Interorganizational Communication

7/30/2019 Interorganizational Communication

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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.

8/31/2013 2Interorganizational Communication


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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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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


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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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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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?

What is their current opinion of your work? Is it based on goodinformation? 8/31/2013 14Interorganizational Communication


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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.


A spot market can be:

an organized market

an exchange or

Over-the-counter(OTC)
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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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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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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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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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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

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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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.

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Types of Interorganizational Conflict


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


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


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!

Documents

Interorganizational Communication