CMGT500 – Managing Communication Professor: Kimberlie Stephens
Email: kimberliestephens@yahoo.com
Course description
Communication is involved in all facets of management and organization.
Survey after survey of manager’s points to the same concern: Most managerial
problems can be traced to problems in communication. Sociologist William
Whyte observed that the key to control in organizations is to control the
communication process itself.
A central theme of this course is that communication systems serve as control
infrastructures, and that communication networks are control technologies.
Control through communication involves managing people, processes,
technologies and structures. Each of these systems are part of the overarching
process of organizational design and need to be considered collectively when
working to achieve strategic organizational goals. The course is presented in the
context of an organizational design framework. The material is organized to
address each of the organizational design components in turn.
Introduction
 Early Theory
 Organizational Design
Structure
 Organizational Structures
 Organizational Partnerships
Strategy
 Strategic Communication
 Corporate Social Responsibility/Investor Relations
People
 Intra-Organizational Networks
 Teams
 Organizational Culture
Rewards
 Rewards and Motivations
Processes
 Organizational Change
1 CMGT500 – Managing Communication Learning objectives
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Research and explain specific examples of central theories in
organizational communication.
Summarize within class discussion the central theories in organizational
communication discipline based on a given organization’s parameters:
o Systems theory
o Institutional theory
o Network theory:
 Theory of structural holes
 Embedness theory
o Transactive method theory
o STAR model of organization design
Compare and contrast the relevance and limitations of organizational
theories in different organizational contexts in a written and verbal format.
Conduct reviews of academic literature to evaluate the merits of a range
of organizational communication and design challenges, and synthesize
these findings into a report and oral presentation.
Analyze organizational case material to identify problems and challenges
the organization may face and verbally propose and defend potential
solutions within a debate.
Examine the strengths and weakness of online collaborative technologies
such as discussion boards, video conferencing, blogging, and other
communicative tools and their impact on organizational communication.
Design and implement collaborative presentations using various
emergent technologies.
Verbally present and defend collaborative analysis using emergent
communication technologies.
Textbooks and materials
Overview of course materials
There is no required textbook. Instead, we will rely on several different sources
for readings.
1. Harvard materials online:
a. Regular readings and cases. All of the readings from Harvard
Business School Press are available for purchase at special
academic prices at HBS Online. These are marked [HBS] on the
topic schedule. You will go to the class site at Harvard online and
purchase and download readings. The link and detailed
instructions required to register is available on Moodle.
b. Harvard multimedia case on DVD. After you purchase it online at
Harvard, the multimedia case Columbia’s Final Mission on DVD
will be mailed to you directly, after you give your address when
you check out at HBS Online. You will need a password to access
2 CMGT500 – Managing Communication the material on the multimedia case DVD. You will be given the
password in class.
2. The remaining readings are available free of charge via USC library’s
electronic resources. You can also access them through the USC
Moodle.
NOTE: Please see the full reading list at the end of this syllabus.
3. Individuals will complete discrete assignments and groups will complete
their summative group projects using VoiceThread, which is a required
purchase for this course. VoiceThread is a powerful presentational tool
that facilitates substantive, asynchronous interaction. Links are provided
in the online course for you to learn more about and purchase
VoiceThread.
Sessions and days of the week
The course is divided into six two week modules. Due dates for assignments and
discussions are stated in day numbers. Day 1 is Monday, the first day of the
beginning of each weekly session.
MODULE
Week One
Week Two
Day 1
Monday
Day 2
Tuesday
Day 3
Wednesday
Day 4
Thursday
Day 5
Friday
Day 6
Saturday
Day 7
Sunday
Day 1
Monday
3 CMGT500 – Managing Communication Day 2
Tuesday
Day 3
Wednesday
Day 4
Thursday
Day 5
Friday
Day 6
Saturday
Day 7
Sunday
Assignments are due no later than 11:55 p.m. in the Pacific time zone (clock
shown on the front page), on the day that is stated in the assignments section.
