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msmarco_v2.1_doc_00_10338377#15_15206401	http://2012books.lardbucket.org/books/an-introduction-to-nutrition/s17-nutrition-through-the-life-cyc.html	Nutrition through the Life Cycle: From Childhood to the Elderly Years	Chapter 13 Nutrition through the Life Cycle: From Childhood to the Elderly Years Chapter 13 Nutrition through the Life Cycle: From Childhood to the Elderly Years Big Idea You Decide Video 13.1 13.1 The Human Life Cycle Continues Changes during Childhood Changes during Puberty Changes in Late Adolescence Changes in Young Adulthood Changes in Middle Age Changes in the Older Adult Years Changing Needs and Nutrition 13.2 Childhood and Nutrition Childhood (Ages Four to Eight): “Growing Pains” Energy Macronutrients Micronutrients Factors Influencing Intake Children and Malnutrition The National School Lunch Program Video 13.2 Children and Vegetarianism Types of Vegetarian Diets Food Allergies and Food Intolerance The Threat of Lead Toxicity 13.3 Puberty and Nutrition The Onset of Puberty (Ages Nine to Thirteen) Energy Macronutrients Micronutrients Childhood Obesity Video 13.3 Avoiding Added Sugars Tools for Change Key Takeaways Discussion Starter 13.4 Older Adolescence and Nutrition Adolescence (Ages Fourteen to Eighteen): Transitioning into Adulthood Energy Macronutrients Micronutrients Eating Disorders Video 13.4 13.5 Young Adulthood and Nutrition Young Adulthood (Ages Nineteen to Thirty): At Your Peak Energy Macronutrients Tools for Change Micronutrients Nutritional Concerns in Young Adulthood Gastrointestinal Integrity Obesity during Adulthood 13.6 Middle Age and Nutrition Middle Age (Ages Thirty-One to Fifty): Aging Well Energy Video 13.5 Macronutrients and Micronutrients Preventive/Defensive Nutrition Menopause 13.7 Old Age and Nutrition Older Adulthood (Ages Fifty-One and Older): The Golden Years Energy Macronutrients Micronutrients Nutritional Concerns for Older Adults Sensory Issues Gastrointestinal Problems Dysphagia Video 13.6 Obesity in Old Age The Anorexia of Aging Vision Problems Neurological Conditions Longevity and Nutrition 13.8 End-of-Chapter Exercises It’s Your Turn Apply It Expand Your Knowledge	This life stage is also characterized by the appearance of secondary sex characteristics, such as the growth of facial and body hair, the development of breasts in girls, and the deepening of the voice in boys. Other physical changes include rapid growth and alterations in body proportions. Elaine U. Polan, RNC, MS and Daphne R. Taylor, RN, MS, Journey Across the Life Span: Human Development and Health Promotion (Philadelphia: F. A. Davis Company, 2003), 170–71. All of these changes, as well as the accompanying mental and emotional adjustments, should be supported with sound nutrition. Changes in Late Adolescence The Dietary Guidelines defines the next phase of the human life cycle, late adolescence, as the period from ages fourteen to eighteen. After puberty, the rate of physical growth slows down. Girls stop growing taller around age sixteen, while boys continue to grow taller until ages eighteen to twenty. One of the psychological and emotional changes that takes place during this life stage includes the desire for independence as adolescents develop individual identities apart from their families.	8,349	9,467
msmarco_v2.1_doc_00_10338377#16_15209887	http://2012books.lardbucket.org/books/an-introduction-to-nutrition/s17-nutrition-through-the-life-cyc.html	Nutrition through the Life Cycle: From Childhood to the Elderly Years	Chapter 13 Nutrition through the Life Cycle: From Childhood to the Elderly Years Chapter 13 Nutrition through the Life Cycle: From Childhood to the Elderly Years Big Idea You Decide Video 13.1 13.1 The Human Life Cycle Continues Changes during Childhood Changes during Puberty Changes in Late Adolescence Changes in Young Adulthood Changes in Middle Age Changes in the Older Adult Years Changing Needs and Nutrition 13.2 Childhood and Nutrition Childhood (Ages Four to Eight): “Growing Pains” Energy Macronutrients Micronutrients Factors Influencing Intake Children and Malnutrition The National School Lunch Program Video 13.2 Children and Vegetarianism Types of Vegetarian Diets Food Allergies and Food Intolerance The Threat of Lead Toxicity 13.3 Puberty and Nutrition The Onset of Puberty (Ages Nine to Thirteen) Energy Macronutrients Micronutrients Childhood Obesity Video 13.3 Avoiding Added Sugars Tools for Change Key Takeaways Discussion Starter 13.4 Older Adolescence and Nutrition Adolescence (Ages Fourteen to Eighteen): Transitioning into Adulthood Energy Macronutrients Micronutrients Eating Disorders Video 13.4 13.5 Young Adulthood and Nutrition Young Adulthood (Ages Nineteen to Thirty): At Your Peak Energy Macronutrients Tools for Change Micronutrients Nutritional Concerns in Young Adulthood Gastrointestinal Integrity Obesity during Adulthood 13.6 Middle Age and Nutrition Middle Age (Ages Thirty-One to Fifty): Aging Well Energy Video 13.5 Macronutrients and Micronutrients Preventive/Defensive Nutrition Menopause 13.7 Old Age and Nutrition Older Adulthood (Ages Fifty-One and Older): The Golden Years Energy Macronutrients Micronutrients Nutritional Concerns for Older Adults Sensory Issues Gastrointestinal Problems Dysphagia Video 13.6 Obesity in Old Age The Anorexia of Aging Vision Problems Neurological Conditions Longevity and Nutrition 13.8 End-of-Chapter Exercises It’s Your Turn Apply It Expand Your Knowledge	All of these changes, as well as the accompanying mental and emotional adjustments, should be supported with sound nutrition. Changes in Late Adolescence The Dietary Guidelines defines the next phase of the human life cycle, late adolescence, as the period from ages fourteen to eighteen. After puberty, the rate of physical growth slows down. Girls stop growing taller around age sixteen, while boys continue to grow taller until ages eighteen to twenty. One of the psychological and emotional changes that takes place during this life stage includes the desire for independence as adolescents develop individual identities apart from their families. Elaine U. Polan, RNC, MS and Daphne R. Taylor, RN, MS, Journey Across the Life Span: Human Development and Health Promotion (Philadelphia: F. A. Davis Company, 2003), 171–76. As teenagers make more and more of their dietary decisions, parents or other caregivers and authority figures should guide them toward appropriate, nutritious choices. Changes in Young Adulthood The next phase, young adulthood, is the period from ages nineteen to thirty.	8,816	9,914
msmarco_v2.1_doc_00_10338377#17_15213354	http://2012books.lardbucket.org/books/an-introduction-to-nutrition/s17-nutrition-through-the-life-cyc.html	Nutrition through the Life Cycle: From Childhood to the Elderly Years	Chapter 13 Nutrition through the Life Cycle: From Childhood to the Elderly Years Chapter 13 Nutrition through the Life Cycle: From Childhood to the Elderly Years Big Idea You Decide Video 13.1 13.1 The Human Life Cycle Continues Changes during Childhood Changes during Puberty Changes in Late Adolescence Changes in Young Adulthood Changes in Middle Age Changes in the Older Adult Years Changing Needs and Nutrition 13.2 Childhood and Nutrition Childhood (Ages Four to Eight): “Growing Pains” Energy Macronutrients Micronutrients Factors Influencing Intake Children and Malnutrition The National School Lunch Program Video 13.2 Children and Vegetarianism Types of Vegetarian Diets Food Allergies and Food Intolerance The Threat of Lead Toxicity 13.3 Puberty and Nutrition The Onset of Puberty (Ages Nine to Thirteen) Energy Macronutrients Micronutrients Childhood Obesity Video 13.3 Avoiding Added Sugars Tools for Change Key Takeaways Discussion Starter 13.4 Older Adolescence and Nutrition Adolescence (Ages Fourteen to Eighteen): Transitioning into Adulthood Energy Macronutrients Micronutrients Eating Disorders Video 13.4 13.5 Young Adulthood and Nutrition Young Adulthood (Ages Nineteen to Thirty): At Your Peak Energy Macronutrients Tools for Change Micronutrients Nutritional Concerns in Young Adulthood Gastrointestinal Integrity Obesity during Adulthood 13.6 Middle Age and Nutrition Middle Age (Ages Thirty-One to Fifty): Aging Well Energy Video 13.5 Macronutrients and Micronutrients Preventive/Defensive Nutrition Menopause 13.7 Old Age and Nutrition Older Adulthood (Ages Fifty-One and Older): The Golden Years Energy Macronutrients Micronutrients Nutritional Concerns for Older Adults Sensory Issues Gastrointestinal Problems Dysphagia Video 13.6 Obesity in Old Age The Anorexia of Aging Vision Problems Neurological Conditions Longevity and Nutrition 13.8 End-of-Chapter Exercises It’s Your Turn Apply It Expand Your Knowledge	Elaine U. Polan, RNC, MS and Daphne R. Taylor, RN, MS, Journey Across the Life Span: Human Development and Health Promotion (Philadelphia: F. A. Davis Company, 2003), 171–76. As teenagers make more and more of their dietary decisions, parents or other caregivers and authority figures should guide them toward appropriate, nutritious choices. Changes in Young Adulthood The next phase, young adulthood, is the period from ages nineteen to thirty. It is a stable time compared to childhood and adolescence. Physical growth has been c	9,468	10,000
msmarco_v2.1_doc_00_10428427#0_15216255	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	What is an Organization? 1.1 What is an Organization? PLEASE NOTE: This book is currently in draft form; material is not final. Learning Objectives Understand the three common components of the various definitions of the term “organization.” Differentiate among the four types of organizations: mutual benefit, business concerns, service, and commonweal. As with any academic endeavor, one must understand what one is studying before one can delve into the specifics and intricacies of the subject matter. For this reason, this section is going to start by defining what is meant by the term “organization” and then looking at three different ways of categorizing different types of organization.	0	696
msmarco_v2.1_doc_00_10428427#1_15217727	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Learning Objectives Understand the three common components of the various definitions of the term “organization.” Differentiate among the four types of organizations: mutual benefit, business concerns, service, and commonweal. As with any academic endeavor, one must understand what one is studying before one can delve into the specifics and intricacies of the subject matter. For this reason, this section is going to start by defining what is meant by the term “organization” and then looking at three different ways of categorizing different types of organization. Defining “Organization” Many people have attempted to define what is meant by the word “organization.” Instead of following suit and throwing yet another definition into the mix, we’ve selected a number of definitions from common dictionary definitions to ones used by business, psychology, economics, and communication scholars. Table 1.1 "Defining “Organization”" contains a partial list of the different types of definitions seen across various academic disciplines. Table 1.1 Defining “Organization” Dictionary Definition (1) the act of organizing or the state of being organized; ( 2) an organized structure or whole; (	127	1,320
