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64 Cards in this Set
- Front
- Back
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two ways to looking at an organization |
structurally and relationally |
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four metaphors of organizing organizations |
machine, culture, sites of domination, system |
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machine (metaphor for organizations) |
specialization, replaceability, processes are standardized, predictable; McDonald's |
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culture (metaphor for organizations) |
shared meaning and vocabulary, relationships; Google |
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site of domination (metaphor for organization) |
power struggles, control, give up who you are when you join; Army, boarding school |
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anticipatory socialization |
how we learn about organizations before we begin working |
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work/vocational anticipatory socialization |
learn about what work is, the value of it, what it looks like to give effort and get a reward |
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occupation anticipatory socialization |
learn about particular types of jobs or industries |
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organization anticipatory socialization |
learn about specifics we want to work in |
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organization encounter |
when you enter the organization; both formal and informal |
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fundamental paradox |
how businesses balance company goals/interests as well as personal/employee interests; instrumental vs. relational goals |
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system (metaphor for organizations) |
sees organizations by living, breathing entities; characterized by life; organizations are complex; connected by interdependent parts; embeddedness |
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equifinality |
there are multiple paths to any goal |
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nonsummativity |
the whole of the organization is more than the sum of its parts |
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embeddedness adaptation |
how the environment outside the company impacts it; contrast with machine metaphor |
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permeability (system metaphor) |
let feedback in, new members join with new perspectives/ideas |
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negative entropy |
avoid breaking down because they can change adapt; McDonald's offering apple slices |
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five bases of power |
legitimate, expert, reward, coercive, referent |
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legitimate power |
power based on position |
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expert power |
power based on knowledge |
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reward power |
power based on someone's ability to give something, like a raise |
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coercive power |
power based on the ability to punish |
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referent power |
power created by respect, admiration |
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five ways culture is formed |
founders; stories, rituals, traditions; selection, socialization; systems, procedures; leaders |
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five things culture does |
provides differentiation, builds and maintains identity, enhances social system, facilitates commitment, facilitates control |
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Schein's model of organization culture (from outer to inner) |
artifacts, espoused values, basic assumptions |
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culture as structure |
focuses on large-scale differences in values, beliefs, goals, and preferred ways of acting |
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culture as transacted |
cultural beliefs and values are established and reinforced through everyday communication |
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coded system of meanings |
a set of beliefs, a heritage, and a way of being that is transacted in communication |
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monochronic culture |
a culture that views time as a valuable commodity and punctuality as very important |
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polychronic culture |
a culture that sees time not as linear and simple but as complex and made up of many strands, none of which is more important than any other |
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four barriers to intercultural communication |
assumed similarity; stereotyping; anxiety and withdrawal; ethnocentrism |
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three key practices of intercultural communication |
awareness, perspective, choice |
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determinism (technology) |
technology determines its own use; people are basically powerless against it |
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social construction (technology) |
norms, values, customs shape technology use |
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social information processing model |
we take cues about what is appropriate from our environment, which determines how we use technology |
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social shaping (technology) |
technology determines people's behavior but people also influence technology |
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diffusion of innovations model definition |
the process by which technology is communicated or adopted for certain groups |
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diffusion of innovations model five stages |
innovators, early adopters, early majority, late majority, laggards |
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media richness model |
face to face, video conference, telephone, email, letter, flyer/magazine |
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four relational needs (technology) |
promoting interaction, withdrawing from interaction, differentiating relationships, enacting, evaluating roles |
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"the media equation" |
we treat our technology like we treat people; personality, flattery, politeness |
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three needs technology fulfills |
security, control, belonging |
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parasocial relationships |
we form "relationships" we media characters |
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microcoordination |
the unique management of social interaction made possible through cell phones |
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three types of microcoordination |
midcourse adjustment, iterative coordination, softening of schedules |
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socialization impact of media |
depictions of relationships in media provide models of behavior that inform people about how to engage in relationships |
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relational technologies |
technologies whose use has relational functions and implications in society and within specific groups |
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core ties |
people with whom you have a very close relationships and are in frequent contact with; a person often discusses important matters in life with these people and seeks their assistance in times of need |
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significant ties |
people who are more than acquaintances but with whom a strong connection does not exist; a person is not overly likely to talk with these people or seek help from them, but are still there when needed |
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synchronous commnication |
communication in which people interact in real time and can at once both send and receive messages |
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asynchronous communication |
communication in which there is a slight or prolonged delay between the message and the response; the interactants must alternate between sending and receiving messages |
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four kinds of persuasion |
policy, value, fact, conjecture |
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foot-in-the-door |
make a small request then follow up with a bigger one |
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door-in-the-face |
start by making a big request then follow it up with something small |
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pre-giving |
if someone gives you something, you are more likely to buy a product |
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emotions |
fear, guilt |
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five strategies for compliance gaining |
rewarding activities, punishing activities, expertise activities, activating impersonal commitments (morals), activating personal commitments |
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three dimensions of credibility |
knowledge, trustworthiness, and goodwill |
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speeches to convince |
a speech delivered in an attempt to impact audience thinking; encompasses a primary claim, or essentially what the speaker is trying to convince the audience to believe |
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speeches to actuate |
a speech that is delivered in an attempt to impact audience behavior |
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extended parallel process model |
a model that explains the process of fear appeals using the key elements of perceived threat and perceived efficacy |
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two components that make up guilt appeals |
evocation of guilt and path to atonement |
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compliance gaining |
involves interpersonal attempts at influence, especially attempts to influence someone's behavior |
