Baker Summary

In their 1994 article The Rhetoric of Power: Political Issues in Management Writing, Margaret Baker and Carol David of Iowa State University examine the construct of power in professional communication. Specifically, they argue that the traditional sale model of business communication – which is reader-centered and aimed at seeking attention, interest, desire, and action through persuasion – fails to take into account subordination relationships present in management writing. According to Baker and David (1994), the traditional sale model of communication is based on predetermined formulas for “bad news, good, and persuasive messages” and, by failing to consider social, collaborative, and contextual perspectives in writing, does not accurately reflect the political realities implicit in memos written to subordinates.

The authors argue that by projecting the power of rank in business communication, managers create ethos and ensure a greater commitment of employees to corporate goals. Managers create ethos by using three rhetorical and linguistic strategies: projecting leadership, assuming commonality, and controlling information.

In their memos to subordinates, managers project leadership by establishing values, inciting action, and setting goals. For example, if a manager wanted his employees to find ways to increase profits, under the traditional sales model, the manager would relate the problem to personal promotions and salary increases, which may or may not yield sustainable results. Under the projecting leadership model, on the other hand, the manager would assert his or her goal-setting right and motivate the employees to achieve the goals.

Managers can reinforce employees’ commitment to organizational goals by assuming commonality between themselves and the employees, reinforcing their sense of belonging to the organization and creating the sense of both parties working toward the same goals rather than the employees simply following the orders. This will also make employees believe that the manager acts in the company’s best interests, reinforcing the manager’s credibility.

According to Baker and David (1994), controlling information is a powerful way in which a manager can project leadership and assume commonality in business communications to their subordinates. The authors argue that managers may choose to release or withhold information to guide subordinates in the right direction, and employees should be aware of and accept the manager’s power to withhold information to ensure responsible decision making.

However, even when they employ the strategies of projecting leadership, assuming commonality, and controlling information, managers do not create meaning for the reader. Baker and David (1994) argue that these strategies are only as good as the manager’s credibility as it is perceived by their subordinates. An ethos will only be created if the reader perceives the manager as credible, confident, and acting in the company’s best interests. In this case, managers will gain compliance not only because of their position of power, but because employees trust the company’s and manager’s ethos.