msmarco_v2.1_doc_00_10428427#2_15219749	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Defining “Organization” Many people have attempted to define what is meant by the word “organization.” Instead of following suit and throwing yet another definition into the mix, we’ve selected a number of definitions from common dictionary definitions to ones used by business, psychology, economics, and communication scholars. Table 1.1 "Defining “Organization”" contains a partial list of the different types of definitions seen across various academic disciplines. Table 1.1 Defining “Organization” Dictionary Definition (1) the act of organizing or the state of being organized; ( 2) an organized structure or whole; ( 3) a business or administrative concern united and constructed for a particular end (4) a body of administrative officials, as of a political party, a government department, etc (5) order or system; method. organization. ( 2009). Collins English Dictionary—Complete & Unabridged 10th Edition.	696	1,611
msmarco_v2.1_doc_00_10428427#3_15221479	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	3) a business or administrative concern united and constructed for a particular end (4) a body of administrative officials, as of a political party, a government department, etc (5) order or system; method. organization. ( 2009). Collins English Dictionary—Complete & Unabridged 10th Edition. Retrieved March 18, 2012, from Dictionary.com website: http://dictionary.reference.com/browse/organization General Business Definitions “a system of consciously coordinated activities of two or more persons.” Barnard, C. I. (1938). The functions of the executive. Cambridge, MA:	1,320	1,890
msmarco_v2.1_doc_00_10428427#4_15222826	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Retrieved March 18, 2012, from Dictionary.com website: http://dictionary.reference.com/browse/organization General Business Definitions “a system of consciously coordinated activities of two or more persons.” Barnard, C. I. (1938). The functions of the executive. Cambridge, MA: Harvard University Press, pg. 73. “The accomplishment of an objective requires collective effort, men set up an organization designed to coordinate the activities of many persons and to furnish incentives for others to join them for this purpose.” Blau, P. M., & Scott, W. R. (1962). Formal organizations:	1,612	2,196
msmarco_v2.1_doc_00_10428427#5_15224191	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Harvard University Press, pg. 73. “The accomplishment of an objective requires collective effort, men set up an organization designed to coordinate the activities of many persons and to furnish incentives for others to join them for this purpose.” Blau, P. M., & Scott, W. R. (1962). Formal organizations: A comparative approach. San Francisco: Chandler, pg. 5. “A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis.	1,891	2,384
msmarco_v2.1_doc_00_10428427#6_15225458	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	A comparative approach. San Francisco: Chandler, pg. 5. “A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis. All organizations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authority to carry out defined tasks. Organizations are open systems in that they affect and are affected by the environment beyond their boundaries.” organization. ( n.d.). Retrieved March 18, 2012, from BusinessDictionary.com website:	2,197	2,787
msmarco_v2.1_doc_00_10428427#7_15226818	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	All organizations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authority to carry out defined tasks. Organizations are open systems in that they affect and are affected by the environment beyond their boundaries.” organization. ( n.d.). Retrieved March 18, 2012, from BusinessDictionary.com website: http://www.businessdictionary.com/definition/organization.html “a Body of individuals working under a defined system of rules, assignments procedures, and relationships designed to achieve identifiable objectives and goals.” Greenwald, H. P. (2008). Organizations: Management without control. Los Angeles, CA:	2,385	3,097
msmarco_v2.1_doc_00_10428427#8_15228306	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	http://www.businessdictionary.com/definition/organization.html “a Body of individuals working under a defined system of rules, assignments procedures, and relationships designed to achieve identifiable objectives and goals.” Greenwald, H. P. (2008). Organizations: Management without control. Los Angeles, CA: Sage, pg. 6. Organizational Behavior Definitions “a social unit within which people have achieved somewhat stable relations (not necessarily face-to-face) among themselves in order to facilitate obtaining a set of objectives or goals.” Litterer, J. A. (1963). Organizations:	2,788	3,372
msmarco_v2.1_doc_00_10428427#9_15229671	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Sage, pg. 6. Organizational Behavior Definitions “a social unit within which people have achieved somewhat stable relations (not necessarily face-to-face) among themselves in order to facilitate obtaining a set of objectives or goals.” Litterer, J. A. (1963). Organizations: Structured behavior. New York: John Wiley and Sons, pg. 5. “an organization is a complex system, which includes as subsystems: (	3,098	3,501
msmarco_v2.1_doc_00_10428427#10_15230849	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Structured behavior. New York: John Wiley and Sons, pg. 5. “an organization is a complex system, which includes as subsystems: ( 1) management, to interrelate and integrate through appropriate linking processes all the elements of the system in a manner designed to achieve the organizational objectives, and (2) a sufficient number of people so that constant face-to-face interaction is impossible.” Lundgren, E. F. (1974). Organizational management: Systems and process. San Francisco:	3,373	3,859
msmarco_v2.1_doc_00_10428427#11_15232106	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	1) management, to interrelate and integrate through appropriate linking processes all the elements of the system in a manner designed to achieve the organizational objectives, and (2) a sufficient number of people so that constant face-to-face interaction is impossible.” Lundgren, E. F. (1974). Organizational management: Systems and process. San Francisco: Canfield Press, pg. 7. Economics Definition A short hand expression for the integrated aggregation of those persons who are primarily involved in: “ ( 1) the undertaking or managing of risk and the handling of economic uncertainty; ( 2) planning and innovation; (	3,501	4,121
msmarco_v2.1_doc_00_10428427#12_15233499	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Canfield Press, pg. 7. Economics Definition A short hand expression for the integrated aggregation of those persons who are primarily involved in: “ ( 1) the undertaking or managing of risk and the handling of economic uncertainty; ( 2) planning and innovation; ( 3) coordination, administration and control; ( 4) and routine supervision” of an enterprise. Harbison, F. (1959). Entrepreneurial organization as a factor in economic development. The Quarterly Journal of Economics, 70, 364–379, pg.	3,860	4,352
msmarco_v2.1_doc_00_10428427#13_15234771	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	3) coordination, administration and control; ( 4) and routine supervision” of an enterprise. Harbison, F. (1959). Entrepreneurial organization as a factor in economic development. The Quarterly Journal of Economics, 70, 364–379, pg. 365. Industrial/Organizational Psychology Definition “work consists of patterned human behavior and the ‘equipment’ consists of the human beings.” Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York, NY:	4,121	4,585
msmarco_v2.1_doc_00_10428427#14_15236027	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	365. Industrial/Organizational Psychology Definition “work consists of patterned human behavior and the ‘equipment’ consists of the human beings.” Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York, NY: John Wile & Sons, pg. 55. “lively sets of interrelated systems [task, structure, technology, people, and the environment] designed to perform complicated tasks.” Levitt, H. J. (1972). Managerial psychology:	4,353	4,792
msmarco_v2.1_doc_00_10428427#15_15237257	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	John Wile & Sons, pg. 55. “lively sets of interrelated systems [task, structure, technology, people, and the environment] designed to perform complicated tasks.” Levitt, H. J. (1972). Managerial psychology: An introduction to individuals, pairs, and groups in organizations. Chicago: The University of Chicago Press, pg. 265. Organizational Communication Definitions “social collectives in which people develop ritualized patterns of interaction in an attempt to coordinate their activities and efforts in the ongoing accomplishment of personal and group goals.”	4,586	5,148
msmarco_v2.1_doc_00_10428427#16_15238600	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	An introduction to individuals, pairs, and groups in organizations. Chicago: The University of Chicago Press, pg. 265. Organizational Communication Definitions “social collectives in which people develop ritualized patterns of interaction in an attempt to coordinate their activities and efforts in the ongoing accomplishment of personal and group goals.” Kreps, G. L. (1986). Organizational communication. New York: Longman, pg. 5.	4,793	5,225
msmarco_v2.1_doc_00_10428427#17_15239803	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Kreps, G. L. (1986). Organizational communication. New York: Longman, pg. 5. “including five critical features—namely, the existence of a social collectivity, organizational and individual goals, coordinated activity, organizational structure, and the embedding of the organization with an environment of other organizations.” Miller, K. (2012). Organizational communication: Approaches and processes (6th ed.). Boston, MA:	5,149	5,572
msmarco_v2.1_doc_00_10428427#18_15241001	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	“including five critical features—namely, the existence of a social collectivity, organizational and individual goals, coordinated activity, organizational structure, and the embedding of the organization with an environment of other organizations.” Miller, K. (2012). Organizational communication: Approaches and processes (6th ed.). Boston, MA: Wasdworth-Cengage, pg. 11. “Communicative structures of control.” Mumby, D. (in press). Organizational communication.	5,225	5,690
msmarco_v2.1_doc_00_10428427#19_15242250	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Wasdworth-Cengage, pg. 11. “Communicative structures of control.” Mumby, D. (in press). Organizational communication. Los Angeles, CA: SAGE. “an organized collection of individuals working interdependently within a relatively structured, organized, open system to achieve common goals.” Richmond, V. P., & McCroskey, J. C. (2009). Organizational communication for survival:	5,573	5,946
msmarco_v2.1_doc_00_10428427#20_15243403	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Los Angeles, CA: SAGE. “an organized collection of individuals working interdependently within a relatively structured, organized, open system to achieve common goals.” Richmond, V. P., & McCroskey, J. C. (2009). Organizational communication for survival: Making work, work (4th ed.). Boston: Allyn & Bacon, pg. 1. “an aggregate of persons, arranged in predetermined patterns of relationships, in order to accomplish stated objectives.”	5,691	6,127
msmarco_v2.1_doc_00_10428427#21_15244619	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Making work, work (4th ed.). Boston: Allyn & Bacon, pg. 1. “an aggregate of persons, arranged in predetermined patterns of relationships, in order to accomplish stated objectives.” Redding, W. C. (1964). The organizational communicator. In W. C. Redding & G. A Sanborn (Eds.), Business and industrial communication: A source book (pp.	5,947	6,281