Grading policy
Component
1. Midterm Project
2. Team Project
3. Application Assignments
4. Seminar Participation
Total Percentage
Percentage of Final
Grade
15
30
25
30
100
1. Midterm Project
You are asked to write a practical article on a theory that is related to the content
we discuss in this class. The article will be short, accessible and should draw on
primary sources. The audience for the article is the practitioner. In other words,
how would this theory be relevant to someone working in an organization?
You will also present your work to the class in the form of a short professional
brief. A list of theories will be provided, but additional relevant theories not on the
list will also be considered on a case-by-case basis.
The Midterm Project will be graded according to the following criteria:
4 CMGT500 – Managing Communication 
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Criteria
Student submits accurate, thought-provoking article grounded in
specific theoretical framework(s) discussed in class.
Fastidiously examines all pertinent aspects of a given theory and
its concomitant body of research with a singular, clear purpose.
Formulates innovative, sound conclusions bolstered by empirical
evidence.
Optimally structures and organizes content.
Accurately cites all source material in accordance with APA style
standards.
Points
90-100
Student submits accurate, interesting article grounded in specific
theoretical framework(s) discussed in class.
Examines most pertinent aspects of a given theory and its
concomitant body of research with a clear purpose.
Formulates sound conclusions bolstered by empirical evidence.
Effectively structures and organizes content.
Accurately cites all source material in accordance with APA style
standards.
80-89.9
Student submits article grounded in specific theoretical
framework(s) discussed in class.
Examines some relevant aspects of a given theory and its
concomitant body of research with a clear purpose.
Formulates clear conclusions—most of which are bolstered by
empirical evidence.
Adequately structures and organizes content.
Accurately cites most source material in accordance with APA
style standards.
70-79.9
Student submits superficial article grounded in specific
theoretical framework(s) discussed in class.
Examines some aspects of a given theory and its concomitant
body of research with a vague purpose.
Formulates conclusions—some of which are bolstered by
empirical evidence.
Ineffectively structures and organizes content such that readers
will likely have a hard time tracking the flow of ideas
Cites some source material in accordance with APA style
standards.
60-69.9
Student submits incomplete article with no clear connection to
specific theoretical framework(s) discussed in class.
Examines few irrelevant aspects of a given theory and its
concomitant body of research with a no clear purpose.
Formulates vague conclusions—none of which are bolstered by
empirical evidence.
Ineffectively structures and organizes content such that readers
will have a hard time tracking the flow of ideas
Omits or incorrectly cites source material.
59.9 points or
lower
5 CMGT500 – Managing Communication 2. Final Project
Each class member will recruit and select 3 or 4 other class members to work on
an organizational case study. Your self-organized team will work to select an
organization, gain access to the organization and conduct extensive research
(inside the organization and in academic and popular press) an organizational
area of interest to the whole team.
The final project will be graded based on the following:
1. Project plan with literature review (due week 6)
2. Final product and presentation
3. Group peer evaluations
The final project will be graded according to the following criteria:
Criteria
Points
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Group produces sound, thought-provoking analysis grounded in
a singular organizational area of interest.
Fastidiously examines all pertinent aspects of a given
organization with a singular, clear purpose.
Formulates innovative, valid conclusions grounded in sound
empirical evidence.
Effectively delivers engaging, informative multimedia
presentation on research findings.
Optimally structures and organizes content in written product
and presentation.
Accurately cites all source material in accordance with APA style
standards.
Meets all posted deadlines for project deliverables.
Completes group peer evaluations.
90-100
Group produces sound, interesting analysis grounded in a
singular organizational area of interest.
Examines all pertinent aspects of a given organization with a
singular, clear purpose.
Formulates innovative conclusions grounded in sound empirical
evidence.
Delivers engaging, informative multimedia presentation on
research findings.
Effectively structures and organizes content in the written
product and the multimedia presentation.
Accurately cites all source material in accordance with APA style
standards.
Meets all posted deadlines for project deliverables.
Completes group peer evaluations.
80-89.9
Group produces interesting analysis grounded in a singular
organizational area of interest.
Examines some pertinent aspects of a given organization with a
singular, clear purpose.
Formulates interesting conclusions grounded in sound empirical
evidence.
