On my first day working at the Creative Corporation, the usual 'first-day-on-the-job' things happened. I had to fill out tax forms and release documents. I met the managers and employees from the departments that I would be working with. I was given a desk and a cubicle area. I was issued an email account, was directed to set up my own instant message service with America Online. 'This is how you will communicate with me and the rest of the company,' stated my supervisor, Kitt Case. 'You have a telephone, but we rely primarily on email and instant messaging here.' Well of course they do, after all this is the 21st Century.
With the onset of the information age, organizations use communication technologies as a ubiquitous entity (Stair & Reynolds, 2001). In the industrial age of the 19th and 20th centuries, organizations relied on scientific management to construct themselves (Eisenberg & Goodall, 2004). Hierarchy, divisions of labor, and control of production and consumption were the key factors in organizing work and society. The industrial age was not a period where communication was viewed as an essential building block. Moving away from the industrial age and into the information age, where communication is seen as an essential foundation, there is much to learn about the concept of organizational communication. However, communication technologies today are an organizations weakest area in many respects. The onset of computer viruses and worms that attack what I refer to as the “basic” tools for interaction - email and instant messaging, have left the door wide open for security breaches of all types. Largely, part of this issue lies with how the Internet and LANS were designed, and how “open” and trusted communication was emphasized in the early uses of adoption.
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