msmarco_v2.1_doc_00_10428427#22_15245723	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Redding, W. C. (1964). The organizational communicator. In W. C. Redding & G. A Sanborn (Eds.), Business and industrial communication: A source book (pp. 29–58). New York: Harper & Row, pg. 33. After reading this laundry list of different definitions for the word “organization,” you may wonder how you to determine which one is the best?	6,128	6,466
msmarco_v2.1_doc_00_10428427#23_15246836	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	29–58). New York: Harper & Row, pg. 33. After reading this laundry list of different definitions for the word “organization,” you may wonder how you to determine which one is the best? Well, to be honest—we think they all have something to offer. When you look at the various definitions for the word “organization,” you will start to see a certain pattern emerge of consistent themes within the definition. Jason Wrench Wrench, J. S. (in press). Communicating within the modern workplace: Challenges and prospects.	6,282	6,797
msmarco_v2.1_doc_00_10428427#24_15248141	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Well, to be honest—we think they all have something to offer. When you look at the various definitions for the word “organization,” you will start to see a certain pattern emerge of consistent themes within the definition. Jason Wrench Wrench, J. S. (in press). Communicating within the modern workplace: Challenges and prospects. In J. S. Wrench (Ed.), Workplace communication for the 21st century: Tools and strategies that impact the bottom line: Vol. 1.	6,467	6,924
msmarco_v2.1_doc_00_10428427#25_15249373	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	In J. S. Wrench (Ed.), Workplace communication for the 21st century: Tools and strategies that impact the bottom line: Vol. 1. Internal workplace communication. Santa Barbara, CA: Praeger. examined a similar list of definitions and concluded that there are three primary features that run through all definitions of the term “organization”: the structure, the goal, and the people.	6,798	7,179
msmarco_v2.1_doc_00_10428427#26_15250524	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Internal workplace communication. Santa Barbara, CA: Praeger. examined a similar list of definitions and concluded that there are three primary features that run through all definitions of the term “organization”: the structure, the goal, and the people. Organizational Structures The first major theme commonly seen in the various definitions of the word “organization” has to do with structure How an organization functions in terms of what happens both within the organization itself and within its external environment. . When we talk about how organizations are structured, we are talking primarily about how they function in terms of what happens both within an organization and how an organizations functions within its external environment. For our purposes, we will look at structure in terms of four basic processes: external environment, input, throughput, and output ( Figure 1.1 "Organizational Structures") Figure 1.1 Organizational Structures External Environment The first factor to consider when thinking about an organization is the external environment that an organization exists in.	6,925	8,028
msmarco_v2.1_doc_00_10428427#27_15252414	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	Organizational Structures The first major theme commonly seen in the various definitions of the word “organization” has to do with structure How an organization functions in terms of what happens both within the organization itself and within its external environment. . When we talk about how organizations are structured, we are talking primarily about how they function in terms of what happens both within an organization and how an organizations functions within its external environment. For our purposes, we will look at structure in terms of four basic processes: external environment, input, throughput, and output ( Figure 1.1 "Organizational Structures") Figure 1.1 Organizational Structures External Environment The first factor to consider when thinking about an organization is the external environment that an organization exists in. The external environment All of the vendors, competitors, customers, and other stakeholders who can have an impact on the organization itself but exist outside the boundaries of the organization. consists of all vendors, competitors, customers, and other stakeholders who can have an impact on the organization itself but exist outside the boundaries of the organization. Changes in the external environment where an organization exists will have an effect on the organization itself. For example, image that the government is going to pose new regulations on your industry, these new regulations will have an effect on how the organization must function. When it comes to how organizations interact with its external environment, we often refer to two different types of boundaries.	7,179	8,812
msmarco_v2.1_doc_00_10428427#28_15254824	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	The external environment All of the vendors, competitors, customers, and other stakeholders who can have an impact on the organization itself but exist outside the boundaries of the organization. consists of all vendors, competitors, customers, and other stakeholders who can have an impact on the organization itself but exist outside the boundaries of the organization. Changes in the external environment where an organization exists will have an effect on the organization itself. For example, image that the government is going to pose new regulations on your industry, these new regulations will have an effect on how the organization must function. When it comes to how organizations interact with its external environment, we often refer to two different types of boundaries. An organization that has open boundaries Organizations that allow for the free flow of information to the organization and is more likely able to adapt to changes that occurs within the environment. allows for the free flow of information to the organization and is more likely able to adapt to changes that occurs within the environment. Closed boundaries When an organization insulates itself from what is occurring within its external environment. , on the other hand, occur when an organization tries to insulate itself from what is occurring within its environment. When an organization has closed boundaries, that organization ends up being less aware of what is going on within the external environment and sets itself up for major problems or obsolescence.	8,029	9,577
msmarco_v2.1_doc_00_10428427#29_15257135	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-01-what-is-an-organization.html	What is an Organization?	1.1 What is an Organization? 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations	An organization that has open boundaries Organizations that allow for the free flow of information to the organization and is more likely able to adapt to changes that occurs within the environment. allows for the free flow of information to the organization and is more likely able to adapt to changes that occurs within the environment. Closed boundaries When an organization insulates itself from what is occurring within its external environment. , on the other hand, occur when an organization tries to insulate itself from what is occurring within its environment. When an organization has closed boundaries, that organization ends up being less aware of what is going on within the external environment and sets itself up for major problems or obsolescence. Input The next major aspect of an organization’s environment involves inputs. Inputs Those resources that an organization brings in from the external environment in order for the organization to accomplish its goals. are those resources that an organization brings in from the external environment in order for the organization to accomplish its goals. Typically, resources can be discussed in three general categories: ph	8,813	10,000
msmarco_v2.1_doc_00_10474505#0_15259092	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication PLEASE NOTE: This book is currently in draft form; material is not final. Why Organizational Communication Matters PLEASE NOTE: This book is currently in draft form; material is not final. Welcome to your first book in organizational communication. This book assumes that you have some background in the field of human communication and probably minimal exposure to the world of organization studies. In the Preface of this book, which we strongly encourage you to read, we discussed the reasons why studying organizational communication matters in the 21st Century. Your average employed person working in the United States averages 7.5 hours of work per day (7.9 hours on the week days;	0	788
msmarco_v2.1_doc_00_10474505#1_15262323	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	material is not final. Welcome to your first book in organizational communication. This book assumes that you have some background in the field of human communication and probably minimal exposure to the world of organization studies. In the Preface of this book, which we strongly encourage you to read, we discussed the reasons why studying organizational communication matters in the 21st Century. Your average employed person working in the United States averages 7.5 hours of work per day (7.9 hours on the week days; 5.5 hours on the weekend). This study from the US Department of Labor The US Department of Labor. ( 2010). American time-use survey—2010 results [Press release]. Retrieved from http://www.bls.gov/news.release/pdf/atus.pdf further noted that these are just the hours a person spends in a traditional working environment.	266	1,107
msmarco_v2.1_doc_00_10474505#2_15265613	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	5.5 hours on the weekend). This study from the US Department of Labor The US Department of Labor. ( 2010). American time-use survey—2010 results [Press release]. Retrieved from http://www.bls.gov/news.release/pdf/atus.pdf further noted that these are just the hours a person spends in a traditional working environment. People further spend about 36 minutes a week interacting with an educational organization, about 43 minutes shopping, and about 16 minutes attending religious services or volunteering. When people traditionally hear the word “organization” they most often jump right to the idea of a workplace. However, an organization is a much broader term and covers a lot more ground than just someone’s workplace. As such, time that is spent in an educational environment, shopping, attending religious services, and volunteering are also examples of someone interacting with or in an organization. This book looks at organizational communication as a broad term that encompasses a wide array of organizational types, which we’ll explore in more detail elsewhere in this chapter.	789	1,876
