interorganizational communication
TRANSCRIPT
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INTERORGANIZATIONAL
COMMUNICATIONRONALD REAGAN T. ALONZO
BULACAN STATE UNIVERSITYGRADUATE SCHOOL
August 31, 2013
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INTERORGANIZATIONAL
COMMUNICATION (IOC)
Interorganizational communication(IOC) emphasizes relationships
organizations have with external
constituents as opposed to relationshipsthat occur internally.
IOC research considers issues like
information flows, information sharing,reputation, cooperation, competition,
coalition building, and power.
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AUDIENCE ANALYSIS
In qualitative research, audience analysisrefers to inquiry into how a targeted groupreceives and uses content delivered by anidentified sender.
Audience analysis is sometimes referred to asreception analysis and is also associated withfocus group research.
Audience analysis can help you gain valuable
insight about your readers, which can helpyou to choose and develop a relevant,meaningful topic.
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Audience Types
Unaware is one that has little or noinformation on you and your topic.
Indifferentmay be aware of your topic andinformation, but members are not interested
in learning more about it. Favorableis one that is likely to agree with
your point of view and/or support you as aspeaker.
Unfavorableis often seen as the hardest toconvince because members are predisposedto disagree with your information and claims.
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Who are your audience
Gatekeeper has the power to stop yourmessage instead of sending it on to other
audiences.
The primary audience will decide whetherto accept your recommendations or will act
based on your message.
The secondary audience may be asked tocomment on your message or to
implement your ideas after they have been
approved. 8/31/2013 5Interorganizational Communication
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Who are your audience (cont)
An auxiliary audience may encounter yourmessage but will not have to interact with
it.
A watchdog audience, though it does nothave the power to stop the message and
will not act directly on it, has political,
social, or economic power.
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A.U.D.I.E.N.C.E. (How to conduct audience
analysis) Analysis- Who is the audience? Understanding- What is the audience's knowledge of
the subject?
Demographics- What is their age, gender, educationbackground etc.?
Interest- Why are they reading your document? Environment- Where will this document be
sent/viewed?
Needs- What are the audience's needs associated withyour document topic?
Customization- What specific needs/interests shouldyou the writer address relating to the specificaudience?
Expectations- What does the audience expect to learnfrom your document? The audience should walk awayhaving their initial questions answered and explained.8/31/2013 7Interorganizational Communication
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STAKEHOLDER ANALYSIS
is the process of identifying the individualsor groups that are likely to affect or be
affected by a proposed action, and sorting
them according to their impact on theaction and the impact the action will have
on them.
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STAKEHOLDER ANALYSIS
Stakeholder analysis is a term that refersto the action of analyzing the attitudes of
stakeholders towards something (most
frequently a project). It is frequently used during the preparation
phase of a project to assess the attitudes
of the stakeholders regarding the potentialchanges.
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Stakeholder Types
A stakeholderis any person ororganization, whocan be positively or negatively impacted by, or
cause an impact on the actions of a company,
government, or organization.
Types:
A. Primary stakeholders
B. Secondary StakeholdersC. Key Stakeholders
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http://en.wikipedia.org/wiki/Stakeholder_(corporate)http://en.wikipedia.org/wiki/Personhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Personhttp://en.wikipedia.org/wiki/Stakeholder_(corporate) -
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The benefits of using a stakeholder-based
approach are that: You can use the opinions of the most powerful
stakeholders to shape your projects at an early stage.
Gaining support from powerful stakeholders can help you
to win more resources this makes it more likely that
your projects will be successful
By communicating with stakeholders early and frequently,
you can ensure that they fully understand what you are
doing and understand the benefits of your project
You can anticipate what people's reaction to your projectmay be, and build into your plan the actions that will win
people's support.
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How to Use Stakeholder Analysis Step 1:
Identify Your Stakeholders think of all the people who are affected by your
work, who have influence or power over it, or
have an interest in its successful or unsuccessful
conclusion
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Your boss Shareholders Government
Senior executives Alliance partnersTrades
associations
Your coworkers Suppliers The press
Your team Lenders Interest groupsCustomers Analysts The public
Prospective
customersFuture recruits The community
Your family
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How to Use Stakeholder Analysis Step 2:
Prioritize Your Stakeholders Some of these may have the power either to block or
advance. Some may be interested in what you are doing,
others may not care. Map out your stakeholders on a
Power/Interest Grid
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How to Use Stakeholder Analysis Step 3:
Understand Your Key Stakeholders You now need to know more about your key
stakeholders. You need to know how they are likely to
feel about and react to your project. You also need to
know how best to engage them in your project and how
best to communicate with them Key Questions to ask:
What financial or emotional interest do they have in the
outcome of your work? Is it positive or negative?
What motivates them most of all? What information do they want from you?
How do they want to receive information from you? What is the
best way of communicating your message to them?
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How to Use Stakeholder Analysis Step 3:
Understand Your Key Stakeholders You can summarize the understanding you have gained
on the stakeholder map, so that you can easily see which
stakeholders are expected to be blockers or critics
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INTERORGANIZATIONAL NETWORKS
When faced with large-scale, complexproblems, multiple organizations and
institutions must join together to form a meta-
organization capable of developing the large-scale solutions needed to solve complex
problems.
