Com 317 Exam 3 Review

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assimilation

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the ongoing behavioral and cognitive processes that individuals join or become integrated into

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socialization

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the process where an organization influences the adaptation of individuals as they learn about the requirements of the job

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stages of socialization

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stage 1: anticipatory socialization (occurs prior to entering the organization) stage 2: encounter (new employee enters organization) stage 3: metamorphosis (completing the process)

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individualization

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when an employee changes an aspect of the organization to better suit their needs

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leader-membership exchange theory

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this theory occurs during the metamorphosis stage of the socialization process and comes in three different phases

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phases of leader-membership exchange theory

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role taking, role making, and role routinization phases

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organizational exit

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a process that influences the person leaving and those who are left behind; in this process, communication is crucial. for example, when an employee retires, it is significant throughout their lives and affect their families

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role related information

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information related to the role of a particular job such as procedures, rules, and tasks

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cultural information

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information related to the company's culture mission statement and values; the rest do not exist in hard copy

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memorable messages

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narratives or cultural truisms that help people develop familiarity, learn about the company culture, feel like they are involved, be recognized by others, feel competent at their job, and view their roles within the organization

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why memorable messages are important

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because we care about how we fit into an organization, how we view ourselves within one, and how we are oriented within it

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recruiting and screening

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employers gather information in a structured way by using leading questions

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information gathering

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learn about a potential employer or employee by using open ended questions

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socialization

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seeing what it would be like to work there, have a realistic job preview to see what it would actually be like

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bounded rationality

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defined by time, resource, and organizational constraints; affects decision making processes because divisions are created in light of cognitive and organizational limitations

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normative model of decision making

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also known as the rational model; it is the rational and logical decision making process where a group finds one optimal decision or single best solution

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stages of normative model of decision making

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stage 1: formulation; exploration of the idea

stage 2: concept development; coming up with how to execute an idea

stage 3: detailing; further research to see how idea pans out

stage 4: evaluation; figure out the best way to do it

stage 5: implementation, the final product

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three alternatives to the normative approach

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1: optimizing/satisficing: finding a solution that worksbest in light of situation (good enough to work)

2: bounded rationality*****: the most logical decision in light of organizationallimitations (time, resources, organizational constraints)

3: intuitivedecision making: using analogical approach or the use of past incidents to guide decision

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advantages of small group decision making

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wider knowledge base of specialties, check each other’s ideas, groups can be more politically acceptableespecially if they are representational

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descriptive model

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assumes a rigid and unitary path

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phases of descriptive model

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1. orientation: group members become acquainted with each other and the problem

2. conflict: possible solutions are presented and debated

3. emergence: some level of consensus is reached

4. reinforcement: support of the final decision

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Scott Poole (multiple sequence models)

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task track - understanding

relation track - relationships

topic track - cooperative/competitive

break points - changes

decision paths:

1. unitary sequence path (group interaction is followed by traditional sequence of orientation, problem analysis, solution, reinforcement)

2. complex cyclic path (group interaction has multiple problem-solution cycles)

3. solution oriented path (group interaction ensues about the problem's definition or analysis)

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groupthink (Irving Janis) definition, characteristics, symptoms, and how to stop it

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where people engage in groupthink, they are deeply involved in the cohesion of the group and the members strive for unanimity which overrides their motivation to be realistic about taking action

symptoms: illusion of invulnerability (nothing can go wrong in the group), illusion of mortality (virtues of the group are the most important), stereotyping, self censorship (not saying something because it goes against the group), illusion of unanimity (people don't voice their disagreements), direct pressure on dissidents (forcing groups to think the same), reliance on self appointed mind guards (protection from outside information that goes against the group)

how to stop it: group should be encouraged to be impartial, invite outsiders to fight entropy, use multiple groups to come up with a variety of solutions, schedule follow up meetings

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symbolic convergence theory and bona fide groups

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symbolic convergency theory: considers the role of communications like stories and jokes that help to create a group identity

bona fide groups: research needs to consider naturally occurring groups that deal with shifting membership, permeable group boundaries, interdependence with organizational context

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differences between the affective model and cognitive model

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affective: based on human relations, organization should satisfy employees needs and job satisfaction will follow, egos are satisfied

cognitive: based on human resources, improves upward and downward flows of information

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workplace democracy

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informal and participative ideal for organizations; has humanistic ideals about how humans should be treated,

attributes: values individuals goals and feelings, connection between individual and organizational objectives, allows for ongoing modification of organizational activities and policies, requires collaboration, multiple stakeholders (where everyone has to agree)

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participatory democracy

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the pursuit of an objective that involves actions that are antithetical to the desired end

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paradoxes of participatory democracy

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1. structure: how org democracy is planned, designed,formalized

2. agency: paradoxes concerning the individual

3. identity: Issues of inclusion, boundaries

4. power: issues of control, leadership

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Management ofthe Absurd: Paradoxes in Leadership (1996) (Farson)

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paradoxes in leadership (Farson, 1996)

1. the more wecommunicate, the less we communicate

2. listening isharder than talking

3. praising people does not motivate them

4. effectivemanagers are not in control (micromanaging?)

