Communication and Organizational Culture

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

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