bc capablc of both(1)playing ttc pohtics and power galllc whcn ncccsstty and(2)■ _{cogniZing whcn ohers in}

he orgalaization are doing so"(ClemCnt,p.9),CICmcnt docs not go as far as suggcsting hat consultants

should becomc political advocatcs or activists.Rathcr,hc suggcsts,by way of cxalnple hat:

hc consultant rnight“ mallipulate"hc dcsign of a sulvey to make surc itis collapaiblc、 vidh the situation wi仕 n which tte survcy 、vill bc uscd The rcsuling suArcy might not be exactly what management

ottginally intended,but cmployccs will respond openly to it.The ovcコ _{riding pOint hcrc is hat,over the} course of al1 0D effort,able consultants do nccd to deal willingly witt pollical issucs,Φ

つ

)

A key issuc related to po、 ver and pollics is cOnaict.Accol・ dillg to B01man and Dcal,taking a political pcrspcctivc on organizattOns means``that in he facc of endurmg differcnccs and scttcc rcsources,conflict is incvitable and powcr is a kcy resOucc Scarce rcsources forcc ttadc― _{offs Enduring diffcl・ences ensurc hat} ptttics will disagree on bOtt what and how to dccidc"(p,164)Wltile hc issue of conflict is not resttictcd to work― tealns,much of ttc research in hc area of conaict is rclated to tllc kinds of conflicts that takc placc thcrc,And hcorists havc not aコrivcd at a unanimous decislon on hc rclaive bcncfit or harlla that can rcsult fI・om intta―orgaltizational conflict(JChl,1995).h gcnerЛ ,hctt has bccn a swing a、_{vay fl・}om the vicw hatit

is hamful,towaHユ thc vic、v hat undcr certain circumstanccs,it can bc bcneficial.h his study ofintta‐ group

conftict, Jchn found mixed results that only some、 vhat suppolted this latter vicw. Indeed one of thc kcy andingSヽvas“that conftict is a complcx phcnomcnon that,in an organizationtt contcxt,can be intcttcrsonal

or task―focused,dcstructive or productive,and can be managcd,ignorcd,or barcly tolcrated"(p.269)

Pcrhaps anoh∝ rcason hat political issucs have bccn forced to tlle fore has to do witll somc of tte

pracical rcahtics that have accompanied such intervendons as teamwork.For cxample,Shennan,ct al,point

out that onc of thc difficulties of superwisors of ncwly crcatcd worktcallls has bccn dealing wida thc p∝ ceived

tlu・ett hat accOInpallics he incttased powcr hat teams oftcn obtain.Watson and Bossley(1995)wcn able tO

investigate such difficulties and found sOmc line supcⅣ isors having difficultics will hc dutics associated wih bccoming tcttn advisors and facintators raher hala cal■_{ying out their usutt duies of giving directives} and adlninistcring disciphnc.

Howevcr, it still seems llkely hat tllc issue of conユ ict is more appttcnt and opcn to bc studied in 、vorktcallts bccause of thc somcwhat cgal五al■an modcl ttat most tealIIs vc based on.Whcrc organizadons

renlaln pyralllidal, conmict is usua■y much more subde and playcd out tlu・ ough less Ovcrt pOLtictt ganlcs (Argyris,1997)often inv01ving ttctions alld coalitions as wcll(Sh∝mall ct al.)。And g cn hat decisions in

this situation s ll tend to bc made and ilnplementcd ill a top―do、vn覇/ay,Argyris contends hat they also tcnd

to bc less rational. Thus, while Clcmcnt may bc right in his obscrvadon that thc role of pohics in

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劉ca bcfore the real extent of its in■ uence is fully adにno、vledged and appreciatcd,

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Each one of these tlree hemes suggests that modcm organizations arc bccoming increasingly morc

difficult to study in ally kllad of piecemeal fashion,such as ttying to isolatc olcvallt v″ iおles,manipulatc

血cm and hen measure he outcomes. The very act of manlpulation alょ 剪s so many otllcr vttiables, 血at it

could bc ttgued htt itis not ttЛ ly possible to say that once he matlゃ ulatiOn is calricd out,thh itis hc samc

organization any more. And given he uniqueness of each organizaion, thc utility of such gencralizcd

knOヽ71Cdgc would appear to be rather lilnited as well.

Against hat background, he mehodological problems associatcd 、vith attcllapts to account for tllc political dilnension of organizations Te no longer enough to providc sufficicnt rationalc to ignorc tllis di=ncllsion.This is a direct result of he increasingly widespread recognition of how important he pol■ ical

dimcnsion is to understanding how ally given organizaion operates, On ttc basis of Putllaln et al.(1997) makilag he casc for thc mutual interdependencc ofthe shape of organizaions and hc flo、 v of communicaion

wi血 とl thenl,it could be reasonably argued that the willingness to tackle political issucs in organizaions has

cmerged along、vith thc communication and rcsettch tools that are adequate for hc task As ttaining and education in intcttcrsOnal colalpctcnce and communicaion has developed and begun to takc cffcct,the task of

taking on politictt issucs in organizations has bccome more realistic and manageablc Along with that,

rese∬ch tcclmiques hat ttc morc holistic and lcss invasive have ano、ved fOr conimm■ on of tllc cffccts of

innovaions in conlinunicadon alld intcrpCrsonal colmpelence.

Onc constant that cmcrgcs fronl a1l of his uncerthnty for organizations is he increasing nccd for improvillg commullication systcms alld colnpctclacy.For today's post―modem orgaltizttons,IInpro ng tlle

ユo、v of collllnunicaion Jュ organizaions can no longcr rcalisticttly be considered an option; it is a

fundamcntal ncccssity.It nccds to bc、 vidcsprcad and it nccds to bc intcgratcdo Without it,organizaions rnake tllemsc cs vuhcrablc in ways hat will almost ccrtaillly challcngc hcir long ttrln viabinty,if not hcir v∝ y

existcncc.

Rcccnt rcscttch strongly suggcsts hat hc rolc of cducation and raming in improving individu証 's

communication compctcncc and skllls has ncvcr bccn morc vital alld rclcvant than now.Thus a vicw that、 vas considcrcd radical whcn it was fと st posited by such pcoplc as Sa

th(1993)and Taylor(1995J tllat

COlllmuniCaing and organizing arc isomo￢ phic,that is,that communicating is organizing,and organizing is

COllllnunicating――will in all ■kclihood soon bccomc a ccntral tcnct of ttc ncld Of organizaional

COllllnunication.

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