70-79.9
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Delivers informative multimedia presentation on research
findings.
Adequately structures and organizes content in the written
product and the multimedia presentation.
Accurately cites most source material in accordance with APA
style standards with few style errors.
Meets all posted deadlines for project deliverables.
Completes group peer evaluations.
Group produces superficial analysis grounded in an unclear (or
multiple) organizational area(s) of interest.
Examines few pertinent aspects of a given organization with a
nebulous purpose.
Formulates conclusions—some of which are grounded in
empirical evidence.
Delivers ineffective multimedia presentation on research
findings.
Inadequately structures and organizes content in the written
product and the multimedia presentation.
Inaccurately cites—or omits citations of—source material.
Meets most posted deadlines for project deliverables.
Fails to complete group peer evaluations.
60-69.9
Group produces superficial, unfocused analysis grounded in an
unclear (or multiple) organizational area(s) of interest.
Examines no pertinent aspects of a given organization.
Formulates untenable conclusions—none of which is grounded
in empirical evidence.
Delivers ineffective multimedia presentation on research
findings.
Inadequately structures and organizes content in the written
product and the multimedia presentation.
Inaccurately cites—or omits citations of—source material.
Meets few to no posted deadlines for project deliverables.
Fails to complete group peer evaluations.
59.9 points or
lower
3. Application Assignments
The ideas that we discuss in this class are central in organizations today. In this
way, everything you read in this class has very real applications. As a way of
engaging the course readings each week, you will be required to complete an
application assignment. These are not meant to be an extra burden, but are a
way for you to assess what you have read and to help you be aware of the
relevance of the topics we cover in class to living organizations. After reading
the week’s assignments, you will need to find an example that you think
demonstrates the ideas about which you’ve read. Your example could take one
of three general forms:
1. Academic article: Locate, read and summarize an academic article that
presents a related theory, case example, etc. Draw connections between
the ideas in the article and those you read for class.
7 CMGT500 – Managing Communication 2. Interview: Talk to someone in an organization about what you read in
class. Ask them whether their experiences are consistent with the ideas
presented in the readings, how the ideas might be useful in their work,
etc.
3. Popular press/personal example: Read the newspaper, Business Week,
Inc. or think through your own experiences and find a story that relates to
the week’s readings.
You will need to complete at least three of each type of assignment over the
course of the semester and submit a total of 10 assignments (you can choose
one week as a freebie).You are responsible for tracking how many of which type
of assignment you have submitted.
Application assignments will be graded according to the following criteria:
Component
Thoroughness,
Clarity, &
Integration
Writing
Mechanics,
Structure, and
Organization
Exemplary
Proficient
Partially
Proficient
70-79 points
Incomplete
90-100 points
80-89 points
Student presented
a coherent and
thorough effort
with effective
attention paid to
integrating the
course materials
with outside
sources in
response to the
issue(s)
addressed.
In general, student
presented a fairly
coherent and
thorough effort
with sufficient
attention paid to
integrating the
course materials
with outside
sources in
response to the
issue(s)
addressed.
Student made a
less than adequate
effort in integrating
the course
materials with
outside sources in
response to the
issue(s) addressed
OR Student spent
a bit too much time
summarizing the
literature rather
than integrating it
with the outside
sources or vice
versa.
Too much
summary of
either course
materials or
outside sources
was presented.
Little integration
noted.
Writing mechanics:
No grammar,
punctuation, or
sentence structure
errors observed.
Proper APA
citation
demonstrated.
Writing mechanics:
Minor grammar,
punctuation, or
sentence structure
errors observed (2
or 3 errors). Proper
APA citation
demonstrated.
Structure and
Organization:
Ideas were clear,
well devised, and
had solid structure
so that
readers/viewers
could readily follow
Structure and
Organization:
Content was fairly
well organized, did
not jump all over
the place, and
flowed in a
reasonable
Writing mechanics:
Grammar,
punctuation, and
sentence structure
errors distract from
the presentation of
the project (4-6
errors). Proper
APA citation
demonstrated.
