Comn 248- Organizational Communication Test 1

Front 1

Worldviews

Back 1

The way we see the world (Foundation)

Front 2

Organizational Communication

Back 2

Interaction required to direct a group toward a set of common goals (Foundation)

Front 3

Inevitability of Change

Back 3

no constants in jobs

Front 4

Situated

Back 4

Company is established (Foundation)

Front 5

Perishable

Back 5

forms of interaction with world can change from year to year

Front 6

New World of Work

Back 6

Economy is global and needs regulatory (Foundation)

Front 7

Multicultural Management

Back 7

adapt company to fit location (ex. India McDonalds doesn't serve cow) (Foundation) Space

Front 8

Communication Technology

Back 8

electronics used to enhance information sharing (Foundation) Space

Front 9

Urgent Organizations

Back 9

Main challenge i to do things fast (Foundation)

Front 10

Organizational Environment

Back 10

things outside of a business but effect the workers & company's internal operations (Foundation)

Front 11

Old Social Contract

Back 11

Good performance and good behavior = lifelong employment (Foundation)

Front 12

New Social Contract

Back 12

People will have many different jobs, every man for themselves (Foundation)

Front 13

Quality of Life

Back 13

work and family quality and can vary (Foundation)

Front 14

Meaning of Work

Back 14

employees want to work to be worthwhile (Foundation)

Front 15

Communication As:

Back 15

Information Transfer- pipeline
Transactional Process- process
Strategic Control- control
Balance of Creativity and Constraint- balance
(Foundation)

Front 16

Communication as: Information transfer

Back 16

management sends message through words to subordinates. miscommunication occurs when no message is send or wrongly received (Foundation)

Front 17

Information Overload

Back 17

too much information, too fast, or too complex to understand (Foundation)

Front 18

Distortion

Back 18

Noise gets in to way. Noise can be semantic, physical, or contextual. (Foundation)

Front 19

Ambiguity

Back 19

Message can have multiple meanings (Foundation)

Front 20

Communication as: Transactional Process

Back 20

Communication where all people are both sending and receiving. has feedback, sometimes nonverbal and it applies to leadership because they can get message to followers over time and makes sure everybody understands

Front 21

Communication as: Strategic Control

Back 21

Use communication in ways to accomplish goals. Strategic Ambiguity is sometimes and can still accomplish goals. for example "just do it". protects speaker (Type of Communication)

Front 22

Communication as: Balance of Creativity & Constraint

Back 22

moment- to- moment balancing of creativity and constraint. Duality of structure is how we are bound by norms but we must also be creative.
un-resolvable tension. (Foundation)

Front 23

Dialogue

Back 23

I vs Me, how you are situated and how you fit into multiple social realities (Foundation)

Front 24

Dialogue as:

Back 24

Mindful Communication, Equitable Transaction, Empathetic Conversation, Real Meeting (Foundation)

Front 25

Dialogue as: Mindful Communication

Back 25

Mindless is just speaking without thinking. Phatic Communication is small talk. Mindful Communication leads to good communication (Foundation)

Front 26

Dialogue as: Equitable Transaction

Back 26

All participants have the ability to voice their opinions and perspectives. Always bias for people who have proven themselves. Expressing yourself is done through your "voice". (Foundation)

Front 27

Dialogue as: Empathic Conversation

Back 27

Putting yourself in another person's perspective. Keeps different opinions from becoming enemies (Foundation)

Front 28

Dialogue as: Real Meeting

Back 28

Through communication a genuine common good can be found (Foundation)

Front 29

Integrity

Back 29

mindful state of acting and communicating purposefully to fulfill you promises and commitment to others (Foundation)

Front 30

Ethics

Back 30

system of rules, duties, and morality that we use to guide our behavior "going things right" and "do the right things" (Foundation)

Front 31

Partial

Back 31

only tells part of the story

Front 32

Partisan

Back 32

favors one bias

Front 33

Problematic

Back 33

asks more questions then they can answer, relevant for theories

Front 34

Types of Early Perspectives of Management

Back 34

Classical Management, Human Relations, Human Resources, Systems Theory

Front 35

Classical Management

Back 35

Organizations are "efficient machines"

Front 36

Division of Labor

Back 36

separates tasks into discrete units (Classical Management)