5. every act is political

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organizational types of knowledge

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1. synoptic: abstract representations encoded in instruction manuals or expert systems

2. cultural: organizational members act in coordinated ways

3. improvisational: move beyond synoptic knowledge and improvise inunusual situations**When you use improvisational knowledge, you combine synoptic and cultural knowledge

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complexity of unorganizational changes--natural life cycle, steps, and planned/unplanned changes

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natural life cycle: the way that organizations change with the ebb and flow of institutional life and industry history

natural life cycle steps: start up, develop systems and process, harvest clients (serve), decay, fold or bought

planned changes: implementation of ways to do things more efficiently, responds to competitors, implement new culture

unplanned changes: crisis within organization, surprise threat, need to respond quickly; pre crisis, crisis and post crisis

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typical problems identified in organizational change process

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lack of management support, inconsistent action by managers, unrealistic expectations, lack of meaningful participation, poor communication, purpose of the program is unclear, responsibility for change was not properly identified

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Laurie Lewis and her summary assessment of organizational change

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Figure 10.1: Lewis states that stakeholders interact with one another and the influence how the change process will go

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spray and pray

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showering employees with information and hope they will be able to figure out the significant information

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unplanned change

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natural disasters, financial crises, terrorism, industrial accidents, and outbreaks of foodborne illness

stages: pre-crisis, crisis (uncertainty and sensemaking), post crisis (determine responsibility)

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trait VS style theories

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trait theories: leaders are born with inherent abilities that can't be learned or developed

style theories: leaders have particular behavioral styles that make them more or less effective

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contingency theory

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leadership perspective that emphasizes the match of leaders style to the character of the situation

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transformational model of leadership

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leadership perspective that suggests leaders create a relationship with followers to help them reach their potential while transforming both leader and follower; for example, Tyra Banks

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transactional model of leadership

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leaders use an exchange process to get followers or motivate them; for example, Steve Jobs

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exemplification

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leadership that instill the ideals of hard work and ethical behavior by exemplifying those ideals in the leaders own behavior; walking the talk

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discursive leadership

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leadership is socially constructed through interactions among organizational actors; accomplished through interaction, grounded in the accomplishment of tasks

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Framing

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leadership process where one or more aspects of the situation at hand are selected or highlighted over others; pays attention to context

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Constitutive approach

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interactive site in which the organization isconstituted

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technological processes: what is your evolution of technology?

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the role others play, being considered cool or not, what is necessary for work/school

ex: mail, typewriters, computers, smartphones

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types of ICT

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1. asynchronous nature: communication between individuals at different points in time

2. anonymity: no affiliation with who you are

3. time: instant feed back

4. space: don't have to be in the same physical area

internet, email, texting, phone calls

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critical mass

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the amount of people who use communication technologies before they are widely used; technology needs connectivity to be successful

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media richness model

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framework for understanding what communication technologies to use for different tasks; must determine ambiguity of message to accurately determine it

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ambiguity issues

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low ambiguity = lean communication (no face to face)

high ambiguity = rich communication

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task ambiguity

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the extent that conflicting and multiple interpretations of an issue exist

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effective media prediction

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rich media, unambiguous talk = failed communication

rich media, ambiguous talk = effective communication

lean media, unambiguous talk = effective communication

lean media, ambiguous talk = failed communication, data starvation, too few cues

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channel expansion theory

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the ways perceptions of technological richness will depend on a person's experience with a specific medium

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dual capacity theory

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every organizational medium has data carrying capacity that is analogous to media richness

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importance of social factors

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communication between all people within the organization will affect media use; communication patterns affect technology, and is a complex function of media; coordination with others is required

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effects and challenges

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the effects of technology depend on critical mass and issues have increased usage, so we are downing in data, spam management, and the feeling of having to be constantly connected; there is a demand to adopt new technologies in organizations

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new issues surrounding team management and telework

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telework: different locations

flex time: time differences

virtual organizations: no building

work is distributed through different channels and there may be issues in terms of handing crises due to the lack of face-to-face interaction

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three paradoxes by Pearlson and Saunders

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paradox 1: increased flexibility and increased structure (given to employee but managers have to keep better track of things so informal discussions don't occur

paradox 2: greater individuality and more teamwork (working alone but coordinate with others via technology)

paradox 3: more responsibility and less control (tasks need to be accomplished independently but managers lose control of workers)

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three themes of organizational change process: management support, resistance to change, uncertainty

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management support: management needs to back the change and need to effectively share their vision with others

resistance to change: behaviors that try to prevent implementation of a system

uncertainty: ownership tension; need for someone to have ownership over the problem or change process

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tell and sell

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tells employees about issues and then sells the employees on their chosen approach

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underscore and explore

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focusing on fundamental issues related to change success; employees have freedom to explore various possibilities

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identify and reply

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listen and identify key concerns of employees and respond to them when they are brought up

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withhold and uphold

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management withholds as much as possible and when they are confronted with something, they uphold the party line

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cybervetting

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when employers use online information to make decisions about whether to hire someone or not

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how does cybervetting work?

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employers will check social media sites such as linked in, facebook, twitter, instagram, etc. to see how much of an online presence someone has and get an idea of their true character

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what results come from the cybervetting studies? how do workers see the use of it?

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workers want employers to mention they were using it, but did not expect them to do so. employers expect workers to have transparency online. workers and employers say that cybervetting is inevitable for both parties

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how do employers feel about using cybervetting?

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they should be able to see how transparent an employee is and use it as a basis of trustworthiness; it is beneficial to them; see it as something that is to be expected and workers should have information about themselves that show their strengths and what kind of person they are

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what is the convergence and divergence of perspectives?

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convergence of perspective is both seeing it as something that is inevitable and that will occur if the information is readily available; divergence is workers thinking employers should state that they are doing it and employers thinking that workers should expect it

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what if workers don't have much of an online presence?

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they are less likely to be hired because they view having less information as that individual having something to hide

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how much transparency is necessary on both sides?

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this is still up to debate, but workers do wish employers would disclose it; employers are not sure this is even legal and view the information as public, so they take advantage

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what do the results reveal about how employers look at online presence and character?

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they use it as a determining factor, especially when it is hard to decide between two people; in the employer's perspective, having more accessible information online is equal to being more truthful

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how to draw the cognitive model

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how to draw the affective model

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