Writing
mechanics:
Many grammar,
punctuation, and
sentence
structure errors
are observed (7
or more). Proper
APA citation not
demonstrated.
Structure and
Organization:
Content was
mediocre in
organization. Ideas
were not as clear
Structure and
Organization:
Content was not
well organized,
jumped all over
the place, and
60-69 points
8 CMGT500 – Managing Communication Outside
Sources
along and
understand the
content.
manner. Ideas
were fairly clear,
demonstrated
forethought, and
were structured in
a manner that
readers/viewers
could more or less
readily follow along
and understand
the content.
as they could have
been, were
average in
development, and
had mediocre
structure such that
readers/viewers
might have trouble
following along and
understanding the
content.
flowed poorly.
Ideas were
unclear, not well
devised, and had
poor structure so
that
readers/viewers
could not readily
follow along and
understand the
content.
Exceptional
selection of
outside sources.
They really made
good sense in
relation to the
materials assigned
for the week and a
concise summary
was presented.
Links to the
sources (if
available) were
provided.
Adequate selection
of the outside
sources. For the
most part, they
related to the
materials assigned
for the week and a
concise summary
was presented.
Links to the
sources (if
available) were
provided.
Selection of the
outside sources
was a stretch as to
fit with the week’s
materials. The
summary was
either too long or
too brief. Links to
the sources (if
available) were not
provided.
The selection of
outside sources
did not bear any
relevance to the
week’s materials.
The summary
was too long or
too brief or did
not appear at all.
Links to the
sources (if
available) were
not provided.
Your instructor may request that you present your application assignment during
the weekly sync session. This is an opportunity for you to engage the material
and be creative; it will also make our sync sessions more interesting, so please
take advantage.
4. Participation
Class discussion is a critical part of the effectiveness of this course. This is a
seminar course, where we collectively grapple with issues and challenges to
communication management today. Each individual is expected to be actively
involved in class discussion in every module. The primary assessment will be the
quality of those contributions to the group effort.
Good contributions are:
o thoughtful
o analytical
o constructive to the group effort
o topically relevant
o linked to the readings assigned for that day
Poor contributions:
o simply restate what someone else has already said
o take the discussion on a tangent
9 CMGT500 – Managing Communication o
o
o
refer to issues we have already left behind as the discussion
moves forward
do not respect the other participants
show that the individual has not done the assigned readings
Your grade will be based on overall contributions throughout the semester
based on the instructor’s judgment of overall frequency and quality. If you
do not attend the Live Sessions and do not contribute beneficially to the
discussion, don’t expect a high participation grade. If you want to know how you
are doing on class participation, don’t hesitate to ask your instructor.
CRITERION
Relevance
Insight
Support
Number of
Responses
Substance of
Responses
EXEMPLARY
90-100
SATISFACTORY
70-89.9
INITIAL POSTING
The posting directly
The posting addresses
address key issues,
key issues, questions,
questions, or
or problems related to
problems related to
the text and the
the text and the
discussion activity, but
discussion activity.
in some cases only
The posting applies
indirectly or obliquely.
course concepts
It does not always
well, connecting
apply course concepts
them to actual
fully.
activity.
The posting offers
The posting does offer
original or thoughtful some insight, analysis,
insight, analysis, or
or observation to the
observation that
topic but may not
demonstrates a
demonstrate a full
strong grasps of
understanding or
concepts and ideas
knowledge of
pertaining to the
concepts and ideas
discussion topic.
pertaining to the
discussion topic.
The posting supports
all claims and
opinions with either
rational argument or
evidence.
The posting generally
supports claims and
opinions with evidence
or argument, but may
leave some gaps
where unsupported
opinions still appear.
RESPONSES
The responses
The responses fulfill
exceed the
the minimum required
requirement for the
number for the
discussion activity.
discussion activity
The responses offer
The responses
either an extension
generally offer some
or elaboration on the insight by either
original posting or a
extending the point of
clearly alternate
the original post or
point of view that
offering an alternate
UNACCEPTABLE
0-69.9
The posting does not
directly address the
question or problem
posed by the
discussion activity.