Front 37

Hierarchy

Back 37

Vertical arrangement of power and authority (Classical Management)

Front 38

Scientific Management

Back 38

laws, rules, principals; cogs in a machine. Actions are all timed out with strict management. (Classical Management)

Front 39

Particularism

Back 39

hiring and firing based on race, religion, sex, attitude, or relationship to the boss (Classical Management)

Front 40

Human Relations

Back 40

Started around Great Depression. Assumes all people want to feel tied to something. Scientific Interactionalism- people act because something has meaning to them (Human Relations)

Front 41

Symbolic Interactionalism

Back 41

People act because something has meaning to them (Human Relations)

Front 42

Hawthorne Effect

Back 42

Increased attention raises productive. based on experiment where they raised and lowered the lights and productivity went up no matter what. (Human Relations)

Front 43

Human Resources

Back 43

Concerned with total organization climate and encourages employee participation and dialogue. Self - Actualization (Human Resources)

Front 44

Mazlows Theory of Self-Actualization

Back 44

Developed by Mazlow, goal of all people. Achieving full human potential by having food, shelter, and belonging. (Human Resources)

Front 45

Principle of Supportive Relationships

Back 45

Helping the company fulfills you as a person (Human Resources)

Front 46

Systems Theory

Back 46

All parts work together/ the whole is more than the sum of its parts/ human body. Complex set of relationships among interdependent components or parts. (Systems Theory)

Front 47

Openness

Back 47

Systems are open to their environment and have a constant flow of information to and from their environment (Systems Theory)

Front 48

Input

Back 48

Things from the environment that effect a company (Systems Theory)

Front 49

Wholeness

Back 49

The whole a system is greater than the sum of its parts (Systems Theory)

Front 50

Open-Systems Theory

Back 50

encourages individual members to be mindful of the health of their industry (Systems Theory)

Front 51

Interdependence

Back 51

Everything is a result of and leads to another action. Every system is shaped by something else (Systems Theory)

Front 52

Equifinalty

Back 52

Many ways to get to the same end point but not all ways are equal. ex walking to the parking lot through the building when there is snow even though it is longer. (Systems Theory)

Front 53

Dynamism

Back 53

Things are always changing (Systems Theory)

Front 54

Feedback

Back 54

Systems of loops that connect communication and action. two types are positive and negative
(Systems Theory)

Front 55

Positive Feedback

Back 55

Deviation-Amplifying. finds new avenues of growth. always a reaction (Systems Theory)

Front 56

Negative Feedback

Back 56

Deviation-Countering. seeks to reestablish the lost quality and/or goals. always a reaction (Systems Theory)

Front 57

Homeostasis

Back 57

balanced, what an organization wants (Systems Theory)

Front 58

Loose Coupling

Back 58

Things are weakly connected.
ex) history dept and the bio dept
(Systems Theory)

Front 59

Culture

Back 59

Provides a set of common beliefs and values used to explain the way things are and why they are that way.

Front 60

Organizational Culture

Back 60

The actions, ways of thinking, practices , stories, and artifacts that characterize an organization. Culture emerges whenever people are brought together. Key assumption 1 (Culture)

Front 61

Symbolic Constructions

Back 61

things in culture stand to things (Culture)

Front 62

Cultural Elements

Back 62

Symbolic expressions that define a unique culture (Culture)

Front 63

Metaphors

Back 63

relate organization to a familiar experience. ex 'family' 'machine'. (Cultural Element)

Front 64

Rituals

Back 64

Dramatize a cultures basic values (Cultural Element)

Front 65

Stories

Back 65

Convey what and who the culture values (Cultural Element)

Front 66

Artifacts

Back 66

Tangible and physical features of an organization (Cultural Element)

Front 67

Heros and Heroines

Back 67

Who culture considers a role model (Cultural Element)

Front 68

Performances

Back 68

Dynamic, ongoing, and creative behaviors to show culture for effect (Cultural Element)

Front 69

Values

Back 69

Shared set of beliefs (Cultural Element)

Front 70

Ethnography

Back 70

the writing of culture (Culture)

Front 71

3 Views of Organizational Culture

Back 71

Practical- Culture can be improved by management.
Interpretive- Constructed from the ground up
Fragmentation- ambiguity within an organization is inevitable.

