Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
141 Cards in this Set
- Front
- Back
|
“We communicate with people at work because our assigned tasks require us to do so.” (p. 6)
|
Organizational Communication defined
|
|
|
“Process through which people come to think of something that they have created as having its own identity, existence, and power” (Conrad & Poole, 2012, p. 10).
Generally refers to making something real, bringing it into being, or making something concrete. |
Reification
|
|
|
If organizations are to survive, they must ______ and _______ the actions of their members.
|
control & coordinate
|
|
|
“If an organization successfully controls its members, the individual needs for autonomy, creativity, and sociability are frustrated.” (p.12)
“If the organization fails to control its members, it loses the ability to coordinate its members’ individual activities, and FAILS.” (p. 12) These explain the ________ |
Fundamental paradox
|
|
|
______ (of a country or region) the right or condition of self-government, esp. in a particular sphere
|
Autonomy
|
|
|
What was the argument between the XO and the Captain in the movie "Crimson Tide"?
|
XO wanted to wait for conformation before launching the missiles and the Captain wanted to launch them off anyways.
|
|
|
What it says and what it does not say
Consider range of responses possible Expectations of employees |
Deconstructing Messages
|
|
|
Natural (obvious/beyond debate)
Normal (expected/morally correct) Conforming to Messages and Rules |
Legitimizing Messages/Rules
|
|
|
Explains similarities and the lack of or slowness of change (Scott, 2008)
Three types of influence identified Any structure or mechanism of social order and cooperation governing the behavior of a set of individuals within a given human community |
Institutional Theory
|
|
|
Forced to adopt certain structures/practices by others
|
Coercive influence
|
|
|
Influenced to adopt structure/practice by normative pressure from like-size organizations
|
Normative influence
|
|
|
Seek to be exemplary organizations by imitating others
|
Mimetic influence
|
|
|
Why do process ______ matter when thinking about strategic organizational communication?
Tool-set for working through complex issues Provides ways of viewing the world as a whole Leverage points for change Enables new understanding of why things are as they are Breakthrough solutions |
systems
|
|
|
Contact Management _____
Calendar _____ Financial ______ Invoice/collect Track money in/out |
System
|
|
|
1. The whole is MORE than the sum of its parts.
2. Cause-effect relationships in systems are complex. 3. It takes time to find the right levers. 4. To understand a system, don’t just focus on the system itself. 5. Systems must adapt or they perish. 6. History is important in organizational systems. 7. Systems must constantly learn and renew themselves. |
Principles of systems thinking
|
|
|
Which department has authority over the other, and where do departments fit into the ______ of the organization, and which departments work with which.
The sequence of industrial, administrative, or other processes through which a piece of work passes from initiation to completion. |
Workflow
|
|
|
The variables can be defined independently of one another, but their influence is due to how they interact with each other in the system. Is called ______
or "all of something" |
Wholeness
|
|
|
Critical parts of the system which can be used to change and control the system.
|
Levers
|
|
|
Every system is embedded in a group of larger systems called ________
|
suprasystems
|
|
|
Every system is made up of smaller, interdependent systems called _______
|
subsystems
|
|
|
Every system is embedded in an _______, that is, in a complex set of pressures, the surroundings or conditions in which a person, animal, or plant lives or operates.
|
environment
|
|
|
1. A formal hierarchical structure
2. Centralized power 3. Specialization 4. Chain of command 5. Legal Authority 6. Employment based on technical qualifications |
• Characteristics of Traditional Organizations (i.e., hierarchy, centralization, etc.).
|
|
|
_______ Work Ethic
Initiative taking individualism Calvinism- Work hard/serve God and others Make a living to support your family and help your neighbors Not about the material wealth |
Bureaucracy and the Protestant ethic
|
|
|
"Bureaucracies will always rule and determine who has power."- said by:______
|
Weber
|
|
|
Occurs based on the structure of bureaucracies.