Increasingly networks are being seen as
enabling structures creating greater
opportunities for advanced innovative,
improved service delivery, distributed risks,
and shared accountability.8/31/2013 16Interorganizational Communication
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Types of Interorganizational Networks
Spot market transactions - The spot market orcashmarket is a public financial market, in which financial
instruments or commodities are traded for immediate
delivery.
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A spot market can be:
an organized market
an exchange or
Over-the-counter(OTC)
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Types of Interorganizational Networks
Relational contracting - A relational contract is acontract whose effect is based upon a relationship of trust
between the parties. A relational contract provides the
means for sustaining long-term and complex contracts
with a high degree of flexibility .
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mailto:[email protected]:[email protected]://www.google.com.ph/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=p7luJ3xXUe_lJM&tbnid=6roe7v8HXhxUTM:&ved=0CAUQjRw&url=http://siliconangle.com/blog/2011/10/07/its-a-buyers-market-in-tech-from-hp-to-sony-ericsson/mergers-and-acquisitions/&ei=-_8aUqmpD5DorQe44YDwCA&psig=AFQjCNHwcym2sj7apZk3ED1rHOHNaLUfaQ&ust=1377587514356165http://www.google.com.ph/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=p7luJ3xXUe_lJM&tbnid=6roe7v8HXhxUTM:&ved=0CAUQjRw&url=http://siliconangle.com/blog/2011/10/07/its-a-buyers-market-in-tech-from-hp-to-sony-ericsson/mergers-and-acquisitions/&ei=-_8aUqmpD5DorQe44YDwCA&psig=AFQjCNHwcym2sj7apZk3ED1rHOHNaLUfaQ&ust=1377587514356165 -
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Types of Interorganizational Networks
Mergers & Acquisitions - Mergers and acquisitions(abbreviated M&A) is an aspect of corporate strategy,
corporate finance and management dealing with the
buying, selling, dividing and combining of different
companies and similar entities that can help anenterprise grow rapidly in its sector or location of origin,
or a new field or new location, without creating a
subsidiary, other child entity or using a joint venture.
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Types of Interorganizational Networks
Interlocking board directorates - Interlockingdirectorate refers to the practice of members of a
corporate board of directors serving on the boards of
multiple corporations.
interlocks allow for cohesion, coordinated action, andunified political-economic power of corporate executives.
They allow corporations to increase their influence by
exerting power as a group, and to work together towards
common goals Types of Interlock:
multiple director
direct interlock
indirect interlock 8/31/2013 20Interorganizational Communication
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Types of Interorganizational Networks
Joint ventures & IJVs - International Joint Ventures(IJVs) are becoming increasingly popular in the business
world as they aid companies to form strategic alliances.
These strategic alliances allow companies to gain
competitive advantage through access to a partnersresources, including markets, technologies, capital and
people.
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Types of Interorganizational Networks
Strategic alliances - A strategic alliance is an agreementbetween two or more parties to pursue a set of agreed
upon objectives need while remaining independent
organizations. This form of cooperation lies between
M&A and organic growth
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http://www.google.com.ph/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=p7luJ3xXUe_lJM&tbnid=6roe7v8HXhxUTM:&ved=0CAUQjRw&url=http://siliconangle.com/blog/2011/10/07/its-a-buyers-market-in-tech-from-hp-to-sony-ericsson/mergers-and-acquisitions/&ei=-_8aUqmpD5DorQe44YDwCA&psig=AFQjCNHwcym2sj7apZk3ED1rHOHNaLUfaQ&ust=1377587514356165http://en.wikipedia.org/wiki/M&Ahttp://www.google.com.ph/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=p7luJ3xXUe_lJM&tbnid=6roe7v8HXhxUTM:&ved=0CAUQjRw&url=http://siliconangle.com/blog/2011/10/07/its-a-buyers-market-in-tech-from-hp-to-sony-ericsson/mergers-and-acquisitions/&ei=-_8aUqmpD5DorQe44YDwCA&psig=AFQjCNHwcym2sj7apZk3ED1rHOHNaLUfaQ&ust=1377587514356165http://www.google.com.ph/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=p7luJ3xXUe_lJM&tbnid=6roe7v8HXhxUTM:&ved=0CAUQjRw&url=http://siliconangle.com/blog/2011/10/07/its-a-buyers-market-in-tech-from-hp-to-sony-ericsson/mergers-and-acquisitions/&ei=-_8aUqmpD5DorQe44YDwCA&psig=AFQjCNHwcym2sj7apZk3ED1rHOHNaLUfaQ&ust=1377587514356165http://en.wikipedia.org/wiki/M&A -
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External Networks: Relating to other
organizations and publics
Inflow: Research and surveillance. All groups depend on
various constituencies, stakeholders, or publics in the
larger environment for their survival. External networks
connect and respond appropriately to environmentalchange, threat opportunity or challenge. Organizations
receive information necessary to identify and respond
appropriately to environmental change, threat,
opportunity or challenge.