The posting does not
offer any significant
insight, analysis, or
observation related to
the topic. No
knowledge or
understanding is
demonstrated
regarding concepts
and ideas pertaining to
the discussion topic.
The posting does not
support its claims with
either evidence or
argument. The posting
contains largely
unsupported opinion
The responses do not
meet the number
required for the
discussion activity.
The responses do not
offer any new insight
by either extending the
position of the original
post or providing an
alternate point of view.
10 CMGT500 – Managing Communication fosters further
thinking, reflection,
or response on the
discussion topic.
point of view, but they
may not encourage
further thought or
reflection on the
discussion topic as
much as they possibly
could.
Grading Range
Grade Range
A
93.0% or
higher
A90.0%-92.9%
B+
87.0%-89.9%
B
83.0%-86.9%
B80.0%-82.9%
C+
77.0%-79.9%
C
73.0%-76.9%
C70.0%-72.9%
D
60.0%-69.9%
F
59.9% or lower
LiveClass sessions
Live Sessions are an essential component of this course. The goal of each live
session is two-fold:
1. Provide a synchronous forum in which to present each group's work from
the previous week of the course.
2. Enable students and faculty to enter into extemporaneous inquiry
regarding pertinent course topics.
At least one member of each group will be responsible for representing the group
at each week's live session. There are two exceptions to this rule:
1. First, in Week 10, we will be conducting a reenactment of a meeting that
took place on Flight Day 8 of Columbia's Final Mission. For this live
session, at least two members from each group must attend.
2. In addition, Week 12 Live Session 2 is mandatory for all students to
attend. This is the final live session of the course, and groups will be
presenting and moderating class-wide discussions on their final projects.
11 CMGT500 – Managing Communication o
In order to accommodate the Thanksgiving holiday, Week 12 Live
Session 2 will be held on Monday, November 28th, 2011. Please
check the Course Overview page for the specific time.
NOTE: Any student who knows at this juncture that he or she will be unable to
attend the final live session must contact the instructor immediately.
Academic integrity policy
The Annenberg School for Communication is committed to upholding the
University's Academic Integrity code as detailed in the SCampus Guide. It is the
policy of the School of Communication to report all violations of the code. Any
serious violation or pattern of violations of the Academic Integrity Code will result
in the student's expulsion from the Communication major or minor.
It is particularly important that you are aware of and avoid plagiarism, cheating on
exams, fabricating data for a project, submitting a paper to more than one
professor, or submitting a paper authored by anyone other than yourself. If you
have doubts about any of these practices, confer with a faculty member.
Resources on academic honesty can be found on the Student Judicial Affairs
Web site ( http://www.usc.edu/student-affairs/SJACS ):
1. "Guide to Avoiding Plagiarism" addresses issues of paraphrasing,
quotations and citations in written assignments, drawing heavily upon
materials used in the university's Writing Program;
2. "Understanding and Avoiding Academic Dishonesty" addresses more
general issues of academic integrity, including guidelines for adhering to
standards concerning examinations and unauthorized collaboration.
The “SCampus" ( http://www.usc.edu/scampus ) contains the university's Student
Conduct Code and other student-related policies.
Disabilities policy
Any student requesting academic accommodations based on a disability is
required to register with Disability Services and Programs (DSP) each semester.
A letter of verification for approved accommodations can be obtained from DSP.
Please be sure the letter is delivered to your instructor as early in the semester
as possible. The phone number for DSP is (213) 740-0776.
http://sait.usc.edu/academicsupport/centerprograms/dsp/home_index.html
12 CMGT500 – Managing Communication Library access
As a USC student, you have access to all the library resources and the
Annenberg Librarian, Chimene Tucker (cetucker@usc.edu), is available to assist
you with any inquiry you may have.
http://www.usc.edu/libraries/services/remote_user_services/
Lead Instructor information
Dr. Stephens strives to work at the intersection of research
and practice. A student of organizations, she works as an
instructor, facilitator and researcher to bridge academia and
industry, allowing each to inform and motivate the other. As
an instructor in the Communication Management Masters
Program, Dr. Stephens aims to help students understand
both the power and limitations of theory-in-practice by
requiring them to apply course concepts in corporate, public
and non-profit contexts.
