Com 315 Exam 2

Front 1

a person who tells the public or someone in authority about alleged dishonest or illegal activities (misconduct) occurring in a government department or private company or organization.

Back 1

Whistleblower

Front 2

- going around and above one’s immediate supervisor to complain to people higher up

Back 2

Circumventing

Front 3

_______: Trying to be viewed as dedicated to the organization. Going beyond what is expected

Back 3

Exemplification

Front 4

________: Attempting to be likable. Use whatever means you can to make your employers like you

Back 4

Ingratiation

Front 5

_______:the state of being satisfactorily full and unable to take on more. Naturally be likable by coworkers and employers

Back 5

Satiation

Front 6

_______: Most common form of organizational persuasion. Bombard the target with information until the person is confused and doesn't know what to do. Then present a solution that benefits you.

Back 6

Manipulation

Front 7

________-Trying to be seen as needy. The action of asking or begging for something earnestly or humbly

Back 7

Supplication

Front 8

__________- when power holders attempt to persuade the dissenters they are wrong

Dissenters isolated from coworkers

If that fails, direct sanctions are applied
Get rid of them!

Concrete solutions with factual, physical evidence decreases threat and defensive responses from superiors

Telling your coworkers that their beliefs and views are wrong

Back 8

Nullification

Front 9

______ __ _______: Large office, being higher up in the building, larger pay check, showing you are better than your subordinates, office windows.

Back 9

Symbols of Power

Front 10

______ _______: Absolute power. The top executives or few supervisors who control all the power over a vast amount of subordinates.

Back 10

Sovereign Power

Front 11

_____ ______: Being politically correct, clean shaven, well dressed, in a suit

Back 11

image power

Front 12

______ _______: Someone who specializes in a certain skill at work and you are the only one who can do that service. Someone with this power likes to be the only one who can perform a certain skill and allies with others who can do the same skill.

Back 12

Expertise power

Front 13

______ _______: Power to punish workers. Often relates to sovereign power

Back 13

Disciplinary Power

Front 14

When knowledge is scarce it is powerful. People who appear to be experts often have no more knowledge than anyone else, but have superior access to information.

Back 14

Information as power

Front 15

Underestimate the good
Overestimate the bad
For example, no matter how much information students are given about past patterns of grading in a course and about their own academic records, they invariable seem to overestimate their chances of receiving A's and B's and underestimate their chances of getting C's, D's, and F's.

Back 15

Fallacies with rational decision making

Front 16

_________: Choose the option which is the easiest to do. A decision which is "good enough" and meets current needs rather than one that is the best possible option. Stop searching for a solution when they find one that works.

Back 16

Satisficing

Front 17

_______ _______: We are not completely rational, we are bounded by many things. Offers no single best way to make decisions. Less systematic.

Back 17

Bounded Rationality

Front 18

Groupthink
Outcomes of the group are most important
Pros: More ideas, work can be split up between group members
Cons: Group members may not complete their duties for the group, clashing ideas, relationship problems between members

Back 18

The pros and cons of group decision making

Front 19

Gather information exhaustively

Back 19

classical decision making

Front 20

Get enough information to decide

Back 20

bounded rationality decision making

Front 21

Three stage cycle of sense making.
First take what information is at hand and simply take action based on it (enactment). Second, Based on the effects that result from the action, members learn about their environment and develop explanations for why their actions had the effects they did (selection). Third, those actions that are interpreted as effective are repeated and incorporated into the organization's procedures and processes (retention).
Man trapped in the alps used a map of a different mountain cascade to navigate and still found civilization.

Back 21

Karl Weick's non-rational decision making

Front 22

_______ ________- Exists when a person believes that someone stands between them and achieving their goals.

Back 22

Perceived Conflict

Front 23

_______ ________: Potential for conflict
Source 1: Conflict of interests
Source 2: Communication Problems, but we over attribute problems to communication.
Source 3: Previous conflicts

Back 23

Latent Conflict

Front 24

________ _______- assumptions about what a conflict or issue is about, predictions about the costs and rewards of certain outcomes.
Gain: More open communication.
Loss: Less flexible communication.