Evolution of technology Dehumanized, technological society Intentionally Impersonal Weber argued that Bureaucracy is irreversible |
The Iron Cage of Bureaucracy
|
|
|
Rationalization
A lack of individuality Loss of autonomy Lack of individual freedom Increase in specialization Issues of corruption |
Costs of Bureaucracy
|
|
|
Subordinates must want to be involved in decision making.
Supervisors must be willing to engage with subordinates Issues must be important to participants. Must have expertise. Managers must legitimize participatory systems. |
Requirements for PDM
|
|
|
Higher-ups don't want to give up their power
Social Anxiety Timely and Costly Traditional Authority Workers may not want to bare the burden of responsibility |
Resistance to PDM
|
|
|
Traditional Authority
Workers may not want to bear the weight of responsibility. Communication anxiety may also hamper participation. Employees may feel additional stress. Supervisors may resist as well: desire power. |
Resistance to PDM
|
|
|
PDM = ?
|
Participatory Decision Making
|
|
|
1.) More opinions expressed in group, and allows multidimensional analyses of problems
2.) Social connection between team members which inhibits an easier and lively workplace 3.) Multiple ideas 4.) sharing workload 5.) Maximise personal energy into a project |
Advantages for working in teams
|
|
|
1.) Biased opinions
2.) Some people are less likely to contribute for fear of rejection 3.) Scramble of ideas, some team members may think their ideas are better than everyone else's and cause communication problems. 4.) Big egos may cause disruption in work 5.) Unequal distribution of workload 6.) Personal problems in a group between members 7.) Timing & Scheduling |
Disadvantages of working in teams
|
|
|
Number of Managers decreases
“Lower” level employees are integral in decision making. Time consuming and costly Improved organizational morale. Self-Managed teams: minimal supervision |
Causes of
Participatory Decision Making |
|
|
_______ is the basic unit of the relational strategy of organizing.
Hierarchy replaced with a ______ Overlapping ____ rather than independent divisions within the bureaucratic model. Linking pins “link” the groups together. |
The Organization as a Tier of Teams
|
|
|
Important aspect of the organization’s structure.
Uniplex relationships Multiplex relationships Workplace cliques Closeness & Centrality Prestige |
Informal Communication Networks
|
|
|
____: connects groups without membership.
communication or cooperation that facilitates a close working relationship between people or organizations |
Liaison
|
|
|
____: Connects groups and maintains membership in both groups.
form a connection between two things |
Bridge
|
|
|
_____: The number of links in the communication network.
|
Density
|
|
|
Density: The number of links in the communication network.
Traditional Organizations: Not very dense Relational Organizing: Denser networks ________ must be maintained and often are through gossip. |
Informal Communication Networks
|
|
|
Compensate for weaknesses in formal communication.
Improve organizational decision making. Fostering innovation. |
Informal Communication Networks
|
|
|
______ socialize workers
_____ within the organization affect the ways individuals create their job experience (i.e., softball ___). Organizational and individual identities Affect individual’s productivity |
Teams in the workplace
|
|
|
_____:People who produce too much or who go along with management too readily, may be pushed by coworkers
|
Ratebusters
|
|
|
1. Clear elevating goal.
2. A results-driven structure. 3. Competent team members. 4. Unified commitment to the team. 5. Collaborative Climate 6. Standards of Excellence 7. External Support 8. Principled Leadership |
Team Effectiveness
|
|
|
Teams may exert too much control on their own members.
Teams stress unity and commitment. People may have strong identity with team. May serve as a stronger coercive force than hierarchical managers. Members may fall back into patterns of doing what the organization wants. |
Unintended Consequences of teams
|
|
|
Open & Supportive Supervisor-Subordinate Communication
Affirm the relational subordinate competence. Strategy orders given in a supportive way. Supervisors must try to listen and lead well. Avoid disconfirming information |
Relational Strategies of Leadership
|
|
|
Transactional Leadership
Two-way communication Negotiation of relationship to legitimize authority. Neither person is wholly in charge of the process. |
Relational strategies of leadership
|
|
|
Emergent & Appointed Leaders
Emergent typically more productive. Groups with leaders typically more effective. Leaders must influence members perceptions of: 1. Themselves 2. The Group 3. Pace & Direction |
Relational Strategies of Leadership
|
|
|
____:Behaviors that regulate the work experience (humor)
A set of rules and standards adhered to by a society, class, or individual |
Codes
|
|
|
Rituals: ______
Ceremonies: _____ |
informal
formal |
|
|
Negative _____ serve similar functions.
