Application of the Levinisian Face-to-Face Dialogue among Local Government Units: Basis of Trendsetting Organizational Communication

Abstract

This paper explores the concept of organizational communication by tracing it from the perspective of Levinasian face-to-face dialogue in today’s contemporary interpretation of management in general and organizations in particular. This paper made use of positivist and constructivist philosophical frameworks for research. The data were gathered using a questionnaire checklist. The data were described, measured, and tested to interpret the perception of the government employees in face-to-face dialogue. The results implied a weak application of face-to-face dialogue where face-to-face communication with superiors is not fully observed and there is a high degree of communication barriers. There were a few individuals who hoard information and benefitted from the information they were hoarding. Inter-departmental communication was not fully observed, and face-to-face dialogues were not being utilized to improve job performance and meet organizational goals and objectives. Information from colleagues was not always accurate and detailed. This paper has implications for organizational, leadership, and managerial as it imposes behavioral change by anchoring its concepts from the Levinisian perspective of face-to-face dialogue.