Chapt 8

Front 1

Characteristics Of Organizations

Back 1

hierarchy, bureaucracy

Front 2

Hierarchy

Back 2

a system that is divided into orders and ranks, status and power are not distributed equally; some people are subordinate to others

Front 3

bureaucracy

Back 3

there is a clear chain of command, every members reports to someone else who is resopnsible for overseeing his/her work

Front 4

Information Flow

Back 4

the path information takes as it passes through
- formal channels of communication, informal channels of communication, downward flow, upward flow, horizontal flow

Front 5

Formal Channels of COmmunication

Back 5

occur whne information flows through a structured chain of command officially recognized by the organization

Front 6

informal channesl of communication

Back 6

when information takes a more personal and less structured path

Front 7

Downward flow

Back 7

occurs when someone near the top of the organization sends a message to someone near the bottom of the chain, ex. instructions, appraisals, oreintation,

Front 8

Downward flow Problems

Back 8

not enough, too much, information overload, inappropriate channels, filtering through serioal transmission, lack of clarity

Front 9

downward flow fixes

Back 9

target, vuild in redundancy, multiple channels, encourage questions

Front 10

Upward FLow

Back 10

occurs when a message travels from the bottom of the chart to the top,

Front 11

Upward FLow Examples

Back 11

progress reports, problems, suggestions

Front 12

UPward Flow Problems

Back 12

often neglected, no follow-up, distorted to aviod negative info

Front 13

upward flow fixes

Back 13

ombudsman- person's whose job it is to listen to the people at the lower levels of the organization and pass their concerns directly to the top, follow-up, encourage and review criticism

Front 14

Horiontal Flow

Back 14

occurs when communication takes place between people on the same level

Front 15

Horizontal Flow Examples

Back 15

cross department teams and meetings, problem-solving, information sharing

Front 16

Horiz. Flow Problems

Back 16

clash of interests and persepctives, jargon/vocabulary, competition/territorailty

Front 17

Horiz Flow Fixes

Back 17

cooperative climate, paraphrasing and clarifying

Front 18

Network Analysis

Back 18

a method of mapping informal communication patterns

Front 19

Clique

Back 19

a group of people who communicate more with eachother than they do with others in the organization, have similar jobs or common status

Front 20

liaison

Back 20

someone who connects two cliques without being a member of either one, may help spread information b/w people who might not normally speak to eachother

Front 21

Bridge

Back 21

a member of a lcique who has connections with another clique

Front 22

isolate

Back 22

someone who is outisde the informal netowrk, has no links to any clique

Front 23

loose coupling

Back 23

when the relationships b/w subunits in an organization is relatively weak

Front 24

tight coupling

Back 24

when the rel.ship b/w subunits in an organization are closely connected and highly interdependent

Front 25

Organizational Culture

Back 25

consists of collectivaly held logics and legends about organizational life and the organizations identity

Front 26

Organizational Culture Metaphors

Back 26

linquistic expressions that allow us to experience one ting in terms of another, both reflect and shape the way we see the world
(family vs army metaphors)

Front 27

Organizational Culture Stories

Back 27

help us make sens of organizational culture by reflecting company values
(scotch tape story)

Front 28

Rites

Back 28

pubilcly performed, relatively elaborate, dramatic, planned sets of activiites that consolidate various forms of cultural expressions into one event

Front 29

Ceremonial

Back 29

a system of several rites connected with a single occasion or event. (ex. graduation)

Front 30

Rites of Passage

Back 30

purpose: celebrate new role identitites
ex. army basic training, freshman orientation
consequences: facilitate tranfsformation into new role while ensuring new member is as much as poissible like previous members

Front 31

Rites of Degradation

Back 31

purpose: strip away power or remove incumbent from role
ex. impeachement, student judicial hearing
consequences: strengthens organizational boundaries by defining who belongs and who doesn't reaffirm value of role by punishing out of role behavior

Front 32

Rites of Enhancement

Back 32

Purpose: reward organization achievement,
example: academy awards, honor society induction
cosequences:enhanve status and value of organization, motivate individuals to strive, give organization credit for individual achievement

Front 33

Rites of Renewal

Back 33

purpose: improve functioning of organization
example: diversity awareness training, studen government retreat
consequences: make members believe something is being done to solve probllems

Front 34

Rites of Conlifct Reduction

Back 34

purpose: reduce conflict and aggression
example: collective bargaining, grievance procedures
consequences: deflect attention away from problems; compartmentalize conflict

Front 35

Rites of Integration

Back 35

purpose: create common identity and commitment to organization
example: mardi gras, end of semester party
consequences: permit catharsis; loosen norms temporarily in order to reaffirm their moral rightness, channel agression

Front 36

Sexual harrassment Legally Recognized Types

Back 36

quid pro quo (something for something): demand sex in exxchange for some job benefit
hostile environment: repeated acts create abusive work atmosphere

Front 37

Sex Harras is more likely to occur if

Back 37

"normal" employee defines as male, support systems for women/minorities are weak or nonexistent, relatively independent units, strong hierarchy