Interorganizational Communication

INTERORGANIZATIONAL COMMUNICATION
RONALD REAGAN T. ALONZO BULACAN STATE UNIVERSITY GRADUATE SCHOOL August 31, 2013
INTERORGANIZATIONAL COMMUNICATION (IOC)

Interorganizational communication (IOC) emphasizes relationships organizations have with external constituents as opposed to relationships that 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 analysis refers to inquiry into how a targeted group receives and uses content delivered by an identified sender. Audience analysis is sometimes referred to as reception analysis and is also associated with focus group research. Audience analysis can help you gain valuable insight about your readers, which can help you to choose and develop a relevant, meaningful topic.
Audience Types
Unaware is one that has little or no information on you and your topic. Indifferent may be aware of your topic and information, but members are not interested in learning more about it. Favorable is one that is likely to agree with your point of view and/or support you as a speaker. Unfavorable is often seen as the hardest to convince because members are predisposed to disagree with your information and claims.
Who are your audience Gatekeeper has the power to stop your message instead of sending it on to other audiences. The primary audience will decide whether to accept your recommendations or will act based on your message. The secondary audience may be asked to comment on your message or to implement your ideas after they have been approved.
Who are your audience (cont) An auxiliary audience may encounter your message but will not have to interact with it. A watchdog audience, though it does not have the power to stop the message and will not act directly on it, has political, social, or economic power.
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Interorganizational Communication
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, education background etc.? Interest- Why are they reading your document? Environment- Where will this document be sent/viewed? Needs- What are the audience's needs associated with your document topic? Customization- What specific needs/interests should you the writer address relating to the specific audience? Expectations- What does the audience expect to learn from your document? The audience should walk away having their initial questions answered andCommunication explained. 7 8/31/2013 Interorganizational
STAKEHOLDER ANALYSIS
is the process of identifying the individuals or groups that are likely to affect or be affected by a proposed action, and sorting them according to their impact on the action and the impact the action will have on them.
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STAKEHOLDER ANALYSIS Stakeholder analysis is a term that refers to 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 potential changes.
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Stakeholder Types
A stakeholder is any person or organization, who can 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 Stakeholders C. 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 project may 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 partners Your coworkers Your team Customers Suppliers Lenders Analysts Future recruits Trades associations The press Interest groups The public The community
Prospective customers
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? What is their current opinion of your work? Is it based on good 8/31/2013 Interorganizational Communication 14 information?
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, complex problems, multiple organizations and institutions must join together to form a metaorganization capable of developing the largescale 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.
Types of Interorganizational Networks

Spot market transactions - The spot market or cash market 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-thecounter(OTC)
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Relational contracting - A relational contract is a contract 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 an enterprise 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 - Interlocking directorate 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, and unified 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 Interorganizational Communication 20

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 partners resources, including markets, technologies, capital and people.
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Strategic alliances - A strategic alliance is an agreement between 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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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 environmental change, 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.
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 see different 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 results 8/31/2013 Interorganizational Communication 24
Continuum of Collaboration Definitions Networking Relationship -not deliberate Cooperation -only mutual agreement Coordination -more formal agreement -work together on program specific goals -more compatible missions -limited risk Collaboration -deliberately designed -solve common problems; -solutions emerge from dealing constructively with difference; -mutual benefit -high risk
Mission / Goals
-work together on joint goals -no commonly -no common goals defined mission, structure or planning effort -low risk -exchange of information -limited risk
Risk Resource Sharing
-shared risks, -some resources -some resources responsibilities, and and rewards shared and rewards shared rewards.
-sustained relationship and effort; -more durable and pervasive -emergent
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Investment
-short term
-limited
-limited
Process
-none
-focussed
-focused
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Forms of Collaborative Endeavors

public-private partnerships future commissions interagency collaborations online networks school-community partnerships networks and coalitions regional collaboratives
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The Four (4) Ps of effective collaboration

Purpose (What is the collaboration effort trying to achieve?) People (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 other people? ) Place (How will the team conduct their interactions?)
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INTERORGANIZATIONAL CONFLICT
Conflict that is developed between organizations is named as Inter-organizational conflict. Interorganizational 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 interorganizational conflict.
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Types of Interorganizational Conflict

SUBSTANTIVE CONFLICT
occurs when a basic disagreement arises between the two organizations at a fundamental level
takes place when individuals between the organizations find themselves reacting on an emotional levelout of fear, jealousy, envy or stubbornness
EMOTIONAL CONFLICT
CULTURAL CONFLICT
can occur based on cultural needs and desires. These conflicts are often the result of basic misinterpretation
Conflict Management Styles Avoiding- is a deliberate decision to take no action on a conflict. It may be useful for situations that are temporary or to give hot tempers time to cool off. Accommodating- is the style that is most frequently used with family and friends. Competing - is an assertive, uncooperative style that may be appropriate in an emergency or when you know you are right and are willing to satisfy your own interests at the expense
Conflict Management Styles Compromising - involves each party giving up something to reach a solution to the 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 is satisfactory to both parties.
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THANK YOU!
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Interorganizational Communication

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INTERORGANIZATIONAL COMMUNICATION

INTERORGANIZATIONAL COMMUNICATION (IOC)

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8/31/2013 Interorganizational Communication 4

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A.U.D.I.E.N.C.E. (How to conduct audience analysis)

Types: A. Primary stakeholders B. Secondary Stakeholders C. Key Stakeholders

The benefits of using a stakeholder-based approach are that:

How to Use Stakeholder Analysis Step 1: Identify Your Stakeholders

How to Use Stakeholder Analysis Step 2: Prioritize Your Stakeholders

How to Use Stakeholder Analysis Step 3: Understand Your Key Stakeholders

How to Use Stakeholder Analysis Step 3: Understand Your Key Stakeholders

Types of Interorganizational Networks

A spot market can be: an organized market an exchange or Over-thecounter(OTC)

Types of Interorganizational Networks

Types of Interorganizational Networks

Types of Interorganizational Networks

Types of Interorganizational Networks

Types of Interorganizational Networks

External Networks: Relating to other organizations and publics

Risk Resource Sharing

Forms of Collaborative Endeavors

The Four (4) Ps of effective collaboration

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Types of Interorganizational Conflict

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