Dr. Stephens’ main areas of research are strategic communication,
organizational design and interorganizational relationships. Her work aims to
increase our understanding of how organizations achieve their strategic goals in
the midst of highly interdependent, complex and fast-paced communication
environments. She has worked in different capacities with organizations such as
the United States Navy, Anna’s Linens, Fox Sports, Nickelodeon and Sony
Pictures Entertainment.
Dr. Stephens received her doctorate in organizational communication from the
Annenberg School for Communication & Journalism at the University of Southern
California. Prior to returning to graduate school she received her B.A. in
Communication and worked at Promedica International CME, a continuing
medical education provider.
Hardware and software requirements
Minimum hardware requirements for PC users
Operating
System:
Windows XP or higher required.
RAM:
1 GB of RAM required (higher is recommended).
Free Disk
Space:
4 GB available hard-drive space.
Connection:
Internet service provider (ISP); broadband connection
13 CMGT500 – Managing Communication recommended
Sound card and speakers or headphones for listening to
audio components.
Audio & Video
Webcam (if you have a laptop, a built-in camera will suffice
unless otherwise specified for the course).
Monitor
Monitor resolution of 1024 x 768 or higher.
Browser:
Internet Explorer 8.0 and/or Firefox 3.5 or higher browser(s).
The browser should be set to accept cookies, allow
javascript and java, and to show the newest version of a
page. Pop-up blockers should be disabled for Moodle.
Also
Recommended:
CD/DVD-ROM drive.
Minimum hardware requirements for Mac Users
Operating
System:
Mac OS X Version 10.4 or higher.
RAM:
1 GB of RAM required (higher is recommended).
Free Disk Space:
4 GB available hard-drive space.
Connection:
Internet service provider (ISP); broadband connection
recommended
Sound card and speakers or headphones for listening to
audio components.
Audio & Video
Webcam (if you have a laptop, a built-in camera will suffice
unless otherwise specified for the course).
Monitor
Monitor resolution of 1024 x 768 or higher.
Browser:
Firefox 3.5 or higher browser. The browser should be set to
accept cookies, allow javascript and java, and to show the
newest version of a page. Pop-up blockers should be
disabled for Moodle.
Also
Recommended:
CD/DVD-ROM drive.
Software
14 CMGT500 – Managing Communication Recommended: Microsoft Office 2003 (or Mac 2004) or higher (to include Word,
Excel, and PowerPoint), Virus protection software, Adobe Reader.
Plug-ins
It is essential that you have the latest plug-ins, particularly Java, in order to
access all the multimedia within the course.
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PC: Windows Media Player, QuickTime, Flash, Shockwave, Adobe
Reader, and Java.
Mac: Flip4Mac(to access Windows Media files), QuickTime, Flash,
Shockwave, Adobe Reader, and Java.
Check your System Compatibility
To verify that you have the appropriate hardware and software, please log in to
the course to launch the Browser Test Page.
Technical support
Assistance to resolve technical problems is available 24 hours a day, every day
of the year. This service is provided by Embanet-Compass Knowledge Group,
and it is restricted primarily to problems associated with the functionality of the
course delivery platform.
Contact Embanet-Compass Knowledge Group's Help Desk staff for assistance to
resolve problems you believe are not associated with the computer hardware and
software you have purchased from a vendor.
Examples of problems that fall within this category are:


Unable to view multimedia files.
Unable to view responses to comments you have posted in the
Discussion area.
If you are not sure whether the problem is due to your computer system, contact
Embanet-Compass Knowledge Group's Help Desk for guidance; otherwise,
contact the vendor.
To talk to a live technical support agent, please call the following number:
Toll-free
877-646-1885
Support
Center
http://supportcenter.embanet.com/usc
15 CMGT500 – Managing Communication Reading list
Week 1: Early Theory
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Wren:
o Chapter 7, The Advent of Scientific Management, pp. 121-155.
o Chapter 10, The Emergence of the Management Process and
Organization Theory, pp. 212-234.
