The symbolic behavior perspective argues that the reality of an organization is socially constructed through communication (Cheney & Christensen, 2000; Putnam, Phillips, & Chapman, 1996).
Mead, born in 1863, arguably laid the foundation for the symbolic interactionism concept of how the individual mind arises out of the social process.
These include unethical manipulation, empty or meaningless actions, omnipresence, divisions, and unexpected interpretations (Harris & Nelson 2008, p. 239).
Blumer heads a warning to bear in mind that new situations present problems requiring adjustment and redefinition (Littlejohn & Foss, p. 160).
Specifically, obsolescence, resistance to change, and inconsistency are the three risks posed by strong values (Deal & Kennedy, 1982).
Culture provides both division and unity, and the symbols used to reinforce the organization can create powerful social alienation between individuals and groups.
Subcultures develop between managers and workers, blue and white collars, or factory and sales creating the potential for a “them versus us” environment (Harris & Nelson 2008, p. 243).
A dramatistic perspective views individuals as actors "who creatively play, improvise, interpret, and re-present roles and scripts" (Conquergood, 1991, p. 187).
Because the set of intangible activities that support the actual service itself provides a satisfying experience or a performance worth an increased financial burden (Pine & Gilmore, 1999).
Learning to act out appropriate roles is a fundamental aspect of human development and important to organizational success (Harris & Nelson 2008, p. 244).
Putting on an appropriate front (e.g. choice of clothes, language, facial expressions, excellent customer service) provides messages to support the role (Harris & Nelson 2008, p 245).
Using verbal and nonverbal symbols to fulfill the requirements of the role leads to dramatic realization (Harris & Nelson 2008, p. 246).
Although there may be legitimate concerns regarding unethical impression management, it is a useful tool “to secure leadership positions and to achieve goals” (Hackman & Johnson, 2000, p. 24).
The rituals of arrival include those processes that explain what we must learn in order to be a bonafide member of the organization (Harris & Nelson 2008, p. 248).
New members find that “taken-for-granted ways no longer fit; the familiar customs and practices of the previous job or role are inappropriate” (Gabriel et al., 2000, p. 16).
When this definition is applied to corporate life, such diverse activities as personnel testing, organizational development programs, and collective bargaining can be seen as rites that have not only practical consequences but also express important cultural meanings (Trice & Beyer, 1985, pp. 372–373).
Symbolic behavior perspective is also closely related to organizational communication and interpersonal relationships which involve interaction between two or more people and how they work together to achieve goals.