LEARNING OUTCOMES
After completing the course, students
- understand the role of communication in organizational processes
- know the general principles and practices of effective organizational communication
- understand the role of communication in leading and managing people at work
- are able to demonstrate knowledge and skills in planning, implementation and analyzing of organizational communication
- are able to reflect on their own performance in organizational and leadership communication situations.
Credits: 6
Schedule: 25.10.2023 - 01.12.2023
Teacher in charge (valid for whole curriculum period):
Teacher in charge (applies in this implementation): Pekka Pälli
Contact information for the course (applies in this implementation):
Instructor: pekka.palli@aalto.fi
CEFR level (valid for whole curriculum period):
Language of instruction and studies (applies in this implementation):
Teaching language: English. Languages of study attainment: English
CONTENT, ASSESSMENT AND WORKLOAD
Content
valid for whole curriculum period:
Introducing the basic concepts, terminology, and models of organizational communication in different contexts, the course focuses on the communication function and behavior in organizations and explores their relationship to other management functions. The course draws on the socio-constructionist theories of organizational communication. The course is designed to help students develop their management and leadership capabilities by improving their interpersonal and communication skills. Topics covered include manager-employee communication, interactional skills in communication, productive organizational dialogue, and team leadership.
applies in this implementation
9 class sessions, group work and independent learning assignments. For details, see the course program on the course's MyCourses page.
Assessment Methods and Criteria
applies in this implementation
See the grading rubrics on the course's Mycourses page.
Workload
applies in this implementation
20 contact hours, 142 hours on independent learning assignments including group work.
DETAILS
Study Material
applies in this implementation
List of readings
Garner, J. T., et al. (2016). A long look back: an analysis of 50 years of organizational communication research. Review of Communication Research, 4, 29-64.
Tourish, D. & Hargie, O. (2017) Communication audits. In C. Scott & L. Lewis (Eds.) The International Encyclopedia of Organizational Communication. pp. 312-321. Chichester: Wiley.
Biganeh. M. & Young, S. (2021). Followers’ Perceptions of Positive Communication Practices in Leadership: What Matters and Surprisingly What Does Not. International Journal of Business Communication, 1 –20.
Mishra, K., Boynton, L. & Mishra, A. (2014). Driving Employee Engagement: TheExpanded Role of Internal Communications. International Journal of
Business Communication, 51(2), 183–202.Communication barriers 2008. (Open textbook in Organizational behaviour).
Jarvenpaa, S-L. & Keating, S. (2021). When do good communication models fail in
Young, M. & Post, J. (1993). Managing to communicate, communicating to manage:How Leading Companies Communi
global virtual teams? Organizational Dynamics 50, 1-12.
Substitutes for Courses
valid for whole curriculum period:
Prerequisites
valid for whole curriculum period:
FURTHER INFORMATION
Further Information
valid for whole curriculum period:
Teaching Language : English
Teaching Period : 2022-2023 Autumn II
2023-2024 Autumn IIEnrollment :
The course is restricted to 50 students. Students are admitted to the course in the following priority order: 1) Management and International Business / People Management and Organizational Development students, 2) CEMS students / BIZ exchange students, 3) Other BIZ Master's students, 4) Other students. Students must confirm their registration by participating in the first class session.
Details on the schedule
applies in this implementation
See the program and schedule table on the course main page.