Morgan, G. (1998). The Promise of Images of Organization. Images of
Organization: The Executive Edition, pp. 1-10.
Week 2: Organizational Design
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Worley, C. & Lawler, E. (2006) Designing Organizations that are Built
for Change, MIT Sloan Management Review, 48(1), pp. 18-23.
Lorsch, W. (1975) Note on Organizational Design. Harvard
Educational Review, pp. 1-21. (full article)
Galbraith., J.R.. (2002)Designing Organizations, pp. 1-8. (Chapter 1)
Galbraith., J.R.. (2011) The Star Model, pp. 1-6. (full article)
Galbraith, J.R. (2002)Designing Organizations, pp. 73-90. (Chapter 6)
Morgan, G. (1998) Images of Organizations: Executive Edition, pp.
35-68. (Chapter 3)
Gladwell, M. (2006) Million Dollar Murray, The New Yorker, pp. 1-11.
(full article)
Week 3: Organizational Structure
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Nohria, N. (1995). "Note on Organizational Structure" Harvard
Business School.
Applegate, L (1995). "Managing in an Information Age." Harvard
Business School.
Gould,M. & Campbell, A. (2002) "Do You Have a Well Designed
Organization" Harvard Business Review.
Daft, R. (2007) Fundamentals of organizational structure from
Organization Theory and Design (9th ed.), pp. 88-125. (Chapter 3)
Week 4: Organizational Partnerships

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
Gomes-Casseres, (1993). "Managing International Alliances: A
Conceptual Framework." Harvard Business School. pp. 1-20. (Full
Article)
Bose, I. (2012). "Wal-Mart and Bharti: Transforming Retail in
India." Asia Case Research Centre. pp. 1-18. (Full Article)
Barney & Hansen, (1994). "Trustworthiness as a Source of
Competitive Advantage." Strategic Management Journal, Vol. 15, pp.
175-190.
Kanter, R. (2010). "Collaborative Advantage: The Art of
Alliances."Harvard Business Review. pp. 1-16. (Full Article)
16 CMGT500 – Managing Communication 
Gulati, R. (1998) "Alliances and Networks" Strategic Management
Journal, Vol. 19, pp. 293-317.
Week 5: Strategic Communication
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Argenti, P., Howell, R., Beck, K. (2005) The Strategic Communication
Imperative, MIT Sloan Management Review, 46 #3, pp. 83-89. (full
article)
Bonini, S. M. J., Mendonca, L., and Oppenheim, J. (2006) When
Social Issues Become Strategic, The McKinsey Quarterly, 2, pp. 1931. (full article)
Goodall, B., Terthewey, A., and McDonald, K. (2006) Strategic
Ambiguity, Communication and Public Diplomacy in an Uncertain
World: Principles and Practices, Consortium for Strategic
Communication, pp. 1-14. (full article)
Eisenberg, E. (1984) Ambiguity As Strategy In Organizational
Communication, Communication Monographs, 51, pp.227-242. (full
article)
Week 6: Corporate Social Responsibility/Investor Relations
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Allen, C. (2002) Building Mountains in a Flat Landscape: Investor
Relations in the post-Enron Era, Corporate Communications: An
International Journal, Volume 7 (2), pp. 206-211. (full article)
Merrill Lynch. (2000). How To Read A Financial Report. Merrill Lynch,
Pierce, Fenner & Smith Incorporated.
Waddock, S. (2009) Making a Difference? Corporate Responsibility as
a Social Movement, The Journal of Corporate Citizenship, Spring
2009 (33), pp. 35-46. (full article)
Franklin, D. (2008) Just Good Business: A Special Report on
Corporate Social Responsibility, The Economist, January 19, pp.1-14.
(full article)
Austin, J., Reavis, C. (2004) Starbucks and Conservation
International, Harvard Business School, pp. 1-28. (full article)
McLean, B., (2006, January 19). Is Enron Overpriced? Retrieved July
22, 2011, from
http://money.cnn.com/2006/01/13/news/companies/enronoriginal_fort
une/index.htm.
