2006
DOI: 10.1177/1050651905281038 View full text |Buy / Rent full text
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Abstract: Efforts to get workers to change significantly their communication practices often fail. This failure occurs because external consultants, who are often academics, and internal organizational development specialists see changing communication practices as merely introducing new skills rather than altering the way workers habitually think and talk about communication. In this article, the author uses organizational theory and details from his research and consulting experience to explain why changing communicat… Show more

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“…As we argued earlier, we believe that these two variables represent key aspects of why unethical behaviors occur in organizations. Communication is crucial to the success of organizational values, norms, and codes (Harshman and Harshman, 1999;Leung, 2008;Stevens, 2008;Suchan, 2006), and empowerment promotes morality in the workplace (Conger and Kanungo, 1988). Furthermore, a recent metaanalytic review of ethical climates (Martin and Cullen, 2006) also suggests that these two critical managerial aspects have been neglected.…”
Section: Managerial Practicesmentioning
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“…As we argued earlier, we believe that these two variables represent key aspects of why unethical behaviors occur in organizations. Communication is crucial to the success of organizational values, norms, and codes (Harshman and Harshman, 1999;Leung, 2008;Stevens, 2008;Suchan, 2006), and empowerment promotes morality in the workplace (Conger and Kanungo, 1988). Furthermore, a recent metaanalytic review of ethical climates (Martin and Cullen, 2006) also suggests that these two critical managerial aspects have been neglected.…”
Section: Managerial Practicesmentioning
“…Furthermore, the lack of communication also meant a lack of openness, allowing problems of ethics to be masked. As such, lack of communication can result in norms and rules (Suchan, 2006) that encourage employees to feel it is acceptable to behave unethically. Schein (1985Schein ( , 2004 indicates that the absence of communication and managers' reactions give subordinates a powerful signal to interpret the assumptions and values of the organization.…”
Section: Communicationmentioning
“…It is widely known that communication is crucial to the success of organizational values, norms, and codes (Leung, 2008;Stevens, 2008;Suchan, 2006). Stevens (2008) indicated that organizational communication enhances the effectiveness of organizational codes and rules.…”
Section: Equity Theorymentioning
“…When employees perceive a lack of communication regarding norms and rules, they feel it is acceptable to behave unethically (Suchan, 2006). Schein 2004) indicated that the absence of MC gives subordinates a powerful signal to interpret the assumptions and values of the organization in their own way.…”
Section: Equity Theorymentioning
“…This article focuses on the internal publics, specifically staff and workers. Hence, all these factors must be maximized to ensure that all internal publics are effectively informed and enlightened about events, orders and developments in order to ensure symbiotic relationships in the organization (Suchan, 2006). In this perspective, formal organizations such as tertiary educational institutions must deploy all the available means to communicate effectively to the internal publics because communication is indispensable to job performance in any organization (Adagala & Michael, 2017).…”
Section: Introductionmentioning