Front 72

Practical View

Back 72

Culture is something managers can use as leverage to create more efficient organizations (Organizational Culture)

Front 73

Interpreted View

Back 73

Culture is socially constructed by everyday life (Organizational Culture)

Front 74

Fragmentation Perspective

Back 74

Ambiguity within an organization is inevitable (Organizational Culture)

Front 75

Iceberg Metaphor

Back 75

Verbal and nonverbal communication are sticking out of the water while attitudes, values, and beliefs are below (culture)

Front 76

Socialization

Back 76

Process by which people learn the norms, rules, and expectations of a culture over time thereby becoming members of that culture (Culture) Key assumption 2

Front 77

Anticipatory Socialization

Back 77

People learn about work long before work begins. Two types are vocational and organizational

Front 78

Vocational (socialization)

Back 78

As a child we generally learn about work from our parents, teachers... and interpret work in terms of attitude towards work, importance of power, and work as a source of meaningful personal relationships (Anticipatory Socialization type) (Culture)

Front 79

Organizational (socialization)

Back 79

Before the first day of work, learning about specific job through company literature, interviewers, peers... often inflated (Anticipatory Socialization type) (Culture)

Front 80

Organizational Assimilation

Back 80

Surprise and sense-making once enter the job. (Culture)

Front 81

Implicit Aspects of Culture

Back 81

Sociability,
Power Distribution & Job Autonomy,
Achievement Rewards,
Opportunities for Growth,
Tolerance for Risk and Change,
Conflict Tolerance,
Emotional Support

Front 82

Sociability

Back 82

Are people social at work or do they save it for home? (Implicit Culture)

Front 83

Power Distribution and Job Autonomy

Back 83

Who has the power/ who do you depend on? (Implicit Culture)

Front 84

Achievement Rewards

Back 84

Incentive of money based on your accomplishments, breeds competition (Implicit Culture)

Front 85

Opportunities for Growth

Back 85

Does work wants you to grow as a person? Will you contribute more or leave for better job? (Implicit Culture)

Front 86

Tolerance for Risk and Change

Back 86

Big organization may want you to take a risk with the possibility of making more money because they are safe. Small company many not want change because can't afford loss. (Implicit Culture)

Front 87

Conflict Tolerance

Back 87

How does the company respond to conflict? Will they try to resolve it or just fire you? (Implicit Culture)

Front 88

Emotional Support

Back 88

Do people talk about problems in their personal life at work? (Implicit Culture)

Front 89

The WAVES

Back 89

Women Accepted for Voluntary
Emergency Services (WAVES) They felt special for serving and they thought nobody shared their bond besides them. Had many rituals like carpooling to work and telling the same stories. (Culture)

Front 90

Critical Approach

Back 90

Questions taken-for-granted practices, Addresses unequal distribution of power in organizations at the Microlevel
and addresses larger institutions of power at the Macrolevel (Critical)

Front 91

Critical Organizational theory

Back 91

reveals the hidden but pervasive power that organizations have over individuals and our society (Critical)

Front 92

Karl Marx

Back 92

Critical Theory

Front 93

Power

Back 93

Person A has power over person B when A has control over some outcome B wants (Critical)

Front 94

Reward Power

Back 94

When person A can give B a reward in exchange for B's compliance. ex Bonus $ (Explicit Critical)

Front 95

Coercive Power

Back 95

When person B perceives that a certain behaviors on his or her part will lead to punishment from A. ex poor work assignments (Explicit Critical)

Front 96

Referent Power

Back 96

Person B does things for A to be like A. ex mentor (Explicit Critical)

Front 97

Expert Power

Back 97

B does what A says because B respects A's knowledge (Explicit Critical)

Front 98

Legitimate / Position Power

Back 98

B complies with A's wishes because A holds a high-level position. ex division head in the hierarchy. (Explicit Critical)

Front 99

Ideology

Back 99

System of ideas that serves as the basis of a political or economic theory. ex Karl Marx (Implicit Critical)

Front 100

Reification

Back 100

When socially constructed meanings come to be perceived as real and fixed, so much so that members forget they are just ideology. ex "thats just the way things are" (Implicit Critical)

