Communicating in Organizations: A Casebook / Edition 2by Gary L. Peterson
Pub. Date: 09/15/1999
This book is a collection of 23 case studies that provide students with realistic situations for analysis and discussion of organizational communication principles. It contains classroom-tested cases from a variety of contributors who provide slices of organizational life in narrative form. This casebook is useful for teaching conceptual material/b>/b>
This book is a collection of 23 case studies that provide students with realistic situations for analysis and discussion of organizational communication principles. It contains classroom-tested cases from a variety of contributors who provide slices of organizational life in narrative form. This casebook is useful for teaching conceptual material in the first part of the semester while emphasizing the application of principles in the latter half, or for teaching using application exercises throughout the duration of the course. For readers interested in organizational communication principles.
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Table of Contents
Introduction: Student Use of the Case Method.
I.UNDERSTANDING THE ORGANIZATION: STRUCTURE, CULTURE, AND CLIMATE.
1.Case 1: Part A: Paul Andrews, Inside Microsoft; Part B: Gary L. Peterson, Microsoft Revisited.
2.Case 2: Scott Hammond, Satellite Systems.
3.Case 3: Gretchen Rauschenberg, Scribe & Send.
4.Case 4: Part A: Gary L. Peterson, Mountain City Schools; Part B: Several Years Later.
II.MANAGING INFORMATION FLOW.
5.Case 5: Jillian Pierson and Deborah Jaeger, Charles Corporation.
6.Case 6: Scott Hammond, KCCB's Missing Masterpiece.
III.UNDERSTANDING INTERPERSONAL ROLES AND RELATIONSHIPS.
7.Case 7: Nina Gregg, When Cultures Collide: Staff Participation in Hiring an Executive.
8.Case 8: Beverly Burke and R. Jeffrey Ringer, Changes at Metropolitan Hospital.
9.Case 9: Gary L. Peterson, Outerwear, Ltd.
IV.RECOGNIZING LEADERSHIP AND MANAGEMENT STYLES.
10.Case 10: Scott Hammond and Robyn Fearon, The Globalization of Technomed.
11.Case 11: Tim Singleton, Martha H. Merritt, and David E. Morris, Sr., Life Is: Debits, Credits, Tick Marks, and Taxes.
V.BUILDING GROUP AND TEAM EFFECTIVENESS.
12.Case 12: Roger D. Vincent, A Bearing Joint Venture.
13.Case 13: Scott Hammond, Star Wars, Inc.
14.Case 14: Regina Locklear, QC Comes to County Road Shop 5.
VI.MANAGING DIFFERENCES AND DIVERSITY.
15.Case 15: Michael F. Welsh, Township Gossip.
16.Case 16: Tom McNutt, Intercultural Problems at Toyo True.
17.Case 17: Stewart L. Tubbs, San Francisco Bank.
18.Case 18: Thomas E. Schillar, Hearthstone Homes.
19.Case 19: Barbara Mae Gayle and Elayne Shapiro, New Russian School: Communicating in a Changing Organizational Environment.
20.Case 20: Diana W. Kincaid, Gerald D. Hamsmith, and Thomas D. Cavenagh, A Friend in Need and the Explosive Boss.
VII.MANAGING COMMUNICATION CRISES.
21.Case 21: Anthony D. McGill Matthew W. Seeger and, Ethical Issues in Exxon's Response to the Valdez Crisis.
22.Case 22: Sally J. Ray, Crisis Response: Trans World Airlines and the Crash of TWA Flight 800.
23.Case 23: Robert R. Ulmer and Matthew W. Seeger, Communication Ethics and the Malden Mills Disaster.
Appendix: About the Authors.
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