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Lecture 2

CMST 470 Lecture Notes - Lecture 2: Organizational Communication, Master Sergeant, Information Overload

Communication Studies
Course Code
CMST 470
Stephanie Hamel

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CH 2: Defining Organizational Communication
-The Importance of Communication Definitions & Approaches
oDefn. are imp. foundations for learning how to talk about comm. in business settings
“sum up” how you decide wat needs to be accomp./provide directions for
choosing best way to do that
-Approaches to Organizational Communication
o4 approaches:
1. Comm. as info. transfer
2. Comm. as transactional process
3. Comm. as strategic control
4. Comm. as balance of creativity/constraint
o1. Comm. as Info. Transfer
Information-transfer approach: views comm. as metaphoric pipeline thru which
info. flows from one person to anoth.
1. Lang. allows us to transfer thoughts/feelings from one person to
2. Spkrs/writers insert thoughts/feelings into wds
3. Wds contain thoughts/feelings
4. Listeners/rdrs extract thoughts/feelings from wds
Comm.= the exchange of info./transmission of meaning
Process of transmission not problematic
Miscommunication occ. when no msg is received/when msg received isn’t what
sender intended
Typical comm. problems:
Information overload: occ. when receiver becomes overwhelmed by
info. that must be processed
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o3 factors:
1. Amount/quantity of info. to be processed
2. Rate/speed @ which info. is presented
3. Complexity/amount of work it takes to process info.
Distortion: effects of noise on receiver’s ability to process msg
oSemantic msg has diff. meanings for sender/receiver
oPhysical sound of static on telephone line
oContextual sender/receiver have diff. perspectives that
contrib. to miscomm.
Ambiguity: occ. when mult. interp. of msg cloud sender’s intended
oEx abstract lang./differing connotations
Linear model of comm.: comm. occ. when sender shares msg thru specific
channel to receiver sender encodes intended meaning into wds receiver
decodes msg when its received
Passive receiver/uninvolved in constructing meaning of msg
o2. Comm. as Transactional Process
Transactional-process model: asserts that in human comm., clear distinctions
aren’t made between senders/receivers
Ppl play both roles simultaneously
Highlights imp. of feedback (nonverbal)
Differs from info.-transfer approach b/c meanings are in ppl not wds
Focus on person receiving msg/how receiver constructs meaning of
msg/ what sender intends
Applies to org. ldrshp
Ldrshp= transactional mgmnt of meaning between ldrs/followers
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