Front 101

Hegemony

Back 101

Also known as ideological control. Exists when the view of the elite is reinforced by the subordinates. (Implicit Critical)

Front 102

Panopticon

Back 102

Was a prison with guard tower in the middle so the prisoners always thought they were being watched, constant surveillance. Used as a metaphor for workers being under constant possible surveillance. (Critical)

Front 103

Knowledge Management (KM) Systems

Back 103

Panopticon technological systems used to rate employees has a major flaw of now counting "care" work. (Critical)

Front 104

Resistance

Back 104

Members of an organization distancing and defending themselves from organizational power. ex boycott, strikes, social movements (Critical)

Front 105

Text

Back 105

Anything that we study. especially the ideology of (Critical)

Front 106

Privilege

Back 106

I don't know... but (Critical)

Front 107

Workplace Democracy

Back 107

Democracy in the workplace. ex voting, debates, democratic structure etc.(Teams & Networks)

Front 108

Paradox of Participation

Back 108

Management sees taking more responsibilities as more participation but the workload increases which can strain other relations. Also can;t assume participation is a cure-all (Teams & Networks)

Front 109

Push Towards Workplace Democracy

Back 109

Spreading out power, Project teams, and work teams. [note- also quality improvement teams and virtual teams](Teams & Networks)

Front 110

Project Team

Back 110

Team assembled for one specific project and work together to solve it. Can have people of different expertise but they disband after their specific project is finished (Teams & Networks)

Front 111

Work Team

Back 111

People from different areas of expertise carry out a whole process of a project. (Teams & Networks)

Front 112

Improving Workplace Democracy

Back 112

Members think and act like owners.
Reintegrate management into people doing the work.
Distribute quality "real" information.
Allow social structure to grow from the bottom.

Front 113

Communicative Dimensions of Teamwork

Back 113

Norms
Roles
Decision-Making
Channels
(Teams & Networks)

Front 114

Norms

Back 114

Informal rules that designate the boundaries of acceptable behavior.
Explicit- Code of Conduct
Implicit- Social construction of reality & Balancing creativity and constraint (Communicative Dimension of Teamwork) (Teams & Networks)

Front 115

Roles

Back 115

Group members must take a role:
Task Role- summarizes & evaluates team ideas and progress
Maintenance Role- Seeks to relieve group tension or pressure
Disfunctional- attempts to dominate group discussion, always considered inappropriate and unproductive
(Communicative Dimension of Teamwork) (Teams & Networks)

Front 116

Decision Making

Back 116

Make better decisions in groups.
Voting
Consensus Seeking
Authority Rule
Expert Rule
Minority Rule
(Communicative Dimension of Teamwork) (Teams & Networks)

Front 117

Task Role

Back 117

Wants to be productive. Summarizes and evaluates the groups ideas (Communication Dimensions - Roles)

Front 118

Maintenance Role

Back 118

Seeks to relieve tension and pressure (Communication Dimensions - Roles)

Front 119

Dysfunctional Role

Back 119

Tries to dominate group discussions. Always considered inappropriate and unproductive (Communication Dimensions - Roles)

Front 120

Explicit Norm

Back 120

Code of Conduct (Communication Dimensions - Norms)

Front 121

Implicit Norm

Back 121

Social Construction of Reality.
Balancing Creativity and Constraint.
(Communication Dimensions - Norms)

Front 122

Voting

Back 122

Where team members vote on decision (Communication Dimensions - Decision Making)

Front 123

Consensus Seeking

Back 123

Accepting the inevitability of differences and remaining committed to an ongoing dialogue. (Communication Dimensions - Decision Making)

Front 124

Authority Rule

Back 124

Person who takes control makes a decision (Communication Dimensions - Decision Making)

Front 125

Minority Rule

Back 125

Letting the group out of power make a decision and seeing how it goes (Communication Dimensions - Decision Making)

Front 126

Expert Rule

Back 126

Letting an expert make the decisions dealing with his topic of expertise (Communication Dimensions - Decision Making)

Front 127

Channels

Back 127

Effective teams have an appropriate, results driven structure. Consider what means of communication will best help you accomplish your goals (Communication Dimensions - Channels) (Teams and Networks)