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The Meaning-Centered

Approach to Organizational
A Comprehensive Report by the Development Communication
Dela Cruz, Glydell
Diuyan, Maidy
Forto, Tresha Anne
Huilar, Eliza
Jiyara, Christine
Malabad, Chelsee Gwen
Malazarte, Louise Lourfe
Mendoza, Jan Mayen
Millares, Jude Louis

January 2016

COMMUNICATION AS DECISION-MAKING A. resulting in the multiple and diverse meanings and interpretations. . This is the part of the organizing process necessary for directing behaviors and resources toward organizational goals. influence.I. Organizing is the process of bringing order out of chaos with organizations as the products of the organizing process. decision-making. II. Ongoing interaction among human activities continually create and shape events in the organization. Decision-making is the process of choosing from among numerous alternatives. Information exchanges B. D. Human reactions enact organizational environments through the following: A. Defining the Meaning-Centered approach By definition. Organizational rules are the relatively stable procedures or known processes that guide organizational behavior. The active creation of meanings E. organizational communication is described as the process for generating shared realities that become organizing. C. COMMUNICATION AS ORGANIZING A. The above definition implies that the MCA is a lens or perspective that can be used by a communicator in order to analyze how the presence of human interaction inside an organization leads to formation of an organizational reality. This is described almost as synonymous with the communication process. Organizational communication through the eyes of the MCA Through this lens. and culture. B. B. the Meaning-Centered approach (MCA) is a way of understanding organizational communication through discovering how organizational reality is generated or formed through human interaction. A. The creation or enactment of organizational environments differs among individuals.

shared realities become culture. This culture reflects the shared realities and practices in the organization and how they create and shape organizational events. B. and power. COMMUNICATION AS INFLUENCE A. culture is a unique sense of the place that organizations make through ways of communicating about the organization. alongside with its organizing. . This is usually associated with the belief that individual and organizational goals are compatible. socialization. artifacts. The MCA lens views influence as a necessary process for creating and changing organizational events. B. there is no such thing as an organization — there is only the ongoing interaction among human activities. Every ongoing human interaction is communication — in one form or another. C. The key assumptions of the MCA 1. and texts being used among organizational members. D. values. IDENTITY — Relatively stable characteristics. IDENTIFICATION A. This is frequently seen in organizational identification. and more that make up the self. and influence processes. III. routine practices. decision-making. preferences. CULTURE A. attitudes. IDENTIFICATION — Dynamic social process by which identities are constructed. Lastly. decisional premises. communication rules. This assumption supports Karl Weick’s belief in 1979 that organizations do not exist but rather are in the process of existing through ongoing human interaction. B. One can describe the culture of a certain organization by describing how it does things and how it talks about how it does things. This includes perceptions of a sense of belonging. Influence is the organizational and individual attempts to persuade.C. including core beliefs. Culture/uniqueness is generated through the words. actions. E. Therefore.

5. socialization. Where there is no human interaction. Organizing and decision-making are essentially communication phenomena. 7. Structures and technologies arise from the information to which individuals react. This means that the shared realities present in an organization are based on how the members look at the activities that happen within the organization. Identification. and general prescriptions about appropriate and acceptable communication behaviors in particular situations (communication rules) all describe the dynamics of an organization. Organizational cultures and subcultures reflect the shared realities in the organization and how these realities create and shape organizational events. Organizing. Culture is a unique sense of the place that organizations make through ways of communicating about the organization. 3. Organizations exist because of human interaction. and values (socialization). communication rules. 4. . attempts to help member learn organizational behaviors. Shared organizational realities reflect the collective interpretations by the organizational members of all organizational activities. This only means that organizations do not exist outside of human interaction. This culture reflects the shared realities and practices in the organization and how they create and shape organizational events. there is no organization.2. and influence processes describe the cultures of organizations by describing how organizations do things and how they talk about how they do things. norms. and power are communication processes that reflect how organizational influence occurs. The members’ sense of belonging (identification). decision-making. 6.

A communication climate is the combination of all the collective beliefs.8. . expectations. and values regarding communication that are generated/made as organizational members continually evaluate their interactions with others. evaluative reaction of the members to the organization’s communication events or their reaction to organizational culture. Communication climate is the subjective.