Organizational Management – Organizational Communications

By | November 1, 2017

In this installment of our guide to organizational management we look at organizational communications…

The standard patterns of communications are chain, wheel, star, and all-channel, each of which can influence the speed with which decisions are made, their accuracy, and ensuring that the key stakeholders have a satisfactory outcome based on the decision.

The chain can be seen to represent the hierarchical pattern that characterizes strictly formal information flow (from the top down) in military and some types of business organizations. The wheel can be compared with a typical autocratic organization, meaning one-man rule and limited (or even no) input from others.

The star is similar to the basic formal structure of many organizations, whereby people within a group communicate (information flowing in both directions) with a few other people in the group but not all of them. The all-channel network is analogous to the free-flow of communication in a group that encourages all of its members to become involved in group decision processes.

Its thought that in patterns with positions located centrally (such as the wheel and the star), an organization quickly develops around the people occupying these central positions. In such patterns, the organization is more stable and errors in performance are lower than in patterns having a lower degree of centrality, such as the all-channel. However, the morale of members in high centrality patterns is relatively low and this could, in the long run, lower the accuracy and speed of such networks.

Companies that spread communications out more evenly among staff will see a higher employee morale. These companies understand that availing themselves of the knowledge, skills and experience of a more diverse group results in enriched job satisfaction.

Many organizations lean toward the star pattern of communication, which would indicate that it provides the best result in the long run. A company must take certain factors into account, however, in order to determine the best method to use. These factors include such things as how quickly decisions must be made, how accurate such decisions must be, and how much of a margin for error the company can realize.

Want to know more? Click here to continue reading our guide to organizational management: Organizational Management


Product Description

The U.S. Food and Drug Administration is the most powerful regulatory agency in the world. How did the FDA become so influential? And how exactly does it wield its extraordinary power? Reputation and Power traces the history of FDA regulation of pharmaceuticals, revealing how the agency's organizational reputation has been the primary source of its power, yet also one of its ultimate constraints.


Daniel Carpenter describes how the FDA cultivated a reputation for competence and vigilance throughout the last century, and how this organizational image has enabled the agency to regulate an industry as powerful as American pharmaceuticals while resisting efforts to curb its own authority. Carpenter explains how the FDA's reputation and power have played out among committees in Congress, and with drug companies, advocacy groups, the media, research hospitals and universities, and governments in Europe and India. He shows how FDA regulatory power has influenced the way that business, medicine, and science are conducted in the United States and worldwide. Along the way, Carpenter offers new insights into the therapeutic revolution of the 1940s and 1950s; the 1980s AIDS crisis; the advent of oral contraceptives and cancer chemotherapy; the rise of antiregulatory conservatism; and the FDA's waning influence in drug regulation today.



Reputation and Power demonstrates how reputation shapes the power and behavior of government agencies, and sheds new light on how that power is used and contested.

Price: $31.29
  • Reputation and Power Organizational Image and Pharmaceutical Regulation at the FDA

Leave a Reply