Outflow: Advertising, Marketing and Public Relations
refer to activities that involve the transmission of
messages into the environment with the aim of informing
and systematically influencing these publics.
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WHAT IS COLLABORATION?
As its Latin roots com and laborare suggest,collaboration reduced to its simplest definition
means "to work together.
"a process through which parties who seedifferent aspects of a problem can constructively
explore their differences and search for solutions
that go beyond their own limited vision of what is
possible." "a mutually beneficial relationship between two
or more parties who work toward common goals
by sharing responsibility, authority, and
accountability for achieving results8/31/2013 24Interorganizational Communication
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8/31/2013 25Interorganizational Communication
Continuum of Collaboration DefinitionsNetworking Cooperation Coordination Collaboration
Relationship -not deliberate -only mutualagreement
-more formal
agreement-deliberately
designed
Mission / Goals -no common goals
-work together on
joint goals
-no commonly
defined mission,
structure or
planning effort
-work together on
program specific
goals
-more compatible
missions
-solve commonproblems;
-solutions emerge
from dealing
constructively with
difference;
-mutual benefitRisk -low risk -limited risk -limited risk -high riskResource Sharing -exchange of
information-some resources
and rewards shared-some resources
and rewards shared-shared risks,
responsibilities, and
rewards.
Investment -short term -limited -limited-sustainedrelationship and
effort;
-more durable and
pervasiveProcess -none -focussed -focused -emergent
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Forms of Collaborative Endeavors
publ ic-pr ivate partnerships
fu ture comm iss ions
in teragency co l labo rat ions
on l ine networks school -commun i ty par tnersh ips
networks and coal it ions
regional co l labo rat ives
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The Four (4) Ps of effective collaboration
Purpose (What is the collaboration effort
trying to achieve?)
Peop le (Who needs to be on the team,
and in what roles? )
Processes (What is the overall process to
define the problem, analyze the current
situation, gather data, analyze options, and
gain input and support from otherpeople? )
Place (How will the team conduct their
interactions?) 8/31/2013 27Interorganizational Communication
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INTERORGANIZATIONAL CONFLICT
Conflict that is developed between organizations
is named as Inter-organizational conflict. Inter-organizational conflict usually when there is high
level of competition between two firms. Mergers,
takeovers and acquisitions may also result in
Inter-organizational conflict (Likert and
Likert 1976).
The opposite attitudes and values of two different
organizations can lead to high level of inter-organizational conflict.
8/31/2013 28Interorganizational Communication
http://www.google.com.ph/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=HkMxFkwrGE56MM&tbnid=bmWs7MMc_Ib8EM:&ved=0CAUQjRw&url=http://www.hrdpress.com/s.nl/it.I/id.31/.f&ei=SAobUpm6E8KPrQfw2oHADQ&bvm=bv.51156542,d.bmk&psig=AFQjCNE--0llRkfXRE--9mUJC369Sr_WwQ&ust=1377590164545328http://www.google.com.ph/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=HkMxFkwrGE56MM&tbnid=bmWs7MMc_Ib8EM:&ved=0CAUQjRw&url=http://www.hrdpress.com/s.nl/it.I/id.31/.f&ei=SAobUpm6E8KPrQfw2oHADQ&bvm=bv.51156542,d.bmk&psig=AFQjCNE--0llRkfXRE--9mUJC369Sr_WwQ&ust=1377590164545328http://www.google.com.ph/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=HkMxFkwrGE56MM&tbnid=bmWs7MMc_Ib8EM:&ved=0CAUQjRw&url=http://www.hrdpress.com/s.nl/it.I/id.31/.f&ei=SAobUpm6E8KPrQfw2oHADQ&bvm=bv.51156542,d.bmk&psig=AFQjCNE--0llRkfXRE--9mUJC369Sr_WwQ&ust=1377590164545328 -
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Types of Interorganizational Conflict
8/31/2013 29Interorganizational Communication
SUBSTANTIVE
CONFLICT
EMOTIONALCONFLICT
CULTURAL
CONFLICT
occurs when a basic
disagreement arises betweenthe two organizations at a
fundamental level
takes place when individuals
between the organizations findthemselves reacting on an
emotional levelout of fear,
jealousy, envy or stubbornness
can occur based on cultural
needs and desires. These
conflicts are often the result of
basic misinterpretation
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Conflict Management Styles
8/31/2013 30Interorganizational Communication
Avoiding- is a deliberate decision to take
no action on a conflict. It may be usefulfor situations that are temporary or to give
hot tempers time to cool off.
Accommodating- is the style that is mostfrequently used with family and friends.
Competing - is an assertive,
uncooperative style that may beappropriate in an emergency or when you
know you are right and are willing to
satisfy your own interests at the expense
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Conflict Management Styles
8/31/2013 31Interorganizational Communication
Compromising - involves each party
giving up something to reach a solution tothe conflict. Compromises are not optimal
solutions.
Collaborating - is the winwin style that
involves open and thorough discussion of
the conflict to arrive at a solution that issatisfactory to both parties.
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THANK YOU!