http://tc.eserver.org/dir/Articles/Rhetoric/Organizational-Communication A listing of the most recently indexed works about Articles and Rhetoric and Organizational Communication in the field of technical communication. en-us Copyright (c) 2005-08 by the EServer. All rights reserved. tclib-editorial@eserver.org (TC Library Editorial Board) webmaster@eserver.org (Geoffrey Sauer) http://tc.eserver.org/images/newlogo.gif http://tc.eserver.org/dir/Articles/Rhetoric/Organizational-Communication http://tc.eserver.org/34856.html http://tc.eserver.org/34856.html The complex distribution and negotiation of authority in real time is a key issue for today's organizations. The authors investigate how the negotiations that sustain authority at work actually unfold by analyzing the ways of talking and acting through which organizational members establish their authority. They argue that authority is achieved through presentification—that is, by making sources of authority present in interaction. On the basis of an empirical analysis of a naturally occurring interaction between a medical coordinator for Médecins Sans Frontières and technicians of a hospital supported by her organization, the authors identify key communicative practices involved in achieving authority and discuss their implications for scholars' understanding of what being in authority at work means. http://tc.eserver.org/31977.html http://tc.eserver.org/31977.html What is the role of contradiction in organizational rhetoric? This article argues that existing research tends to focus on contradiction at an institutional level and then develop a distinct but complementary perspective that views contradictory rhetoric at an interactional level and as a practical concern, especially when routine is disrupted and repair tactics are required. Drawing on data from a study of a quality improvement initiative in the United Kingdom, the authors examine the contradictions that were constructed when a 'change champion' attempted to deal with resistance to change. They conclude by depicting how contradiction can emerge when actors reflexively shift their identifications to portray themselves and their actions in a contextually appropriate manner. http://tc.eserver.org/31980.html http://tc.eserver.org/31980.html On the first day of Nikki's undergraduate seminar, Organizing Work, she Oasks students to list the idioms and phrases commonly used to make sense of the 'work' experience. She shares the example of her father repeat- edly using the phrase 'daily grind' when she was growing up (important to note, he was not referring to the ubiquitous Starbucks of today). Slowly but surely, the chalkboard fills with an array of idiomatic expressions: 'on the clock,' 'work like a dog,' 'all work and no play makes Jack a dull boy,' 'work your fingers to the bone,' 'all in a day's work,' and a host of others, including the Marxian favorite, 'a fair day's pay for a fair day's work.' Students are asked to reflect on the meanings embedded within the list and how language constitutes cultural meanings and values of work. As such an exercise should make abundantly clear, work and meaning would seem to be central to our study of organizational communication. Our talk about work both embodies and structures individual and social under- standings, attitudes, and actions. Yet, the meanings associated with work and the notion of work as meaningful have not been foci of study within our dis- cipline. Indeed, the term work is not even indexed in the New Handbook of Organizational Communication (Jablin and Putnam, 2001), and a search of the EBSCO database found not a single article with work and either meaning or meaningful in the title in a communication journal. Given contemporary devel- opments that make work more central to people's lives as well as less secure, the question of what work means to people and how such meanings contribute to or detract from a sense of purpose or dignity in people's lives is important to consider. http://tc.eserver.org/31683.html http://tc.eserver.org/31683.html The authors propose an alternative to the postmodern way of viewing metaphor primarily as an instrumental and functional rhetorical tool designed to influence members of an organization through ideological appeals, a view that depicts rhetoric as merely subjective and manipulable. Our alternative draws from the "aesthetic side of organizational life" and argues that communication exceeds the theoretical reach of the postmodern perspective, which requires a new conceptualization of metaphor as epistemic and capable of signaling meaning that is inseparable from its unique and discrete form. http://tc.eserver.org/19877.html http://tc.eserver.org/19877.html Understanding an organization's corporate culture can help explain how to get things done in an organization: communicate, advanced up the corporate ladder, and get project ideas accepted and completed. We can understand culture by identifying values, norms, and assumptions underlying the corporate 'world..' Cultures can he better understood by looking at such things as how an organization responds to crisis, how the intentions of group leaders come to be shared, and how an organization perceives itself. For example, a study of culture at one organization revealed such differing values between two groups, scientists and engineers, that cross-cultural mediation was necessary.