Downsizing- can lower self esteem and force compliance. Employees learn to display _____ desired by the organization. Display rules (i.e. resort workers) Surface Acting Deep Acting |
emotions
|
|
|
_______: Known and visible to workers.
(type of control) |
Obtrusive Control
|
|
|
_______: Peers monitor one another.
(type of control) Participative, decentralized, more democratic systems have become popular. People will work via cultural norms rather than bureaucratic rules. Workers develop the means for their own control. They are generally are groups of 10-15 workers who take on the responsibilities of their former supervisors. They are cross-trained to perform each others tasks. |
Concertive control
|
|
|
_______: Self-surveillance because employees have internalized core beliefs of organization
(type of control) |
Unobtrusive control
|
|
|
_________: Charisma
Visionary leadership Communicating a mission that is noble for employees. |
Transformational Leaders
|
|
|
__________: Consistent with the history of the organization
Hospital goals Long term goals Visions are ambiguous. |
Transformative vision
|
|
|
_______: A leader makes sense of an organizations history and future based on personal view of reality.
|
Framing
|
|
|
Communicate this _______ing to subordinates.
Employees will assess whether credible or manipulative. _______ can help make sense out of everyday events. |
Frame
|
|
|
_________:
Personnel assigned to link two units or organizations |
Liaison Roles
|
|
|
_________:Set up to deal with a specific problem or project
|
Task Forces
|
|
|
_________:
Dedicated team for a permanent basis to fix recurring problem |
Integrating Teams
|
|
|
__________:High complex problems that require constant adjustment and coordination activities from specialties/departments
NASA – one of the first _______ |
Matrix Organizations
|
|
|
________:Knit unit parts together using computers and other messaging electronics, both within and across the organization
Telepresence |
Communication Technologies
|
|
|
_______:Office automation systems used to integrate
Virtual office |
Work Integration
|
|
|
__________:
Link people by building a common knowledge base to draw from Provide a shared resource for employees Examples? |
Knowledge Management Systems
|
|
|
_____:
Legal agreements to work together Basis for trust Handshakes to Formally Signed Agreements |
Contracts
|
|
|
_______: “aggregates of organizations whose component units are assembled to meet a particular set of demands”
a group or system of interconnected people or things |
Network Organizations
|
|
|
__________:Flexible, modular and readily reconfigured
Team-based and emphasizes autonomy, self-management and initiative Flat structure relies on coordination and negotiation, not hierarchy Uses ICTs to integrate Example – Textbook Publishers |
Network Organizations
|
|
|
An organization that has no physical location; no building, no campus, no office
|
Virtual Organizations
|
|
|
Explains similarities and the lack of or slowness of change (Scott, 2008)
Three types of influence identified: Coercive influence Forced to adopt certain structures/practices by others Normative influence Influenced to adopt structure/practice by normative pressure from like-size organizations Mimetic influence Seek to be exemplary organizations by imitating others |
Institutional Theory
|
|
|
_________:Forced to adopt certain structures/practices by others
|
Coercive influence
|
|
|
_________:Influenced to adopt structure/practice by normative pressure from like-size organizations
|
Normative influence
|
|
|
_________:
Seek to be exemplary organizations by imitating others |
Mimetic influence
|
|
|
__________:
“Process through which people come to think of something that they have created as having its own identity, existence, and power” (Conrad & Poole, 2012, p. 10). |
Reification
|
|
|
“If an organization successfully controls its members, the individual needs for autonomy, creativity, and sociability are frustrated.” (p.12)
“If the organization fails to control its members, it loses the ability to coordinate its members’ individual activities, and FAILS.” (p. 12) |
Fundamental Paradox
|
|
|
If organizations are to survive, they must _____ and ______ the actions of their members
|
Control and Coordinate
|
|
|
___________:
What it says and what it does not say Consider range of responses possible Expectations of employees |
Deconstructing Messages
|
|
|
___________:
Natural (obvious/beyond debate) Normal (expected/morally correct) Communication Messages Rules |
Legitimizing Messages/Rules
|
|
|
_______: Increasing diversity of employees
Increasing global migration 2011-$317 billion sent to other countries |
Globalization
|
|
|
Theory One: Homogenization
Theory Two: Polarization Theory Three: Glocalization/hybridizaiton |
Three theories of Globalization
|
|
|
Western ideas and practices will eventually overtake non-Western ideas.
