Theories of Organizational Communication
Bullis, C. A. (1993). Organizational socialization research: Enabling, constraining, and
shifting perspectives. Communication Monographs, 35, 181-186.
Geertz, C. (1973). The interpretation of cultures. New York: Basic Books.
Pacanowsky, M. E., & O’Donnell-Trujillo, N. (1983). Organizational communication as
cultural performance. Communication Monographs, 50, 127-147.
Cultural Approach to Organizations – Geertz and Pacanowsky
There is no “one correct way” to communicate in organizational settings. Organizational
communication occurs within each company’s cultural context, where communicative and
socio-relational dynamics differ in sometimes striking, sometimes subtle ways.
An organization does not have a culture, it is a culture—a unique system of shared
meanings. A nonintrusive ethnographic approach interprets stories, rites, and other
symbolism to make sense of corporate culture. (Socio-cultural tradition)
Communication is the process by which an organization’s culture is created and sustained.
Rituals, stories, and internal practices within organizations are symbolic expressions of the
underlying culture and require careful and extensive interpretation.
Applying an outsider’s objectivity, communication researchers (ethnographers) produce a
“thick description” to analyze and interpret the culture of an organization. In-group
members may be unaware of specific cultural influences that an outsider such as an
ethnographer can perceive and interpret with greater clarity. Griffin refers to such a
corporate observer as one part scientist, one part drama critic.
Tenets
Clarification
Metaphors may capture the essence of an
organization or depict essential aspects of its
culture.
Metaphors symbolically express a complex
process, social climate, value, or system
(e.g., we’re a big happy family, welcome to
the battle zone).
Frequently repeated stories and anecdotes
can provide clues about subtle aspects of an
organization’s culture.
Corporate, personal, and collegial stories
reinforce company policy and define the
ways personnel are viewed within the
organization.
Corporate rituals often exemplify an
organization’s history and values.
More than just “the way we do things here,”
rituals reveal the historical, philosophical, or
moral grounding of organizational culture.
This theory is evaluated on the next page.
To what extent does the cultural approach meet the criteria for a good interpretive theory?

Does it lead to a deeper understanding of people? This theory helps us to recognize the
prevailing culture in an organization, by sensitizing us to the significance of symbolic
expressions such as stories and rituals.

Is it values-based or bring values into the open? An underlying value of ethnographic
research is to observe without interfering. Rather than serving as a means for cultural
change, this theory serves a descriptive function only. Assimilation is held to be
normative behavior.

Does it have aesthetic appeal? Some thick descriptions are beautifully written, and
therefore the findings of this theory can provide elegant depictions of cultural dynamics
within an organization.

Has it generated a community of agreement? Between the 70s and 90s, the cultural
approach dominated organizational theory. It received widespread acceptance and
served as the foundation for a new way to think about organizational communication.

Does it contribute to communication competence? Competent communicators would do
well to recognize and adapt to the culture of the organizations of which they are
members.
Organizational Assimilation Theory – Frederic Jablin
Newcomers are expected to adapt to the corporate culture quickly and completely.
Organizational assimilation theory (OAT) explains the function of communication in three
successive stages of assimilation:
Entry--During interviews, the more realistic the applicant’s expectations, and the
more accurate and reasonable the interviewer’s descriptions of the company, the
more likely a newcomer will be to successfully assimilate into the organization.
Encounter—During the breaking-in period, the better the newcomer’s relationship
with the supervisor and members of the immediate work group, the more successful
the assimilation.
Metamorphosis—“The newcomer attempts to become an accepted, participating
member of the organization by learning new attitudes and behaviors or modifying
existing ones to be consistent with the organization’s expectations” (Jablin, 1984).
Communicative Performances in Organizations – Pacanowsky & O’Donnell-Trujillo
Members of an organization act out certain communicative performances while at work.
 Ritual performances occur on a regular and recurring basis.
 In passion performances members enthusiastically relate to others.
 Social performances encourage cooperation through civility, politeness, and courtesy.
 Members use political performances as a means of influencing others.
 Through enculturation performances, members socialize newcomers into the culture.