Back 24

Conflict frames

Front 25

_______ _________: Neither party controls the interaction during a conflict.
That’s not to say that one person may not have more power over another.
The conflict takes on a life of its own.
Productive intentions: Communication is strategic and flexible.
Communication is likely to switch back and forth between cooperative and competitive strategies.

Back 25

Conflict Interaction

Front 26

__________ _________: Overt or subtle
Overt: Delay and procrastination
Subtle: “Putting off” communication
Accommodation:
One party simply gives into the other.
Mean Girls
________ ________ may be very useful if the concerns are trivial
However, ________ ________ only delay confrontation. Not manage conflict!

Back 26

Avoidance strategies

Front 27

Confrontive strategy: Competitive or problem solving.
Competition: Scrubs
Personalization: Attacking the opponent over issue Regina George
_______: Threats and promises
Toughness: Unwilling to make any concessions.
Reformed Sinner stance
Can you think of a reformed sinner stance?

Back 27

Coercion

Front 28

_______ ________ ________:
1. Compromise-splitting the difference.
Why is this not always ideal?
2. Problem solving: Parties work jointly through conflict issues to identify options that meet both of the parties needs.
Most constructive model of conflict resolution.
Voices are heard, trust is established.
Finding the superordinate goal.

Back 28

Cooperative Confrontive strategies

Front 29

_________: Attacking the opponent over issue (ex: Regina George)

Back 29

Personalization

Front 30

_______: Unwilling to make any concessions.

Back 30

Toughness

Front 31

_______ ________: one party takes a tough stance until the negotiation reaches an impasse and then makes a significant concession. This signals that the party could compete, but is willing to cooperate.

Back 31

Reformed sinner

Front 32

Threats and promises are considered to be coercive - True or False?

Back 32

True

Front 33

________: Values and experiences of adopters

Back 33

Compatibility

Front 34

________: Difficulty for understanding and using innovation

Back 34

Complexity

Front 35

_______: The degree to which users may experiment with an innovation before adopting

Back 35

Trialability

Front 36

_________: observe whether an action fits in the organization
Storytelling for making sense of organizational change

Back 36

Observability

Front 37

__________: The creative process of generating ideas for practice.
__________s spread through societies though diffusion
Diffusion is the sharing of ideas to the point that they “catch on.”

Back 37

Innovation

Front 38

If organizations adopt an ________, then the organization must implement the ________ and gain experience from it.
If it works well, organization will continue use.
If the __________ does not work, the organization will likely be discontinued.

Back 38

innovation

Front 39

_______- The degree to which all individuals in the organization use the change in the same way.

Back 39

Uniformity

Front 40

______-the degree to which the design of the innovation is maintained though the innovation.

Back 40

Fidelity

Front 41

These are ways to _______ innovation
The edict strategy: Innovation with a top-down strategy.
Persuasion strategy: Still top down, but at least the management tries to persuade organization members to adopt innovation.
Intervention: Change agents work with organizational members and provide evidence of the current problem.
Participation Strategy: Change agents and stakeholders develop the change and share control of the final process.

Back 41

implement

Front 42

_______ others:
Accommodation
Appear to be Rational (Societal myths depict certain races as non-rational)
Display organizational loyalty

Difficult for women and minorities to accommodate
Family life

Excellent Performance is awarded
Must be visible
Display competence

Back 42

Homogenizing

Front 43

_________: strong sense of loyalty

Back 43

Machismo

Front 44

_______: strong values attached to family and hard work

Back 44

Familism

Front 45

1. ______ “others” a legitimate place in the organization
Both intentional and unintentional
Coca-Cola lawsuit for discrimination
Managers disproportionately white
May lack diversity training.
Role Encapsulation
Women in nurturing roles
Sexual Harassment
Overt Sexual Harassment
Hostile Environment Sexual Harassment
Sexual Harassment