Pervasive presence of multinational corporations No Logo McDonaldization |
Theory One: Homogenization
|
|
|
Cultural differences becomes more apparent.
“Haves” and the “have nots” Disparities of wealth are exacerbated. polarized |
Theory Two: Polarization
|
|
|
Combination of Western characteristics and local culture.
Accept outside cultural features and integrate within one’s culture. International prevalence of English language. The practice of conducting business according to both local and global considerations. Hellenization |
Theory Three: Glocalization
|
|
|
_______:Critical of the Corporate Capitalism
Large movements of capital tend to privilege groups with more capital. Anti-consumerism Why would people be against the global spread of capital and ideas? |
Counter-Globalization
|
|
|
Argues that people are motivated by the desire for maximizing their individual economic gains. In the best of worlds, a free open, and informed competition among potential buyers and sellers will lead everyone to make the best possible deals with one another, and by doing so eventually establish a society that balances economic needs in the most efficient way possible.
|
Laissez-faire capitalism
|
|
|
Tell citizens what their values are, how they should think, and how they should act. They also are important because they function as a powerful form of control, one that social theorists have labeled ________
Leadership or Dominance with "money" |
Hegemony
|
|
|
Interacting components forming a whole
Structure, Behavior, Interconnectivity |
System
|
|
|
Authority system
Communication system Work roles system IPC system (Gives description to the organization) |
Organizational system
|
|
|
Interacting factors
Relationships (Gives understanding of processes that influence the org) |
Process system
|
|
|
Tool-set for working through complex issues
Provides ways of viewing the world as a whole Leverage points for change Enables new understanding of why things are as they are Breakthrough solutions |
Systems
|
|
|
______ models:
Used to describe organizations Used to explain organizational processes Several tendencies prevent us from seeing the ______. Offers a general way to understand the world that takes its complexity into account. |
System
|
|
|
Contact Management System
Calendar System Financial System Invoice/collect Track money in/out |
Examples of Systems
|
|
|
The whole is MORE than the sum of its parts.
Cause-effect relationships in systems are complex. It takes time to find the right levers. To understand a system, don’t just focus on the system itself. Systems must adapt or they perish. History is important in organizational systems. Systems must constantly learn and renew themselves. |
Principles of systems thinking
|
|
|
______ work:
Non-repeated Unpredictable Emergent Robust in the face of variable conditions |
Knowledge work
|
|
|
Presumably, then, all other work done by knowledge workers is ________. It is work that is repeated, predictable, routine or otherwise fairly straight-forward.
|
information work
|
|
|
When ideas within organizations are designed and adopted by organization and then spread to other sub-organizations. Such as Toyota and a few other manufacturers were the innovators of quality improvement practices, and then they diffused to other Japanese firms.
|
Diffusion of innovation
|
|
|
Work performed primarily on computers linked to other locations, esp. from home or a remote location.
|
Telework
|
|
|
No commute
Save gas money • Saves employers money • Improves employee satisfaction • Reduces unscheduled absences • Increases productivity • Saves employers money • Equalizes personalities and reduces potential for discrimination • Insures continuity of operations in the event of a disaster |
Pros for Telework
|
|
|
• Management mistrust
• Career fears from ‘out of sight out of mind’ mentality • Security issues • IT infrastructure changes may be necessary Personal and Work life mixed |
Cons for Telework
|
|
|
______:Control creates resistance, which furthers control.
|
Paradox
|
|
|
One group of paradoxes relate to the design, composition, and operation of PDM systems
|
Paradoxes of Structure
|
|
|
Occur when participatory groups are more controlling than traditional strategies.
