Communication and Organizational Culture

• Author: Mirela Arsith, Oana Draganescu
• Position: Danubius University of Galati, Faculty of Communication Sciences
• Pages: 539-542

Commun

Danubius University of Galati, F

Abstract:

The hypothesis upon w

the premises of decisions and th

culture. In this paper we propos

culture within the "Danubius" U

economic and cultural environm

symbo

ls and specific customs, w

the symbolic dimension and the

perceived, understood and interp

Keywords:

organizational cultur

1. Introduction

Any organization requires speci

basis for interaction of a set of

va

configuring organizational culture

One of the most important acti

process by which employees c

organizational culture and meani

and objectives undertaken by m

organizational capacity.

Thus, communication helps indiv

vital in the process of socializa

Communication can help motiva

personal involvement, it gives pe

achievements to celebrate and rem

useful and ind

ispensable tool for

Communication holds that perf

pluridirect

ional as well as having

of fundamental organizational cha

A final consequence of organiz

(Marcenac & Milon & Saint-

Mi

Interdisciplinary Dimensions of Com

unication and Organizational Culture

Mirela Arsith, Oana Draganescu

i, Faculty of Communication Sciences, arsith.mirela

n which our approach is built is that, within an organization, m

t he

personnel

conduct are significantly influenced by the o

ose to identify and analyz

e the fundamental components of o

" University of Galati. The internal integration and adaptat

onments are the desirable finalities, based on values, princ

, which are shared by organization members. What we aim is

the one showed within the organization are mutually reinfor

rpreted by the staff as a sing

le and indivisible entity.

ture

; cultural environment; symbolic dimension

ecific configuration of structural arrangements, wh

values, beliefs and common representation of a gro

ture.

ctivities of an organization is communication. T

carry out exchanges of in

formation, create rel

anings. This process is a combination of messages,

y members of the organization. (Berger, 2009:

dividuals and groups to coordinate their activities to

ization, decision making, problem solving and m

ivate employees, build trus

t, create a common ide

people a way to express feelings, share their hope

remember. The agreement and support of performan

for performance management (Cismaru, 2008

, p.

erformance benchmarks, values and culture. It r

ing the ability to provide continuous feedback,

lear

change.

nizational communication is the organization's

Michel, 2006: 133). For any organization, differen

Communication

Science

539

re

ela@univ

-danubius.ro

, managers acts,

e o rganizational

f organizational

tation to socio

-

nciples, beliefs,

is to prove that

forced, th ey are

which emerges as the

roup of individuals, all

This is the dominant

relationships, build an

es, meanings, practices

: 2), which enhances

to achieve goals and is

management changes.

identity or increase the

pes and ambitions and

ance management is a

127). Organizational

t requires increasingly

earning and processing

's image capitalization

rentiate its image from