RS0308 Business Communication CCCU Assignment_Assessment 2 - Individual Report

RS0308 Business Communication CCCU Assignment_Assessment 2 - Individual Report Assessment 2 - Individual Report Introduction..3 Discussing some general theories of organisational communication.4 W eber’s Classic Organizational Theory of Fixed Structures.4 Tompkins and Cheney’s Organizational Control Theory4 Deetz’s Managerialism Theory.5 Evaluating the barriers discouraging students from studying abroad.6 Outlining the strategies My university has implemented to overcome these barriers8 Taking part in HostUK..8 Checking out Friends International Accessibility8 The International Partnerships and Development team of the University..8 Language Assistance..8 Conclusion9 References..10 Introduction Over the course of the last several decades, corporate communication has developed into a comprehensive and in-depth academic field. The rise of big business and the managerial approach to running a company has coincided with the rise of management theorists who seek to describe what, how, and why communications are related to organizations. Management theorists attempt to do this by analysing the relationships between organizations and their environments. As a direct consequence of this, a great number of people who are now employed in the area of management have contributed their ideas to the theory of management (Sass, 2020). In this assignment along with organisational communication theories, university students’ barriers for study abroad as well the strategies of university to deal with these issues are discussed Discussing some general theories of organisational communication Weber’s Classic Organizational Theory of Fixed Structures In the discipline of organizational studies, Max Weber, a management theorist who is known all over the world, was an early pioneer and inventor (Sass, 2020). He is the first person to make an attempt to characterize the structure of an organization and offer context for the communication activities that take place inside an organization, and he does this via his theory of bureaucratic organizations. The Weberian hypothesis maintains that owing to the clear demarcation and structuring of organizational lines of communication, the tight division of labour is the primary factor in the success of an organization (Sass, 2020). As a consequence of this, organizations have rigid structures that resemble machines, in which each member contributes by way of clearly defined functions and responsibilities. This ensures that there is no room for misunderstanding in the signals that are communicated from the highest levels of the organization (the idea is fundamentally a top down one). The Weberian approach inherently places an emphasis on merit, and the way in which organizations operate is through delegating responsibilities in line with pre-set standards of seniority and competency (Sass, 2020). Tompkins and Cheney’s Organizational Control Theory Tompkins and Cheney's concept of organizational control is an extension of Weberian theory that is effective for organizations that have progressed beyond the bureaucratic mode but have not yet become entirely amorphous (McPhee and Zaug, 2019). This kind of organization may benefit from the notion. This theory proposes that the means through which organizations exercise their own power may be classified into one of four categories: straightforward, technical, bureaucratic, or coordinated (Olejniczak and Yasuyuki, 2014). The fourth kind of control is achieved when an organization progresses from having a very basic structure to having a very bureaucratic structure, then moving on to having an extremely technical structure, and finally moving on to having a structure in which every employee clearly understands his or her role and how it contributes to the larger whole (Olejniczak and Yasuyuki, 2014). Tompkins and Cheney argue for a model of control and communication inside organizations that is distinct from both Weber's initial vision and postmodernist criticisms. They propose this model as an alternative to both of these approaches (McPhee and Zaug, 2019).