msmarco_v2.1_doc_00_10474505#3_15269169	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	People further spend about 36 minutes a week interacting with an educational organization, about 43 minutes shopping, and about 16 minutes attending religious services or volunteering. When people traditionally hear the word “organization” they most often jump right to the idea of a workplace. However, an organization is a much broader term and covers a lot more ground than just someone’s workplace. As such, time that is spent in an educational environment, shopping, attending religious services, and volunteering are also examples of someone interacting with or in an organization. This book looks at organizational communication as a broad term that encompasses a wide array of organizational types, which we’ll explore in more detail elsewhere in this chapter. Even if you just take the average 7.5 hours per day an individual spends “working” in an organization, you will end up in an organizational environment a little over 111 days per year. If you work for 40 years, you’ll basically spend 12 of those years at work. We don’t tell you this to scare you, but to help you understand the importance of knowing how to interact and behave in organizations. So, let’s get started! 1.1 What is an Organization?	1,108	2,324
msmarco_v2.1_doc_00_10474505#4_15272874	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Even if you just take the average 7.5 hours per day an individual spends “working” in an organization, you will end up in an organizational environment a little over 111 days per year. If you work for 40 years, you’ll basically spend 12 of those years at work. We don’t tell you this to scare you, but to help you understand the importance of knowing how to interact and behave in organizations. So, let’s get started! 1.1 What is an Organization? PLEASE NOTE: This book is currently in draft form; material is not final. Learning Objectives Understand the three common components of the various definitions of the term “organization.” Differentiate among the four types of organizations:	1,877	2,565
msmarco_v2.1_doc_00_10474505#5_15276042	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	PLEASE NOTE: This book is currently in draft form; material is not final. Learning Objectives Understand the three common components of the various definitions of the term “organization.” Differentiate among the four types of organizations: mutual benefit, business concerns, service, and commonweal. As with any academic endeavor, one must understand what one is studying before one can delve into the specifics and intricacies of the subject matter. For this reason, this section is going to start by defining what is meant by the term “organization” and then looking at three different ways of categorizing different types of organization. Defining “Organization” Many people have attempted to define what is meant by the word “organization.” Instead of following suit and throwing yet another definition into the mix, we’ve selected a number of definitions from common dictionary definitions to ones used by business, psychology, economics, and communication scholars.	2,324	3,297
msmarco_v2.1_doc_00_10474505#6_15279505	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	mutual benefit, business concerns, service, and commonweal. As with any academic endeavor, one must understand what one is studying before one can delve into the specifics and intricacies of the subject matter. For this reason, this section is going to start by defining what is meant by the term “organization” and then looking at three different ways of categorizing different types of organization. Defining “Organization” Many people have attempted to define what is meant by the word “organization.” Instead of following suit and throwing yet another definition into the mix, we’ve selected a number of definitions from common dictionary definitions to ones used by business, psychology, economics, and communication scholars. Table 1.1 "Defining “Organization”" contains a partial list of the different types of definitions seen across various academic disciplines. Table 1.1 Defining “Organization” Dictionary Definition (1) the act of organizing or the state of being organized; ( 2) an organized structure or whole; ( 3) a business or administrative concern united and constructed for a particular end (4) a body of administrative officials, as of a political party, a government department, etc (5) order or system; method.	2,566	3,797
msmarco_v2.1_doc_00_10474505#7_15283242	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Table 1.1 "Defining “Organization”" contains a partial list of the different types of definitions seen across various academic disciplines. Table 1.1 Defining “Organization” Dictionary Definition (1) the act of organizing or the state of being organized; ( 2) an organized structure or whole; ( 3) a business or administrative concern united and constructed for a particular end (4) a body of administrative officials, as of a political party, a government department, etc (5) order or system; method. organization. ( 2009). Collins English Dictionary—Complete & Unabridged 10th Edition. Retrieved March 18, 2012, from Dictionary.com website: http://dictionary.reference.com/browse/organization General Business Definitions “a system of consciously coordinated activities of two or more persons.”	3,298	4,091
msmarco_v2.1_doc_00_10474505#8_15286523	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	organization. ( 2009). Collins English Dictionary—Complete & Unabridged 10th Edition. Retrieved March 18, 2012, from Dictionary.com website: http://dictionary.reference.com/browse/organization General Business Definitions “a system of consciously coordinated activities of two or more persons.” Barnard, C. I. (1938). The functions of the executive. Cambridge, MA: Harvard University Press, pg. 73.	3,798	4,195
msmarco_v2.1_doc_00_10474505#9_15289382	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Barnard, C. I. (1938). The functions of the executive. Cambridge, MA: Harvard University Press, pg. 73. “The accomplishment of an objective requires collective effort, men set up an organization designed to coordinate the activities of many persons and to furnish incentives for others to join them for this purpose.” Blau, P. M., & Scott, W. R. (1962). Formal organizations: A comparative approach. San Francisco:	4,092	4,506
msmarco_v2.1_doc_00_10474505#10_15292250	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	“The accomplishment of an objective requires collective effort, men set up an organization designed to coordinate the activities of many persons and to furnish incentives for others to join them for this purpose.” Blau, P. M., & Scott, W. R. (1962). Formal organizations: A comparative approach. San Francisco: Chandler, pg. 5. “A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis. All organizations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authority to carry out defined tasks. Organizations are open systems in that they affect and are affected by the environment beyond their boundaries.”	4,195	4,973
msmarco_v2.1_doc_00_10474505#11_15295492	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Chandler, pg. 5. “A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis. All organizations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authority to carry out defined tasks. Organizations are open systems in that they affect and are affected by the environment beyond their boundaries.” organization. ( n.d.). Retrieved March 18, 2012, from BusinessDictionary.com website: http://www.businessdictionary.com/definition/organization.html “a Body of individuals working under a defined system of rules, assignments procedures, and relationships designed to achieve identifiable objectives and goals.” Greenwald, H. P. (2008).	4,507	5,308
msmarco_v2.1_doc_00_10474505#12_15298760	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	organization. ( n.d.). Retrieved March 18, 2012, from BusinessDictionary.com website: http://www.businessdictionary.com/definition/organization.html “a Body of individuals working under a defined system of rules, assignments procedures, and relationships designed to achieve identifiable objectives and goals.” Greenwald, H. P. (2008). Organizations: Management without control. Los Angeles, CA: Sage, pg. 6.	4,974	5,381
msmarco_v2.1_doc_00_10474505#13_15301624	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Organizations: Management without control. Los Angeles, CA: Sage, pg. 6. Organizational Behavior Definitions “a social unit within which people have achieved somewhat stable relations (not necessarily face-to-face) among themselves in order to facilitate obtaining a set of objectives or goals.” Litterer, J. A. (1963). Organizations: Structured behavior. New York:	5,309	5,674
msmarco_v2.1_doc_00_10474505#14_15304445	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Organizational Behavior Definitions “a social unit within which people have achieved somewhat stable relations (not necessarily face-to-face) among themselves in order to facilitate obtaining a set of objectives or goals.” Litterer, J. A. (1963). Organizations: Structured behavior. New York: John Wiley and Sons, pg. 5. “an organization is a complex system, which includes as subsystems: ( 1) management, to interrelate and integrate through appropriate linking processes all the elements of the system in a manner designed to achieve the organizational objectives, and (2) a sufficient number of people so that constant face-to-face interaction is impossible.” Lundgren, E. F. (1974).	5,381	6,067
msmarco_v2.1_doc_00_10474505#15_15307597	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	John Wiley and Sons, pg. 5. “an organization is a complex system, which includes as subsystems: ( 1) management, to interrelate and integrate through appropriate linking processes all the elements of the system in a manner designed to achieve the organizational objectives, and (2) a sufficient number of people so that constant face-to-face interaction is impossible.” Lundgren, E. F. (1974). Organizational management: Systems and process. San Francisco: Canfield Press, pg. 7.	5,675	6,153
msmarco_v2.1_doc_00_10474505#16_15310531	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Organizational management: Systems and process. San Francisco: Canfield Press, pg. 7. Economics Definition A short hand expression for the integrated aggregation of those persons who are primarily involved in: “ ( 1) the undertaking or managing of risk and the handling of economic uncertainty; ( 2) planning and innovation; ( 3) coordination, administration and control; ( 4) and routine supervision” of an enterprise.	6,068	6,483
msmarco_v2.1_doc_00_10474505#17_15313406	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Economics Definition A short hand expression for the integrated aggregation of those persons who are primarily involved in: “ ( 1) the undertaking or managing of risk and the handling of economic uncertainty; ( 2) planning and innovation; ( 3) coordination, administration and control; ( 4) and routine supervision” of an enterprise. Harbison, F. (1959). Entrepreneurial organization as a factor in economic development. The Quarterly Journal of Economics, 70, 364–379, pg. 365. Industrial/Organizational Psychology Definition “work consists of patterned human behavior and the ‘equipment’ consists of the human beings.”	6,153	6,770
msmarco_v2.1_doc_00_10474505#18_15316508	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Harbison, F. (1959). Entrepreneurial organization as a factor in economic development. The Quarterly Journal of Economics, 70, 364–379, pg. 365. Industrial/Organizational Psychology Definition “work consists of patterned human behavior and the ‘equipment’ consists of the human beings.” Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York, NY: John Wile & Sons, pg. 55.	6,484	6,882
msmarco_v2.1_doc_00_10474505#19_15319377	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York, NY: John Wile & Sons, pg. 55. “lively sets of interrelated systems [task, structure, technology, people, and the environment] designed to perform complicated tasks.” Levitt, H. J. (1972). Managerial psychology: An introduction to individuals, pairs, and groups in organizations. Chicago:	6,771	7,140