|
Paradoxes of Control
|
|
|
Occur because employees are told to "Do things in your own way, but make sure that's our way". This undermines attempts at empowering members. A business or organization established to provide a particular service, typically one that involves organizing transactions between two other parties
|
Paradoxes of Agency
|
|
|
Harken back to the "fundamental paradox" because the message sent is "Be self-managing, but do so in order to meet the goals of the organization"
|
Paradox of Identity
|
|
|
"Rules place parameters around our interaction with others.
Rules constrain our actions while simplifying our organizational life." Said by _______? |
Karl Weick
|
|
|
_____ systems are hard to develop.
Must be fairly and legitimately administered. ____ must be clear and easy to understand. _____ are seen as legitimate only if the organization backs them and not just a supervisor. |
Rules
|
|
|
____ must be connected to rewards.
Pay check Praise |
Rules
|
|
|
_______ system must be fair.
Distributive justice- distribution is unjust. Procedural justice-awards are allocated fairly. |
Reward
|
|
|
______- Convincing and openly informing employees that a system is just. (ex: talk about quality or bonuses)
|
Overt
|
|
|
_____: withholding information about the rewards received by other people.
Ex: forbidding employees to discuss raises with one another. |
Covert
|
|
|
________- Traditionally Catholic versus Protestant views concerning sum of wage.
|
Weber
|
|
|
_________ of reward systems
Ex: Presidential elections Ex: Undergraduate Education Grades as Reward Intangible Rewards Salaried versus commission based. |
Consequences
|
|
|
_______________- Role of the supervisor is to control and implement the new and old policies of the organization.
|
Traditional Organizing
|
|
|
"_______ __ ______" is done through fostering open and supportive supervisor-subordinate communication. Supervisors set high but achievable performance goals for their units and communicate a kind of contagious enthusiasm about achieving them. They supervise loosely and actively encourage their subordinates to participate in decision making. DO NOT engage is superficial "pat-on-the-back" or "first name" gimmicks.
|
Control in Teams
|
|
|
"although deskilling does increase productivity for a time, it also decreases __ _______ and encourages resistance.
|
Job Satisfaction
|
|
|
Most people quit their job because of their _____ instead of for money.
|
boss
|
|
|
___ __________:
Employers can keep their employees by: 1.) keeping employees engaged and intellectually challenged 2.) Paying fairly 3.) Providing work-life balance 4.) Supporting/motivating employees to reach their career goals |
Job Satisfaction
|
|
|
______: Practices and procedures that organizations use to manage, identify, catalog, harness, and utilize valuable knowledge.
|
Knowledge management
|
|
|
__________: consists of accumulated knowledge in an organization, such as an extensive database of customers or experience with developing and operating a specialized product, for example computer-assisted inventory systems.
|
Organizational Knowledge
|
|
|
_________:
often pays for employee education and training and gives the employee a context in which to develop this knowledge. For example, and employee who develops expertise in website design has done this using his or her talents and initiative; but the organization has supplied the computers and software and time for programming that enabled the employee to become an expert. |
Employee-based organization
|
|
|
______: Saying goodbye to a retired coworker
|
Passage Ceremony
|
|
|
______: gossip, degrading
|
Degradation
|
|
|
_______: CEO gives a pep talk
an increase or improvement in quality, value, or extent |
Enhancement
|
|
|
_____: Good thing, encouragement, refresh, begin a new
|
Renewal
|
|
|
_____: Bonus, community of workplace. The intermixing of people or groups previously segregated
|
Integration
|
|
|
__________:
Organizations encourage employees to identify with the organization. praise formal organizational discourse Many employees will identify with the organization Feel a strong connection Some will perceive that it is just organizational rhetoric. |
Organizational Identification
|
|
|
Some individuals may withdraw because organizational tensions to identify are too strong.
