ORGANIZATIONAL COMMUNICATION: A THEORETICAL DISCUSSION
This study aims to present the theoretical-conceptual trajectory of communication in organizations. Currently, the communication studies use the input of several disciplines, acquiring an interdisciplinary nature. Usually, communicative objectives are cut out and treated according to the perspectives chosen among the fruitful diversity of views. In the organizational context, communication has assumed an important role in the management process. Communication in organizations must be treated in
... must be treated in an integral way, permeating all organizational actions, making permanent the construction of their culture and identity and marking a unique style and their ways of projecting themselves outwardly aiming at the construction of their image. In this sense, organizations are seen as collective units of action constituted to achieve specific ends and directed by a power that establishes a form of authority that determines the status and the role of their members. Information in the communication process starts now to be considered an intermediate variable between communication and organization. The way how the information is perceived and interpreted by the receivers determines the concretization of communication. Eisenberg, Goodal Jr. and Trethewey (2009) present other aspects of organizational communication: (i) organizational communication as information transfer; (ii) organizational communication as a transactional process; (iii) organizational communication as a control strategy; (iv) organizational communication as a balance between creativity and constraint/coercion/constraint; (V) organizational communication as a space for dialogue. According to the authors, these organizational communication models are expressed as described below. ORGANIZATIONAL COMMUNICATION: A THEORETICAL DISCUSSION construction of shared representations involves complex and delicate aspects, such as the process of expression and the negotiation and appropriation of meanings. It is there that organizational communication should play its role, without imposing its point of view to the others. It needs to do it through shared knowledge among participants in order to build a common project. In this new vision, the roles of those who carry out communication activities in the organization change. An activity that was previously conceived by specialists in the area is now shared by different professionals. Thus, communication will concretize its role as a strategic management tool when the company creates the true channels for communication to realize its basic social principle, that is, its democratic nature of allowing all individuals to share ideas, behaviors, attitudes and organizational culture (CARDOSO, 2006) . Corroborating with the previous idea, Chung et al. (2013) argue that while mass communication and technology theories exhibited the highest centrality, interpersonal, and persuasion network theory have become the most popular and influential communication theory. This goes beyond mass communication theories, involving interpersonal relations, technology, information system, health, gender, inter-culture, and organizational communication theories. A study by Welch (2011) establishes links between the communicative engagement of employees and productivity. According to the author, there are practical implications of the democratic model of communication, since it encourages communicators to consider potential engagement effects of communication strategies and tactics.