msmarco_v2.1_doc_00_10474505#20_15322201	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	“lively sets of interrelated systems [task, structure, technology, people, and the environment] designed to perform complicated tasks.” Levitt, H. J. (1972). Managerial psychology: An introduction to individuals, pairs, and groups in organizations. Chicago: The University of Chicago Press, pg. 265. Organizational Communication Definitions “social collectives in which people develop ritualized patterns of interaction in an attempt to coordinate their activities and efforts in the ongoing accomplishment of personal and group goals.” Kreps, G. L. (1986). Organizational communication.	6,882	7,470
msmarco_v2.1_doc_00_10474505#21_15325254	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	The University of Chicago Press, pg. 265. Organizational Communication Definitions “social collectives in which people develop ritualized patterns of interaction in an attempt to coordinate their activities and efforts in the ongoing accomplishment of personal and group goals.” Kreps, G. L. (1986). Organizational communication. New York: Longman, pg. 5. “including five critical features—namely, the existence of a social collectivity, organizational and individual goals, coordinated activity, organizational structure, and the embedding of the organization with an environment of other organizations.” Miller, K. (2012).	7,141	7,765
msmarco_v2.1_doc_00_10474505#22_15328349	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	New York: Longman, pg. 5. “including five critical features—namely, the existence of a social collectivity, organizational and individual goals, coordinated activity, organizational structure, and the embedding of the organization with an environment of other organizations.” Miller, K. (2012). Organizational communication: Approaches and processes (6th ed.). Boston, MA: Wasdworth-Cengage, pg. 11.	7,471	7,870
msmarco_v2.1_doc_00_10474505#23_15331208	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Organizational communication: Approaches and processes (6th ed.). Boston, MA: Wasdworth-Cengage, pg. 11. “Communicative structures of control.” Mumby, D. (in press). Organizational communication. Los Angeles, CA: SAGE.	7,766	7,984
msmarco_v2.1_doc_00_10474505#24_15333881	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	“Communicative structures of control.” Mumby, D. (in press). Organizational communication. Los Angeles, CA: SAGE. “an organized collection of individuals working interdependently within a relatively structured, organized, open system to achieve common goals.” Richmond, V. P., & McCroskey, J. C. (2009). Organizational communication for survival: Making work, work (4th ed.). Boston:	7,870	8,254
msmarco_v2.1_doc_00_10474505#25_15336729	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	“an organized collection of individuals working interdependently within a relatively structured, organized, open system to achieve common goals.” Richmond, V. P., & McCroskey, J. C. (2009). Organizational communication for survival: Making work, work (4th ed.). Boston: Allyn & Bacon, pg. 1. “an aggregate of persons, arranged in predetermined patterns of relationships, in order to accomplish stated objectives.” Redding, W. C. (1964). The organizational communicator.	7,984	8,454
msmarco_v2.1_doc_00_10474505#26_15339663	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Allyn & Bacon, pg. 1. “an aggregate of persons, arranged in predetermined patterns of relationships, in order to accomplish stated objectives.” Redding, W. C. (1964). The organizational communicator. In W. C. Redding & G. A Sanborn (Eds.), Business and industrial communication: A source book (pp. 29–58). New York:	8,255	8,570
msmarco_v2.1_doc_00_10474505#27_15342438	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	In W. C. Redding & G. A Sanborn (Eds.), Business and industrial communication: A source book (pp. 29–58). New York: Harper & Row, pg. 33. After reading this laundry list of different definitions for the word “organization,” you may wonder how you to determine which one is the best? Well, to be honest—we think they all have something to offer. When you look at the various definitions for the word “organization,” you will start to see a certain pattern emerge of consistent themes within the definition.	8,455	8,960
msmarco_v2.1_doc_00_10474505#28_15345418	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Harper & Row, pg. 33. After reading this laundry list of different definitions for the word “organization,” you may wonder how you to determine which one is the best? Well, to be honest—we think they all have something to offer. When you look at the various definitions for the word “organization,” you will start to see a certain pattern emerge of consistent themes within the definition. Jason Wrench Wrench, J. S. (in press). Communicating within the modern workplace: Challenges and prospects. In J. S. Wrench (Ed.), Workplace communication for the 21st century:	8,571	9,137
msmarco_v2.1_doc_00_10474505#29_15348454	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Jason Wrench Wrench, J. S. (in press). Communicating within the modern workplace: Challenges and prospects. In J. S. Wrench (Ed.), Workplace communication for the 21st century: Tools and strategies that impact the bottom line: Vol. 1. Internal workplace communication. Santa Barbara, CA:	8,961	9,248
msmarco_v2.1_doc_00_10474505#30_15351186	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Tools and strategies that impact the bottom line: Vol. 1. Internal workplace communication. Santa Barbara, CA: Praeger. examined a similar list of definitions and concluded that there are three primary features that run through all definitions of the term “organization”: the structure, the goal, and the people. Organizational Structures The first major theme commonly seen in the various definitions of the word “organization” has to do with structure How an organization functions in terms of what happens both within the organization itself and within its external environment. .	9,138	9,721
msmarco_v2.1_doc_00_10474505#31_15354236	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s03-introduction-to-organizational.html	Introduction to Organizational Communication	Chapter 1 Introduction to Organizational Communication Chapter 1 Introduction to Organizational Communication Why Organizational Communication Matters 1.1 What is an Organization? Learning Objectives Defining “Organization” Organizational Structures External Environment Input Throughput Output Organizational Goals Output Adaptation Management Motivation Positional Organizational People Interdependency Interaction Control Leadership Types of Organizations Mutual Benefit Associations Business Concerns Service Organizations Commonweal Organizations Key Takeaways Exercises 1.2 What is Communication? Learning Objectives Process Source Individual vs. Group Message Channel Verbal Nonverbal Mediated Receiver A Few Notes About The Basic Model Key Takeaways Exercises 1.3 History of Organizational Communication Learning Objectives Ways of Viewing Organizational Communication “Organizational Communication” as a Discipline “Organizational Communication” as a Descriptor “Organizational Communication” as a Phenomenon A Conceptual Definition of “Organizational Communication” A History of Organizational Communication Key Takeaways Exercises 1.4 Approaches to Organizational Communication Research Learning Objectives Social-Scientific/Quantiative Survey Research in Organizational Communication Experimental Research in Organizational Communication Content Analysis in Organizational Communication Example of Quantiative/Social Scientific Research Qualitative Interpretive Communicating in Natural Environments Guided by Personal Objectives People Giving Meaning to their Own Communication Example of Interpretive/Qualitative Research Critical Questioning the 4 I’s Denaturalization and/or Rearticulation Inspiring Social Reform Constraining Choice and Action Example of Rhetorical/Critical Scientific Research Comparing the Three Types Key Takeaway Exercise 1.5 Chapter Exercises Real World Case Study Real World Case Study Real World Case Study End-of-Chapter Assessment Head Answer Key	Praeger. examined a similar list of definitions and concluded that there are three primary features that run through all definitions of the term “organization”: the structure, the goal, and the people. Organizational Structures The first major theme commonly seen in the various definitions of the word “organization” has to do with structure How an organization functions in terms of what happens both within the organization itself and within its external environment. . When we talk about how organizations are structured, we are talking primarily about how they function in terms of what happens both within an organization and how an organizations functions within its external environment. For our purposes, we will look at structure in terms of	9,249	10,000
msmarco_v2.1_doc_00_10607339#0_15357455	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	Followership 7.2 Followership Learning Objectives Define the term followership. Explain Ira Chaleff’s styles of followership. Describe Roger Adair’s 4-D Followership Model. Differentiate among McCroskey and Richmond’s three Organizational Orientations. In 1988, Robert Kelley wrote an article in the Harvard Business Review where he explained that so much of the research on what happens between organizational members is written from the perspective that leadership is king and everything else is periphery. Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142-148. Instead, Kelley believed that followership should be center stage right along research and writing on leadership. Surprisingly, this article was met with a lot of controversy, “Some people just flat out didn’t like it, comparing followers to sled dogs whose destiny is always to look at the rear end of the dog in front of them, but never to see the wider horizon or make the decisions of the lead dog Other readers could not thank me enough for articulating what they secretly held in their hearts.”	0	1,096
msmarco_v2.1_doc_00_10607339#1_15359341	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142-148. Instead, Kelley believed that followership should be center stage right along research and writing on leadership. Surprisingly, this article was met with a lot of controversy, “Some people just flat out didn’t like it, comparing followers to sled dogs whose destiny is always to look at the rear end of the dog in front of them, but never to see the wider horizon or make the decisions of the lead dog Other readers could not thank me enough for articulating what they secretly held in their hearts.” Kelley, R. E. (2008). Rethinking followership. In R. E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp.	509	1,288
msmarco_v2.1_doc_00_10607339#2_15360894	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	Kelley, R. E. (2008). Rethinking followership. In R. E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 5-15). San Francisco, CA: Jossey-Bass; pg 6. Since 1988, writings in the popular press and in academic circles have routinely discussed the nature of followership.	1,097	1,452
