Organisatsiooni otsustamisprotsesside kommunikatiivse paradoksaalsuse ületamine (Haridus- ja Teadusministeeriumi näitel)
Kuupäev
2006
Autorid
Ajakirja pealkiri
Ajakirja ISSN
Köite pealkiri
Kirjastaja
Abstrakt
Kirjeldus
Decision-making is an important process for an organisation. It is often regarded to as
a separate process. Organisational communication is, in the opposite, regarded to as a
process combined with all other processes, but nevertheless analysed separately from
them. The fact, that more and more specialists in organisational communication are
recruited in Estonian organisations, shows that organised organisational
communication is being perceived as important. But there are still too few viewpoints
and instruments to be used for describing and developing organisational
communication. Niklas Luhmann’s approach to decisions as the main elements for
autopoiesis in an organisation, help to bring one new viewpoint.
In current thesis Luhmann’s theoretical frame and in it Niels Åkerstrøm Andersen’s
approach about strategies for overcoming paradoxes in decision-making processes
(deparadoxification) were analysed. This approach makes it able to look at
organisational communication through decisions.
The purpose of the thesis was to bring out deparadoxification strategies in decision-
making processes and describe aspects of organisational communication through
them. By Andersen (2003) strategies are divided into temporal, factual and social
deparadoxification strategies. Organisational communication can best be described
through social deparadoxification strategies used in decision-making processes.
Three work-related decisions in Estonian Ministry of Education and Research were
analysed and strategies of overcoming paradoxes described. In became clear, that
although temporal, factual and social strategies were all used, connections between
characteristics of the decision and strategies used, were weak.
Through social deparadoxification strategies it is possible to describe directions and
channels of information, communication climate, but also workers’ involvement and participation. It is also possible to describe how planned and organised
communication in an organisation is.
When analysing deparadoxification strategies used in decision-making processes, it is
possible to describe aspects organisational communication. When one finds strengths
and weaknesses of organisational communication through decision-making processes,
one should also start developing communication through the same processes.
Märksõnad
H Social Sciences (General), magistritööd