Week 7: Intra-Organizational Networks

Hanneman, R., and Riddle, M. (2005) Introduction to Social Network
Methods. Riverside, CA: University of California, Riverside. (Read
chapters 1-3; Skim chapters 7-11, paying special attention to network
measure definitions.)


Krackhardt, D, and Hanson, J. (1993) Informal Networks: The
Company Behind the Chart, Harvard Business Review, pp. 104-111.
(full article)
Cross, R., Borgatti, S., and Parker, A. (2002) Making Invisible Work
Visible: Using Social Network Analysis to Support Strategic
Alliance, California Management Review, Vol. 44, No. 2, pp. 25-46.
(full article)
17 CMGT500 – Managing Communication 

Ibarra, H., and Hunter, M. (2007) How Leaders Create and Use
Networks, Harvard Business Review, pp.1-9. (full article)
Uzzi, B., Dunlap, S. (2005) How to Build Your Network, Harvard
Business School, pp. 1-9. (full article)
Week 8: Teams
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Edmonson, A. C. & Smith, D.M. (2006). Too hot to handle: How to
Manage relationship conflict. California Management Review, 49, pp.
6-31.
Hill, L. (1995) Managing Your Team, Harvard Business School, pp. 122. (full article)
Hinds, P.J & Weisband, S.P. (2003) Knowledge sharing and shared
understanding in virtual teams. In Gibson & Cohen (Eds.) Virtual
Teams that Work: Creating Conditions for Virtual Team Effectiveness,
pp. 21-36.
Levy, Paul. (2001) The Nut Island Effect: When Good Teams Go
Wrong, Harvard Business Review, pp. 5-12. (full article)
Majcharzak, A., Jarvenpaa, S., and Hollingshead, A.
(2007) Coordinating Expertise Among Emergent Groups Responding
to Disasters, Organization Science, Vol. 18 No. 1, pp.147-161. (full
article)
Week 9: Organizational Culture
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Sorenson, J. (2009) Note on Organizational Culture, Harvard
Business School, pp. 1-6. (full article)
Bohmer, R., Edmonson, A., and Roberto, M. (2004) Columbia's Final
Mission DVD Overview and Technical Specifications.
Hofstede, G. (2006). Dimensionalizing Cultures: The Hofstede Model
in Context. Online Readings in Psychology and Culture. (full article)
Denison, D.R. & Mishra, A.K. (1995) Toward a theory of
organizational culture and effectiveness. Organization Science, 6,
204-223.
Week 10: Rewards and Motivation
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
Heymann, J., Barrera, M. (2010) Engaging Employees in the
Company's Profits and Their Own, Harvard Business School, pp. 128. (full article)
Nohria, N., Groysberg, B., and Lee, L. (2008) Employee Motivation: A
Powerful New Model, Harvard Business Review, pp. 1-7. (full article)
Ryan, R., and Deci, E. (2000). Intrinsic and Extrinsic Motivations:
Classic Definitions and New Directions. Contemporary Educational
Psychology. No. 25, pp. 54-67. (full article)
Martin, J., and Schmidt, C. (2010). How to Keep Your Top
Talent. Harvard Business Review, pp. 3-9. (full article)
Erickson, T. (2010). The Leaders We Need Now. Harvard Business
Review, pp. 11-15. (full article)
Meister, J., and Willyerd, K. (2010). Mentoring Millenials. Harvard
Business Review, pp. 17-20. (full article)
18 CMGT500 – Managing Communication Week 11: Organizational Change

Abrahamson, E. (2001) Change Without Pain, Harvard Business
Review, pp. 1-7. (full article)
 Duck, Jeanie. (2000) Managing Change: The Art of
Balancing, Harvard Business Review, pp. 1-12. (full article)
Francis, D., Bessant, J, and Hobday, M. (2003). Managing radical organizational
transformation. Management Decision. Vol. 41, No. 1, pp. 18-31. (full article)
 Jick, T. (1991) Note on Implementing Change. Harvard Business
School, pp. 1-11. (full article)
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