msmarco_v2.1_doc_00_10607339#3_15362009	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	5-15). San Francisco, CA: Jossey-Bass; pg 6. Since 1988, writings in the popular press and in academic circles have routinely discussed the nature of followership. While there is still some controversy over the nature of followership, leadership researchers uniformly now examine and discuss the importance of followership in the corporate environment. So what then is followership? As a basic concept, followership The act or condition under which an individual helps or supports a leader in the accomplishment of organizational goals. is the act or condition under which an individual helps or supports a leader in the accomplishment of organizational goals. However, Jon Howell and Maria Mendez defined followership as less in terms of a straight-forward definition but more as different roles followership can take.	1,289	2,108
msmarco_v2.1_doc_00_10607339#4_15363589	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	While there is still some controversy over the nature of followership, leadership researchers uniformly now examine and discuss the importance of followership in the corporate environment. So what then is followership? As a basic concept, followership The act or condition under which an individual helps or supports a leader in the accomplishment of organizational goals. is the act or condition under which an individual helps or supports a leader in the accomplishment of organizational goals. However, Jon Howell and Maria Mendez defined followership as less in terms of a straight-forward definition but more as different roles followership can take. First, followership can take an interactive role, which means that a follower’s role is to complement and support her or his leader in accomplishing organizational goals. Second, followership can be an independent role, where followers act independently of their leaders with little necessity for oversight or management. Lastly, followership can take on a shifting role perspective, where followership is seen as less a concrete title or position but rather a state one embodies depending on the tasks at hands. In some situations, an individual may be a leader and in others a follower depending on the context of the organizational goals. The rest of this section is going to examine a series of different perspectives in the literature involving organizational followership:	1,453	2,887
msmarco_v2.1_doc_00_10607339#5_15365789	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	First, followership can take an interactive role, which means that a follower’s role is to complement and support her or his leader in accomplishing organizational goals. Second, followership can be an independent role, where followers act independently of their leaders with little necessity for oversight or management. Lastly, followership can take on a shifting role perspective, where followership is seen as less a concrete title or position but rather a state one embodies depending on the tasks at hands. In some situations, an individual may be a leader and in others a follower depending on the context of the organizational goals. The rest of this section is going to examine a series of different perspectives in the literature involving organizational followership: Ira Chaleff’s styles of followership, Roger Adair’s 4-D Followership Model, and McCroskey and Richmond’s Organizational Orientations. Ira Chaleff’s Styles of Followership One of the first models for understanding the nature of leader-follower interactions from the follower’s perspective is Ira Chaleff’s Styles of Followership she discussed in her ground breaking book The Courageous Follower. Chaleff, I. (2003). The courageous follower (2nd ed.). San Francisco, CA:	2,109	3,356
msmarco_v2.1_doc_00_10607339#6_15367832	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	Ira Chaleff’s styles of followership, Roger Adair’s 4-D Followership Model, and McCroskey and Richmond’s Organizational Orientations. Ira Chaleff’s Styles of Followership One of the first models for understanding the nature of leader-follower interactions from the follower’s perspective is Ira Chaleff’s Styles of Followership she discussed in her ground breaking book The Courageous Follower. Chaleff, I. (2003). The courageous follower (2nd ed.). San Francisco, CA: Barrett-Koehler. Based on the name of the book, Chaleff’s perspective is that followership is an act of courage that someone decides to take. As such, she sees followership as having the courage to engage in two different behaviors: the courage to support the leader and the courage to challenge the leader’s behavior and/or policies. Figure 7.5 "Styles of Followership" demonstrates what happens when you combine the courage to challenge and support.	2,888	3,808
msmarco_v2.1_doc_00_10607339#7_15369555	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	Barrett-Koehler. Based on the name of the book, Chaleff’s perspective is that followership is an act of courage that someone decides to take. As such, she sees followership as having the courage to engage in two different behaviors: the courage to support the leader and the courage to challenge the leader’s behavior and/or policies. Figure 7.5 "Styles of Followership" demonstrates what happens when you combine the courage to challenge and support. Figure 7.5 Styles of Followership Resource The first follower style discussed by Chaleff is the resource Follower type described by Ira Chaleff who will not challenge nor support the leader doing only the minimal amount of work to keep her or his job. . The resource is someone who will not challenge nor support the leader. This follower basically does the minimal amount to keep her or his job, but nothing more. Individualist The second followership style is the individualist Follower type described by Ira Chaleff who will provide little to no support for her or his leader but has no problem challenging the leader’s behavior and policies.	3,357	4,454
msmarco_v2.1_doc_00_10607339#8_15371434	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	Figure 7.5 Styles of Followership Resource The first follower style discussed by Chaleff is the resource Follower type described by Ira Chaleff who will not challenge nor support the leader doing only the minimal amount of work to keep her or his job. . The resource is someone who will not challenge nor support the leader. This follower basically does the minimal amount to keep her or his job, but nothing more. Individualist The second followership style is the individualist Follower type described by Ira Chaleff who will provide little to no support for her or his leader but has no problem challenging the leader’s behavior and policies. . This individual will provide little to no support for her or his leader, but has no problem challenging the leader’s behavior and policies. This individual is generally very argumentative and/or aggressive in her or his behavior. While this individual will often speak out when no one else will, people see this person as inherently contrarian so her or his ideas are generally marginalized. Implementer The third followership style is the implementer Follower type described by Ira Chaleff who will be more than happy to support her or his leader in any way possible, but the implementer will not challenge the leader’s behavior or policies even when the leader is making costly mistakes.	3,808	5,146
msmarco_v2.1_doc_00_10607339#9_15373553	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	. This individual will provide little to no support for her or his leader, but has no problem challenging the leader’s behavior and policies. This individual is generally very argumentative and/or aggressive in her or his behavior. While this individual will often speak out when no one else will, people see this person as inherently contrarian so her or his ideas are generally marginalized. Implementer The third followership style is the implementer Follower type described by Ira Chaleff who will be more than happy to support her or his leader in any way possible, but the implementer will not challenge the leader’s behavior or policies even when the leader is making costly mistakes. . The implementer is more than happy to support her or his leader in any way possible, but the implementer will not challenge the leader’s behavior and/or policies even when the leader is making costly mistakes. The implementer simply sees it as her or his job to follow order, not question those orders. While this kind of pure-followership may be great in the military, it can be very harmful in the corporate world. Partner The final type of followership is the partner Follower type described by Ira Chaleff who will support and challenge a leader because this follower sees her or himself as having a stake in the leader’s decisions.	4,454	5,785
msmarco_v2.1_doc_00_10607339#10_15375667	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	. The implementer is more than happy to support her or his leader in any way possible, but the implementer will not challenge the leader’s behavior and/or policies even when the leader is making costly mistakes. The implementer simply sees it as her or his job to follow order, not question those orders. While this kind of pure-followership may be great in the military, it can be very harmful in the corporate world. Partner The final type of followership is the partner Follower type described by Ira Chaleff who will support and challenge a leader because this follower sees her or himself as having a stake in the leader’s decisions. . Partner followership occurs when a follower is both supportive and challenging. This type of follower believes that he or she has a stake in a leader’s decisions, so he or she will act accordingly. If the partner thinks a leader’s decision is unwise, he or she will have no problem clearly dissenting within the organizational environment. At the same time, these followers will ultimately provide the most (and most informed) support possible to one’s leader.	5,146	6,248
msmarco_v2.1_doc_00_10607339#11_15377556	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	. Partner followership occurs when a follower is both supportive and challenging. This type of follower believes that he or she has a stake in a leader’s decisions, so he or she will act accordingly. If the partner thinks a leader’s decision is unwise, he or she will have no problem clearly dissenting within the organizational environment. At the same time, these followers will ultimately provide the most (and most informed) support possible to one’s leader. Roger Adair’s 4-D Followership Model In 2008 Roger Adair proposed the 4-D Followership model to help explain the types of people who exist within an organization. Adair, R. (2008). Developing great leaders, one follower at a time. In R. E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership:	5,785	6,560
msmarco_v2.1_doc_00_10607339#12_15379112	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	Roger Adair’s 4-D Followership Model In 2008 Roger Adair proposed the 4-D Followership model to help explain the types of people who exist within an organization. Adair, R. (2008). Developing great leaders, one follower at a time. In R. E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 137-153). San Francisco, CA: Jossey-Bass. The basic model Adair proposed for understanding followers examines a follower’s level of job satisfaction and her or his productivity.	6,248	6,802
