Organisatsiooni otsustamisprotsesside kommunikatiivse paradoksaalsuse ületamine (Haridus- ja Teadusministeeriumi näitel)
| dc.contributor.author | Rosenberg, Age | |
| dc.date | 2006 | |
| dc.date.accessioned | 2010-10-21T08:00:13Z | |
| dc.date.available | 2010-10-21T08:00:13Z | |
| dc.date.issued | 2006 | |
| dc.description | 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. | |
| dc.format | application/pdf | |
| dc.identifier | Rosenberg, Age (2006) Organisatsiooni otsustamisprotsesside kommunikatiivse paradoksaalsuse ületamine (Haridus- ja Teadusministeeriumi näitel). Masters thesis, Tartu Ülikool. | |
| dc.identifier.uri | http://hdl.handle.net/10062/15609 | |
| dc.relation | http://mail.jrnl.ut.ee:8080/201/ | |
| dc.subject | H Social Sciences (General) | |
| dc.subject | magistritööd | |
| dc.title | Organisatsiooni otsustamisprotsesside kommunikatiivse paradoksaalsuse ületamine (Haridus- ja Teadusministeeriumi näitel) | |
| dc.type | Thesis | |
| dc.type | NonPeerReviewed |
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