Management and Instrumental Communication

Abstract

The central task of purpose-driven communication is its strong reliance on instrumental rationality often expressed in strategic rationality. As a consequence, the issue of instrumental rationality or — in managerial terms simply called — strategy is a core issue of managerial functions in any larger company or corporation. It is also important for managerialism. Understanding the centrality of techniques, functionality, and instrumental means-end strategies by management also means understanding the strategic use of com- munication as a structuring device. To understand management’s origin and the present use of instrumental or strategic communication, it is important not to neglect the core divisions prevalent in any workplace. Any view of work that blurs, obscures, or clouds the relationship between (a) those who manage and (b) those who are managed also blurs the borders of communication.³⁴⁶ Despite all the rhetoric of managerialism, today’s work is still defined by those two groups. The strongest reflection of the reality of work is Taylor’s separation of planning, designing and coordinating from the execution of actual work by labour.³⁴⁷