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19 Cards in this Set
- Front
- Back
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-Silent generation -Baby boomers -Generation "X'ers" -Millennials |
silent- before 1946 baby- 1946-1965 X- 1966- 1779 millennials- after 1980 |
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The culture of organizations (4) |
role culture, achievement culture, power culture, people culture. |
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Role Culture |
is general conformity to expectations, clear regulations and procedures, and clearly defined tasks. Often strategies exist, usually in the form of financial rewards and bonuses, that encourage employees to perform according to expectations. -big part of this are external awards (bonus money) |
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Power culture |
described as having clear authority, high expectations for loyalty, and measures in place to ensure accountability. Traditional banks are examples of organizations in this category. |
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Achievement Culture- |
fosters creativity, competition, and independence in its employees. Less formal rules and structures exist, and employees seem to have more intrinsic motivation to perform. Small high-tech startup companies fit this category. |
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People Culture |
emphasize relationships, sharing, and friendship; employees are motivated intrinsically through job satisfaction rather than through external rewards. |
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Professional culture |
represents a shared experience that other groups don’t have, often reinforced by professional associations |
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Four notable kinds of negative communication |
rumours gossip anonymous communication outright lying. |
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Workplace relationships |
-Mentoring relationship -networking relationship -working in teams |
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Mentoring relationship |
an experienced individual helps train a person who is less experienced. |
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Networking relationship |
It is a broad process of enlisting the aid of other people to help you solve a problem or to offer insights that bear on your problem—for example, on how to publish your manuscript, where to go for low-cost auto insurance, how to find an apartment, or how to empty your cache |
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Working in groups (5 stages) |
■forming (becoming oriented) ■storming (struggling over purpose and goals) ■norming (resolving concerns, building trust) ■performing (working productively towards shared goals) ■transforming (bringing about change, celebrating accomplishments) |
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Formal leaders |
may have responsibilities for a range of domains, from multi-site industries to small departments within an organization. |
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informal leader |
May also sometimes be influential in organizations. People without official titles or offices, but who are respected because of personal wisdom or a willingness to share. Often role models who take on mentoring roles with colleagues. |
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leadership |
consists of having the ability to affect and influence others and bring about change. |
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transformational leader |
A person who is empathic rather than confrontational. -shares power with others and values collaboration. |
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Unethical use of power |
-sexual harassment - power plays |
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Assertive behavior |
behavior that enables you to act in your own best interests without denying or infringing on the rights of others—is the generally desired alternative to nonassertiveness or aggressiveness. |
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differences in gender |
Communication styles of men and women. -- Men: Formality: “thank you” Take oppositional stances Humour: mocking/teasing Women: Formality: “thanks” Take oppositional stances as attacks Humour: self-putdowns |