msmarco_v2.1_doc_00_10607339#13_15380437	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	How great followers create great leaders and organizations (pp. 137-153). San Francisco, CA: Jossey-Bass. The basic model Adair proposed for understanding followers examines a follower’s level of job satisfaction and her or his productivity. Based on the combination of job satisfaction and productivity, Adair demonstrates the likelihood that someone will decide to leave the organization. The basic model can be seen in Figure 7.6 "4-D Followership Model". Figure 7.6 4-D Followership Model Disgruntled The first type of follower is called the disgruntled Type of follower described by Roger Adair who has encountered some event within the organization that has left them feeling detached, angry, or displeased, which leads to low levels of job satisfaction and productivity. follower. He or she has low levels of job satisfaction and is not overly productive at work either.	6,561	7,438
msmarco_v2.1_doc_00_10607339#14_15382085	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	Based on the combination of job satisfaction and productivity, Adair demonstrates the likelihood that someone will decide to leave the organization. The basic model can be seen in Figure 7.6 "4-D Followership Model". Figure 7.6 4-D Followership Model Disgruntled The first type of follower is called the disgruntled Type of follower described by Roger Adair who has encountered some event within the organization that has left them feeling detached, angry, or displeased, which leads to low levels of job satisfaction and productivity. follower. He or she has low levels of job satisfaction and is not overly productive at work either. These followers have typically encountered some event within the organization that has left them feeling detached, angry, or displeased. Maybe this person was passed up for a job promotion or he or she is being bullied in the workplace. Whatever the initial trigger, these individuals are toxic to the work environment. If the disgruntled follower is caught early on in her or his downward slip into this state, there is a chance to pull her or him away from the disgruntled cliff. Unfortunately, too many leaders do not notice the signs early on and these followers either end up reacting negatively in the workplace or they job ship as soon as they get an offer.	6,803	8,103
msmarco_v2.1_doc_00_10607339#15_15384151	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	These followers have typically encountered some event within the organization that has left them feeling detached, angry, or displeased. Maybe this person was passed up for a job promotion or he or she is being bullied in the workplace. Whatever the initial trigger, these individuals are toxic to the work environment. If the disgruntled follower is caught early on in her or his downward slip into this state, there is a chance to pull her or him away from the disgruntled cliff. Unfortunately, too many leaders do not notice the signs early on and these followers either end up reacting negatively in the workplace or they job ship as soon as they get an offer. Disengaged The second type of follower is someone who is disengaged Type of follower described by Roger Adair doesn’t see the value in her or his work so he or she opts to do the minimum necessary to ensure her or his employment. , or someone who doesn’t see the value in her or his work, so he or she opts to do the minimum necessary to ensure her or his employment. Often these individuals perceive their work as meaningless or not really helping the organization achieve its basic goals, so they basically tune out. Often people who are disengaged become so because the original expectations they had for the job are simply not met, so they may feel lied to by the organization, which can lead to low levels of organizational commitment. Doer The third type of follower is called the doer Type of follower described by Roger Adair is highly motivated and constantly looking for bigger and better work opportunities either within their current organization or in a new one.	7,439	9,079
msmarco_v2.1_doc_00_10607339#16_15386566	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	Disengaged The second type of follower is someone who is disengaged Type of follower described by Roger Adair doesn’t see the value in her or his work so he or she opts to do the minimum necessary to ensure her or his employment. , or someone who doesn’t see the value in her or his work, so he or she opts to do the minimum necessary to ensure her or his employment. Often these individuals perceive their work as meaningless or not really helping the organization achieve its basic goals, so they basically tune out. Often people who are disengaged become so because the original expectations they had for the job are simply not met, so they may feel lied to by the organization, which can lead to low levels of organizational commitment. Doer The third type of follower is called the doer Type of follower described by Roger Adair is highly motivated and constantly looking for bigger and better work opportunities either within their current organization or in a new one. . Doers “are motivated, excited to be part of the team. They are enterprising people, and overall are considered high producers. The only real issue with these employees is that no matter where they go in an organization, the grass always looks greener elsewhere.” Adair, R. (2008).	8,103	9,362
msmarco_v2.1_doc_00_10607339#17_15388609	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	. Doers “are motivated, excited to be part of the team. They are enterprising people, and overall are considered high producers. The only real issue with these employees is that no matter where they go in an organization, the grass always looks greener elsewhere.” Adair, R. (2008). Developing great leaders, one follower at a time. In R. E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 137-153).	9,079	9,567
msmarco_v2.1_doc_00_10607339#18_15389867	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	Developing great leaders, one follower at a time. In R. E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 137-153). San Francisco, CA: Jossey-Bass; pg. 145. A doer often starts as someone who is upwardly mobile in the organization and become doers when one of two things occurs.	9,363	9,730
msmarco_v2.1_doc_00_10607339#19_15390995	http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s09-02-followership.html	Followership	7.2 Followership 7.2 Followership Learning Objectives Ira Chaleff’s Styles of Followership Resource Individualist Implementer Partner Roger Adair’s 4-D Followership Model Disgruntled Disengaged Doer Disciple James C. McCroskey and Virginia Richmond’s Organizational Orientations Organizational Orientations—Short Form The Three Orientations Upwardly Mobiles Indifferents Ambivalents Outcomes of Organizational Orientations Key Takeaways Exercises	San Francisco, CA: Jossey-Bass; pg. 145. A doer often starts as someone who is upwardly mobile in the organization and become doers when one of two things occurs. First, doers want more out of life and if they don’t feel that there is continued possibilities for upward mobility within an organization, they are very likely to jump ship. Second, if a doer does not feel he or she is receiving adequate recognition for her or his con	9,568	10,000
msmarco_v2.1_doc_00_10634855#0_15392194	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Define molecule. Name simple molecules based on their formulas. Determine a formula of a molecule based on its name. There are many substances that exist as two or more atoms connected together so strongly that they behave as a single particle. These multiatom combinations are called molecules The smallest part of a substance that has the physical and chemical properties of that substance. . A molecule is the smallest part of a substance that has the physical and chemical properties of that substance. In some respects, a molecule is similar to an atom. A molecule, however, is composed of more than one atom. Some elements exist naturally as molecules.	0	754
msmarco_v2.1_doc_00_10634855#1_15393392	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	. A molecule is the smallest part of a substance that has the physical and chemical properties of that substance. In some respects, a molecule is similar to an atom. A molecule, however, is composed of more than one atom. Some elements exist naturally as molecules. For example, hydrogen and oxygen exist as two-atom molecules. Other elements also exist naturally as diatomic molecules A molecule with only two atoms. (see Table 3.3 "Elements That Exist as Diatomic Molecules" ). As with any molecule, these elements are labeled with a molecular formula A formal listing of what and how many atoms are in a molecule. , a formal listing of what and how many atoms are in a molecule. (	488	1,172
msmarco_v2.1_doc_00_10634855#2_15394522	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	For example, hydrogen and oxygen exist as two-atom molecules. Other elements also exist naturally as diatomic molecules A molecule with only two atoms. (see Table 3.3 "Elements That Exist as Diatomic Molecules" ). As with any molecule, these elements are labeled with a molecular formula A formal listing of what and how many atoms are in a molecule. , a formal listing of what and how many atoms are in a molecule. ( Sometimes only the word formula is used, and its meaning is inferred from the context.) For example, the molecular formula for elemental hydrogen is H 2, with H being the symbol for hydrogen and the subscript 2 implying that there are two atoms of this element in the molecule. Other diatomic elements have similar formulas: O 2, N 2, and so forth. Other elements exist as molecules—for example, sulfur normally exists as an eight-atom molecule, S 8, while phosphorus exists as a four-atom molecule, P 4 (see Figure 3.3 "Molecular Art of S" ).	755	1,715
msmarco_v2.1_doc_00_10634855#3_15395937	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	Sometimes only the word formula is used, and its meaning is inferred from the context.) For example, the molecular formula for elemental hydrogen is H 2, with H being the symbol for hydrogen and the subscript 2 implying that there are two atoms of this element in the molecule. Other diatomic elements have similar formulas: O 2, N 2, and so forth. Other elements exist as molecules—for example, sulfur normally exists as an eight-atom molecule, S 8, while phosphorus exists as a four-atom molecule, P 4 (see Figure 3.3 "Molecular Art of S" ). Otherwise, we will assume that elements exist as individual atoms, rather than molecules. It is assumed that there is only one atom in a formula if there is no numerical subscript on the right side of an element’s symbol. Table 3.3 Elements That Exist as Diatomic Molecules Hydrogen Oxygen Nitrogen Fluorine Chlorine Bromine Iodine Figure 3.3 Molecular Art of S 8 and P 4 Molecules If each green ball represents a sulfur atom, then the diagram on the left represents an S 8 molecule. The molecule on the right shows that one form of elemental phosphorus exists, as a four-atom molecule. Figure 3.3 "Molecular Art of S" shows two examples of how we will be representing molecules in this text.	1,172	2,408
msmarco_v2.1_doc_00_10634855#4_15397640	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	Otherwise, we will assume that elements exist as individual atoms, rather than molecules. It is assumed that there is only one atom in a formula if there is no numerical subscript on the right side of an element’s symbol. Table 3.3 Elements That Exist as Diatomic Molecules Hydrogen Oxygen Nitrogen Fluorine Chlorine Bromine Iodine Figure 3.3 Molecular Art of S 8 and P 4 Molecules If each green ball represents a sulfur atom, then the diagram on the left represents an S 8 molecule. The molecule on the right shows that one form of elemental phosphorus exists, as a four-atom molecule. Figure 3.3 "Molecular Art of S" shows two examples of how we will be representing molecules in this text. An atom is represented by a small ball or sphere, which generally indicates where the nucleus is in the molecule. A cylindrical line connecting the balls represents the connection between the atoms that make this collection of atoms a molecule. This connection is called a chemical bond The connection between two atoms in a molecule. . In Chapter 9 "Chemical Bonds", we will explore the origin of chemical bonds.	1,716	2,822