Identification is influenced by the ways that employees perceive that the organization is perceived. British Petroleum Attacks on firm are like personal attacks. Disidentify |
Organizational Identification
|
|
|
Everyday, concrete experiences affect identification.
Dissatisfaction affects ___________ __________. Multifaceted identities Constantly having to adapt to fulfill all of the responsibilities- daughter, sister, instructor, colleague, student. |
Organizational Identification
|
|
|
Organizational Symbolism
Metaphors Highly ambiguous. Guide and constrain people’s interpretations of everyday events. |
Organizational Control
|
|
|
People have no choice but to use the ______ deemed necessary by the company.
No handwriting. ________ also shapes organizational values. Use of PCs increases efficiency. Organizations value efficiency. The use of the calendar as a control device. |
technology
|
|
|
1. Structural Integration Methods
2. Information and Communication Technology (ICT) Integration Methods 3. Legal Integration Methods |
Major Methods for Integrating Organizations
|
|
|
Liaison Roles
Personnel assigned to link two units or organizations Task Forces Set up to deal with a specific problem or project Integrating Teams Dedicated team for a permanent basis to fix recurring problem Matrix Organizations High complex problems that require constant adjustment and coordination activities from specialties/departments NASA – one of the first matrix orgs |
Structural Integration Methods
|
|
|
Communication Technologies
Knit unit parts together, both within and across the organization Telepresence Work Integration Office automation systems used to integrate Virtual office Knowledge Management Systems Link people by building a common knowledge base to draw from Provide a shared resource for employees Examples? |
ICT Integration Methods
|
|
|
Contracts
Legal agreements to work together Basis for trust Handshakes to Formally Signed Agreements Why are these important? |
Legal Integration Methods
|
|
|
Organizations with different units that are mixed and coercive and allowed to choose their own means of strategy and practice.
Example of the advertising agency: Marketing Department Art department Sales Effective for uncertain and changing environments. |
Heterarchy
|
|
|
Network organizations with specific economic philosophies
Empowers producers to cooperate against monopolies. Alternative organizations Internal challenges Banks may loan individuals money, but this may not overcome the economic challenges of not being able to sell their goods. |
Networks and Cooperatives
|
|
|
Hard to find fault in organizations.
Causality in networks is often ambiguous Networks may also become more rigid and inflexible over time. Not likely to seek out additional network partners. Units highest in prestige tend to grow more powerful over time. Enjoy centrality and control of information. However, heightened centrality negates the purpose of a network. |
Challenges and Problems for Network Organizations
|
|
|
Not as clear cut
Diffuse organizations Transformational or Transactional A founder or renewer of the network will likely be a transformational leader. Ex: Girl Scouts Frances Hesselbein Diversified Traditional to Network Managers are likely transactional leaders who orchestrate efforts within the organization. |
Leadership in Network Organizations
|
|
|
Acting in “good faith” that other members will fulfill their responsibilities
Examples: Class projects Trust also based on reputation Based on network member’s reports of the behavior of others. “Linked-in” Angie’s List |
1. Cultivate Trust in Networks
|
|
|
Network organizations are typically task or product focused
Gives all employees a similar frame of reference. fill (someone) with the urge or ability to do or feel something, esp. to do something meaningful Ex: Wikipedia use: Fun and contribution to a common goal Meaningful tasks, however, can only inspire for so long. People must develop trust. |
2. An inspiring, meaningful task.
|
|
|
Legal Contracts
Formal structures to coordinate activities. Accounting information system. Enables units to know what other units in the system are doing. Use of technology for control "observes a process or activity to check that it is carried out fairly or correctly, esp. in an official capacity" |
3. Network based formal systems of monitoring
|
|
|
Control in the network organization can be excessive.
Information is very open and accessible in networks Negative feedback or information can be used to embarrass individuals. Managers must move beyond individual assessment to teams assessment |
Challenges for Network Organizations
|
