Comm 100 Chapter 10 Vocab

Front 1

Organizations

Back 1

The set of interactions that members of groups use to accomplish their individual and common goals

Front 2

Function

Back 2

The goal and effects of communication

Front 3

Production

Back 3

A function of organizational communication in which activity is coordinated toward accomplishing tasks

Front 4

Maintenance

Back 4

A function of organizational communication in which the stability of existing systems is preserved

Front 5

Innovation

Back 5

A function of organizational communication by means of which systems are changed

Front 6

Structure

Back 6

Lines of communication, or a system of pathways through which messages flow

Front 7

Downward communication

Back 7

In a tradition conduit model of communication, communication with subordinates

Front 8

Upward communication

Back 8

In a traditional conduit model of communication, communication with superiors

Front 9

Horizontal communication

Back 9

In a traditional conduit model of communication, communication with peers

Front 10

Hierarchy

Back 10

A power structure in which some members exercise authority over others

Front 11

Formal structure

Back 11

Officially designated channels of communication reflecting explicit or desired patterns on interaction

Front 12

Informal structure

Back 12

Unspoken but understood channels of communication, reflecting patterns that develop spontaneously

Front 13

Societal role

Back 13

Social function

Front 14

Integration role

Back 14

Organizational function in which potentially chaotic social conflicts or problems are managed

Front 15

Political role

Back 15

Organization function in which valued resources and., thus, power are generated and distributed

Front 16

Pattern maintenance role

Back 16

Organizational role in which learning and expressive functions are performed, while also establishing and perpetuating social and cultural norms

Front 17

Economic production role

Back 17

Organizational role in which the delivery of products or services maximizes profit

Front 18

Assimilation

Back 18

The communicative, behavioral, and cognitive process that influences individuals to join, identify with, become integrated into, and (occasionally) exit an organization

Front 19

Organizational identification

Back 19

The stage of assimilation that occurs when an employee’s values overlap with the organization’s values

Front 20

Organizational culture

Back 20

The languages, habits, rituals, ceremonies, stories, beliefs, attitudes, and artifacts associated with members of an organization (group)

Front 21

Anticipatory socialization

Back 21

Activities and experiences that occur before an individual enters an organization but that later assist in the assimilation process

Front 22

Encounter stage

Back 22

Stage in the assimilation process during which individuals learn the norms, expectations, and practices of the organization and begin to accept and adapt to them

Front 23

Metamorphosis

Back 23

The final stage of the socialization process during which employees come to see themselves as members of the organization, and colleagues see them this way as well

Front 24

Semantic-information distance

Back 24

The gap in information and understanding between supervisors and subordinates on specific issues

Front 25

Upward distortion

Back 25

Occurs when subordinates are hesitant to communicate negative news and present information to superiors in a more positive light than is warranted

Front 26

Perceptual co-orientation

Back 26

A state in which two people share similar perceptions and recognize that their perceptions agree

Front 27

Openness

Back 27

A state in which communicators are willing to share their ideas as well as listen to others in a way that avoids conveying negative or disconfirming

Front 28

Supportive

Back 28

Refers to supervisors who provide their subordinates with access to information and resources

Front 29

Motivation

Back 29

Feeling or attitude of personal investment in accomplishing a specific activity or goal

Front 30

Empowerment

Back 30

Employees’ feelings of self-efficacy

Front 31

Ingratiation

Back 31

Behavior and communication designed to increase liking

Front 32

Assertiveness

Back 32

Expressing one’s opinions forcefully without offending others

Front 33

Rationality

Back 33

The ability to communicate through reasoning, bargaining, coalition-building and assertiveness

Front 34

Conflict strategy

Back 34

The individual behavior that a person uses when engaged in conflict

Front 35

Conflict style

Back 35

The pattern of conflict strategies that an individual uses repetitively across contexts

Front 36

Competing/dominating

Back 36

Conflict style that represents a high concern for self and low concern for the other party

Front 37

Collaborating/problem solving

Back 37

Conflict style that involves a high concern for the self AND the other party

Front 38

Compromising

Back 38

Conflict style that represents a moderate concern for the self and the other party

Front 39

Accommodating/obliging

Back 39

Conflict style that entails a low concern for self and a high concern for the other party

Front 40

Avoiding

Back 40

Conflict style that involves a low concern for self AND the other; stage of romantic relational dissolution in which couples try not to interact with each other

Front 41

Discussion stage

Back 41

The lowest level of conflict intensity where the parties focus on their own as well as the other parties’ interests

Front 42

Polarization

Back 42

The second stage of conflict intensity where the parties tend to negatively focus on their relationships to each other

Front 43

Segregation

Back 43

The third stage of conflict intensity where parties focus on their won needs and typically take a win-lose approach to conflict resolution

Front 44

Survival

Back 44

The fourth stage of conflict intensity where individuals may be fighting for what they perceive as their futures in the organization and become less interested in their own success and more invested in destroying those they perceive to be the enemy

Front 45

Burnout

Back 45

A chronic condition that results from the accumulation of daily stress, which manifests itself in a very specific set of characteristics, including exhaustion, cynicism, and ineffectiveness

Front 46

Scientific management

Back 46

Approach to management advocated by Frederick Taylor, who believed there was a best way to complete any task and that rigorous study would help him find it

Front 47

Time and motion studies

Back 47

Repeated measurements of detailed task variables to determine their most efficient combination

Front 48

Human relations

Back 48

Approach to management that holds that the job of management is actually to educate, interact, and integrate

Front 49

Human resources

Back 49

Approach to management that holds that workers are not only economically motivated but that they also bring personal histories and emotional needs to work with them

Front 50

General systems theory

Back 50

Theory that organizations are a system composed of many subsystems and embedded in larger systems, and that organizations should develop strategies for communication that serve both

Front 51

Globalization

Back 51

The increasing connectedness of the world in economic, political, and cultural realms

Front 52

Bullying

Back 52

Repeated hostile behaviors that are, or appear to be, intended to harm parties unable to defend themselves

Front 53

Quid pro quo

Back 53

Requests for sexual favors as a condition of getting or keeping a job or benefit; one of two types of sexual harassment recognized by federal law

Front 54

Hostile work environment

Back 54

An intimidating, hostile, or offensive workplace atmosphere created by unwelcome and inappropriate sexual based behavior; one of two types of sexual harassment recognized by federal law