Back 45

Deny

Front 46

________: Engaging in respect in the workplace.
Not blind obedience
Flexibility instead

Back 46

Simpatia

Front 47

______ ________:Women in nurturing roles

Back 47

Role Encapsulation

Front 48

_____ _______:When men are able to rise in the organization

Back 48

Glass elevator

Front 49

____ ______:When women are not able to rise in the organization
“The unseen yet unbreachable barrier that keeps minorities and women from rising to the upper rungs of the corporate ladder, regardless of their qualifications or achievements”

Back 49

Glass ceiling

Front 50

____ ____ ____ sexual harassment: where a person is promised rewards in exchange for sexual activity or threatened with punishment of job loss if they reject sexual proposals

Back 50

quid pro quo

Front 51

_____ ______ sexual harassment: when a supervisor or boss makes inappropriate advances and says inappropriate things to make a subordinate uncomfortable without actually asking for sexual activity.

Back 51

Hostile Environment

Front 52

_____ sexual harassment: when inappropriate actions or sayings are made towards subordinates in public. which make the subordinate uncomfortable

Back 52

overt

Front 53

______ _______: Assist less fortunate members of society. Organization should be involved socially and improve the poorest and lowest levels in society

Back 53

Charity Principle

Front 54

_________ ________: The wealthy have a responsibility to increase societal wealth on the whole. The wealthy are responsible for supporting the poor

Back 54

Stewardship principle

Front 55

Corporations have clear advantages in issues of ______ ______
Lobbyists and interest groups are used to block certain pieces of legislation that companies don’t want.
Influencing ______ ______ privately.
We must be aware of the influence of corporations over our environments.

Back 55

public policy

Front 56

Organizations influence public policies in two ways, by persuading:

Back 56

policy makers to enact favorable legislation, and by blocking unfavorable laws.

Front 57

Unrestrained greed leads to the "______ ___ _____ ________"

Back 57

“Tragedy of the Commons”

Front 58

"______ __ ___ ______":
It is good for organizations to get taxpayers and other entities to pay for as many of their costs as possible.
Free markets also do not provide for ethical decision making.
Average person is trouble by own conscious and fear of societal shame.

Back 58

“Tragedy of the Commons”

Front 59

The 5 strategies of Organizational Image Repair:
1._______
2._______
3._______
4._______
5._______

Back 59

1. Denial
2. Evading Responsibility
3. Reduce Offensiveness
4. Corrective Action
5. Mortification

Front 60

_____: Simply Denying the Charges of Wrongdoing

Back 60

Denial

Front 61

________ _________:
Seek to place blame on another individual or organization.
Claim it was an accident.
Claim it was not feasible.
Claim it occurred with good intentions.
Ex: BP initially blamed the spill on some of its sub-contractors

Back 61

Evading Responsibility

Front 62

______ _________:
Bolster audience positive feelings
Downplay the negative aspects of the act.

Back 62

Reduce Offensiveness

Front 63

_______ _______: Individual or organization takes responsibility but promises to correct the problem.

Back 63

Corrective Action

Front 64

_________: Simply taking responsibility and hoping for the best. Plead for forgiveness with stakeholders.

Back 64

Mortification

Front 65

_______:
Steep increases in economic growth that cannot be increased by rational factors
Government regulation can prevent or encourage ______ (depending on the legislation).
_______ will eventually burst.
Paradox of thrift
Deflationary psychology
Either creative destruction or bail outs

Back 65

Bubbles

Front 66

______: steep increases in the value of some kind of asset that cannot be explained by "rational" factors such as a growing population, increased organizational efficiency, or new technologies.

Back 66

bubbles

Front 67

_________:
“What’s good for the company is good for everyone else.”
Little relationship between corporate performance and executive compensation.
Only concerned with rewarding stockholders

Back 67

Incentives

Front 68

_________:
Laisses-faire capitalism
Movement of the US economy from federal regulation to private sectors
___________ allows actions advocated by Corporate lobbyists to be legitimized.

Back 68

Deregulation