msmarco_v2.1_doc_00_10634855#5_15399209	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	An atom is represented by a small ball or sphere, which generally indicates where the nucleus is in the molecule. A cylindrical line connecting the balls represents the connection between the atoms that make this collection of atoms a molecule. This connection is called a chemical bond The connection between two atoms in a molecule. . In Chapter 9 "Chemical Bonds", we will explore the origin of chemical bonds. You will see other examples of this “ball and cylinder” representation of molecules throughout this book. Many compounds exist as molecules. In particular, when nonmetals connect with other nonmetals, the compound typically exists as molecules. ( Compounds between a metal and a nonmetal are different and will be considered in Section 3.4 "Ions and Ionic Compounds" .) Furthermore, in some cases there are many different kinds of molecules that can be formed between any given elements, with all the different molecules having different chemical and physical properties.	2,409	3,393
msmarco_v2.1_doc_00_10634855#6_15400653	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	You will see other examples of this “ball and cylinder” representation of molecules throughout this book. Many compounds exist as molecules. In particular, when nonmetals connect with other nonmetals, the compound typically exists as molecules. ( Compounds between a metal and a nonmetal are different and will be considered in Section 3.4 "Ions and Ionic Compounds" .) Furthermore, in some cases there are many different kinds of molecules that can be formed between any given elements, with all the different molecules having different chemical and physical properties. How do we tell them apart? The answer is a very specific system of naming compounds, called chemical nomenclature A very specific system for naming compounds, in which unique substances get unique names. . By following the rules of nomenclature, each and every compound has its own unique name, and each name refers to one and only one compound. Here, we will start with relatively simple molecules that have only two elements in them, the so-called binary compounds:	2,823	3,861
msmarco_v2.1_doc_00_10634855#7_15402149	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	How do we tell them apart? The answer is a very specific system of naming compounds, called chemical nomenclature A very specific system for naming compounds, in which unique substances get unique names. . By following the rules of nomenclature, each and every compound has its own unique name, and each name refers to one and only one compound. Here, we will start with relatively simple molecules that have only two elements in them, the so-called binary compounds: Identify the elements in the molecule from its formula. This is why you need to know the names and symbols of the elements in Table 3.2 "Names and Symbols of Common Elements". Begin the name with the element name of the first element. If there is more than one atom of this element in the molecular formula, use a numerical prefix to indicate the number of atoms, as listed in Table 3.4 "Numerical Prefixes Used in Naming Molecular Compounds". Do not use the prefix mono- if there is only one atom of the first element.	3,394	4,381
msmarco_v2.1_doc_00_10634855#8_15403585	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	Identify the elements in the molecule from its formula. This is why you need to know the names and symbols of the elements in Table 3.2 "Names and Symbols of Common Elements". Begin the name with the element name of the first element. If there is more than one atom of this element in the molecular formula, use a numerical prefix to indicate the number of atoms, as listed in Table 3.4 "Numerical Prefixes Used in Naming Molecular Compounds". Do not use the prefix mono- if there is only one atom of the first element. Table 3.4 Numerical Prefixes Used in Naming Molecular Compounds The Number of Atoms of an Element Prefix 1 mono- 2 di- 3 tri- 4 tetra- 5 penta- 6 hexa- 7 hepta- 8 octa- 9 nona- 10 deca- Name the second element by using three pieces: a numerical prefix indicating the number of atoms of the second element, plus the stem of the element name (e.g., ox for oxygen, chlor for chlorine, etc.), plus the suffix -ide. Combine the two words, leaving a space between them. Let us see how these steps work for a molecule whose molecular formula is SO 2, which has one sulfur atom and two oxygen atoms—this completes step 1.	3,861	4,995
msmarco_v2.1_doc_00_10634855#9_15405196	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	Table 3.4 Numerical Prefixes Used in Naming Molecular Compounds The Number of Atoms of an Element Prefix 1 mono- 2 di- 3 tri- 4 tetra- 5 penta- 6 hexa- 7 hepta- 8 octa- 9 nona- 10 deca- Name the second element by using three pieces: a numerical prefix indicating the number of atoms of the second element, plus the stem of the element name (e.g., ox for oxygen, chlor for chlorine, etc.), plus the suffix -ide. Combine the two words, leaving a space between them. Let us see how these steps work for a molecule whose molecular formula is SO 2, which has one sulfur atom and two oxygen atoms—this completes step 1. According to step 2, we start with the name of the first element—sulfur. Remember, we don’t use the mono- prefix for the first element. Now for step 3, we combine the numerical prefix di- (see Table 3.4 "Numerical Prefixes Used in Naming Molecular Compounds") with the stem ox- and the suffix -ide, to make dioxide. Bringing these two words together, we have the unique name for this compound—sulfur dioxide. Why all this trouble?	4,381	5,426
msmarco_v2.1_doc_00_10634855#10_15406731	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	According to step 2, we start with the name of the first element—sulfur. Remember, we don’t use the mono- prefix for the first element. Now for step 3, we combine the numerical prefix di- (see Table 3.4 "Numerical Prefixes Used in Naming Molecular Compounds") with the stem ox- and the suffix -ide, to make dioxide. Bringing these two words together, we have the unique name for this compound—sulfur dioxide. Why all this trouble? There is another common compound consisting of sulfur and oxygen whose molecular formula is SO 3, so the compounds need to be distinguished. SO 3 has three oxygen atoms in it, so it is a different compound with different chemical and physical properties. The system of chemical nomenclature is designed to give this compound its own unique name. Its name, if you go through all the steps, is sulfur trioxide. Different compounds have different names.	4,996	5,877
msmarco_v2.1_doc_00_10634855#11_15408074	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	There is another common compound consisting of sulfur and oxygen whose molecular formula is SO 3, so the compounds need to be distinguished. SO 3 has three oxygen atoms in it, so it is a different compound with different chemical and physical properties. The system of chemical nomenclature is designed to give this compound its own unique name. Its name, if you go through all the steps, is sulfur trioxide. Different compounds have different names. In some cases, when a prefix ends in a or o and the element name begins with o we drop the a or o on the prefix. So we see monoxide or pentoxide rather than monooxide or pentaoxide in molecule names. One great thing about this system is that it works both ways. From the name of a compound, you should be able to determine its molecular formula. Simply list the element symbols, with a numerical subscript if there is more than one atom of that element, in the order of the name (we do not use a subscript 1 if there is only one atom of the element present;	5,427	6,435
msmarco_v2.1_doc_00_10634855#12_15409527	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	In some cases, when a prefix ends in a or o and the element name begins with o we drop the a or o on the prefix. So we see monoxide or pentoxide rather than monooxide or pentaoxide in molecule names. One great thing about this system is that it works both ways. From the name of a compound, you should be able to determine its molecular formula. Simply list the element symbols, with a numerical subscript if there is more than one atom of that element, in the order of the name (we do not use a subscript 1 if there is only one atom of the element present; 1 is implied). From the name nitrogen trichloride, you should be able to get NCl 3 as the formula for this molecule. From the name diphosphorus pentoxide, you should be able to get the formula P 2 O 5 (note the numerical prefix on the first element, indicating there is more than one atom of phosphorus in the formula). Example 3 Name each molecule. PF 3 CO Se 2 Br 2 Solution A molecule with a single phosphorus atom and three fluorine atoms is called phosphorus trifluoride.	5,877	6,912
msmarco_v2.1_doc_00_10634855#13_15411011	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	1 is implied). From the name nitrogen trichloride, you should be able to get NCl 3 as the formula for this molecule. From the name diphosphorus pentoxide, you should be able to get the formula P 2 O 5 (note the numerical prefix on the first element, indicating there is more than one atom of phosphorus in the formula). Example 3 Name each molecule. PF 3 CO Se 2 Br 2 Solution A molecule with a single phosphorus atom and three fluorine atoms is called phosphorus trifluoride. A compound with one carbon atom and one oxygen atom is properly called carbon monoxide, not carbon monooxide. There are two atoms of each element, selenium and bromine. According to the rules, the proper name here is diselenium dibromide. Test Yourself Name each molecule. SF 4 P 2 S 5 Answers sulfur tetrafluoride diphosphorus pentasulfide Example 4 Give the formula for each molecule.	6,436	7,299
msmarco_v2.1_doc_00_10634855#14_15412331	http://2012books.lardbucket.org/books/beginning-chemistry/s07-02-molecules-and-chemical-nomencl.html	Molecules and Chemical Nomenclature	3.2 Molecules and Chemical Nomenclature 3.2 Molecules and Chemical Nomenclature Learning Objectives Example 3 Example 4 Key Takeaways Exercises Answers	A compound with one carbon atom and one oxygen atom is properly called carbon monoxide, not carbon monooxide. There are two atoms of each element, selenium and bromine. According to the rules, the proper name here is diselenium dibromide. Test Yourself Name each molecule. SF 4 P 2 S 5 Answers sulfur tetrafluoride diphosphorus pentasulfide Example 4 Give the formula for each molecule. carbon tetrachloride silicon dioxide trisilicon tetranitride Solution The name carbon tetrachloride implies one carbon atom and four chlorine atoms, so the formula is CCl 4. The name silicon dioxide implies one silicon atom and two oxygen atoms, so the formula is SiO 2. We have a name that has numerical prefixes on both elements. Tri- means three, and tetra- means four, so the formula of this compound is Si 3 N 4. Test Yourself Give the formula for each molecule.	6,912	7,767

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