Edu 921

Front 1

Origins of Theory

Back 1

Attention (Something captures our attention)
Sensation (You sense what is intriguing about behavior)
Conception (Construct concepts from perceptions)
Validation (validate your theory)

Front 2

Bureaucracy

Back 2

An authority structure based on rational behavior

Front 3

Descriptive

Back 3

What we do, focuses on the way things are actually done.

Front 4

Normative

Back 4

What we should, the way things should be done.

Front 5

Theory

Back 5

Systematically organized knowledge of observed phenomena used to describe or explain or predict behavior

Front 6

Open System Theory

Back 6

Relationships and exchanges between the organization and its external environment

Front 7

Classical Theory

Back 7

Formal organization - hierarchy, goals job descriptions, lines of authority, etc.

Front 8

Effective Formal Communication Channels

Back 8

Interactive
Symmetrical
Recurrent
Accessible
Recognized

Front 9

Communication Characteristics

Back 9

Form (verbal or nonverbal)
Flow (One-way or two-way)
Status (Formal or Informal)
Action (Sending or Receiving)
Symmetry (Personal benefit - asymmetrical or collective benefit-symmetrical)

Front 10

Two types of Communication Channels

Back 10

Formal and Informal

Front 11

Communication Problems

Back 11

Poor Listening Skills
Poor Language Skills
Lack of credibility and trust
Information Overload

Front 12

Organization - 4 Aspects

Back 12

Social Aspect (Have to have people)
Structural Aspect (Identifiable roles and relationships)
Time aspect (It endures, not temporary)
Purpose Aspect (Exist for a purpose or goal)

Front 13

Theoretical Knowledge

Back 13

Dealing with theories that are relevant for Organizational Bureaucracy

Front 14

Tacit Knowledge

Back 14

-Reflection on action, did my decision work
-Learning from experience

Front 15

Variables Influencing Administrative Behavior

Back 15

-Dispositions (outlooks that stem from beliefs) toward human nature
-Assumptions about decision making (2 groups, those who make decisions & those who don't)
-Assumptions about Administrative Work
-Assumptions about Communication

Front 16

Three Types of Authority

Back 16

-Legitimate
-Charismatic
-Legal-rational

Front 17

Organizational Buffers

Back 17

-Cushion against interventions from society
-Buffers limit the quantity or extent of intervention

Front 18

Types of organizational buffers

Back 18

-No jurisdiction (schools has no say - side steps)
-Strategic catharsis (sit and listen)
-Strategic stalling (putting it off hoping it will go away)
-Mutual reinforcement (power in numbers)

Front 19

Buffer penetration - Intermittent renewal pattern

Back 19

Tensions refuse

Front 20

Buffer penetration - crisis management

Back 20

The intervention evolves into a crisis

Front 21

Buffer penetration - central office directives

Back 21

People try to penetrate at building level, they can't so they go to central office

Front 22

Buffer penetration - identifying soft spots

Back 22

Penetrate where the weaknesses are

Front 23

Buffer penetration- voluntary removal

Back 23

Gaining agreement to solve problem

Front 24

What makes an environment complex?

Back 24

A great deal of diversity

Front 25

What is a stable community?

Back 25

Not a lot of change

Front 26

Dispositions toward conflict - Classical theory

Back 26

(Normative) - Says its bad

Front 27

Dispositions toward conflict - Social Political

Back 27

(Descriptive) - Depends on how the conflict is managed

Front 28

Dispositions toward conflict - Open systems

Back 28

(Descriptive) - Good because it is heavily focused on adjustments, change, accommodation, the needs are necessary and productive.

Front 29

Closed system

Back 29

The system attempts to build barriers to keep people from getting in. Ex. more majors, different classes

Front 30

Open system

Back 30

System does not tolerate interventions, they encourage them. Can't stop them so encourage them

Front 31

Organization equilibrium

Back 31

When services meets the needs of society

Front 32

Difference between climate and culture?

Back 32

Culture is a part of climate

Front 33

Climate is composed of four frames

Back 33

Ecology - physical structures (easiest to change)
Milieu - social setting (3rd easiest to change)
Organization - structural dimension (2nd easiest)
Culture - symbolic dimension (Hardest to change)

Front 34

Difference between power and authority?

Back 34

Authority is position in relation to a company.
Power is the ability to get people to do what you want.

Front 35

French and Raven's types of power

Back 35

Legitimate - least effective - power granted to indiv.
Punishment-centered - 2nd least effective - if you dont do your homework, you will be beat
Reward-centered - do hw = $5
Expert - most effective - respect of wisdom
Referent - charismatic power

Front 36

If you don't socialize... three things happen?

Back 36

1. Voluntarily leave
2. Involuntarily leave
3. Stay & be ostracized

Front 37

Three layers of institutional culture?

Back 37

1. Artifacts - top - what people see
2. Espoused beliefs - Philosophy statement
3. Underlying beliefs - below water line- what people really believe

Front 38

Factors affecting group cohesion?

Back 38

1. Degree of threat
2. Frequency of contact - the more contact, the more cohesive.
3. Homogeneity = same views
4. Need satisfaction
5. Size

Front 39

Management

Back 39

focuses on how to do things

Front 40

Leadership

Back 40

Focuses on "what to do" decisions

Front 41

Administration

Back 41

Both manage and lead

Front 42

Two aspects of decision decision making?

Back 42

1. Uncertainty
2. Risk

Front 43

Four negative effects these informal organizations may contribute

Back 43

1. Transmition of false information
2. Cause excessive uniformity to group norms
3. Develop goals that are in conflict with the goals of the organization

Front 44

Social Systems (Human Relations) Theory

Back 44

Set of things make a whole. Must have subsystems
Satisfying organization = Efficient Organization

Front 45

Informal Organization

Back 45

Form due to the fact that formal organizations do not provide the individual need satisfaction that is required by humans.

Front 46

Professional Bureaucracy

Back 46

Relies on standardization of skills and its associated design parameter, training and indoctrination.

Front 47

Professionalism

Back 47

the conduct, aim, or qualities that mark a profession

Front 48

System Thinking

Back 48

Every action in a system has a reaction on a subsystem

Front 49

Energic Inputs

Back 49

External influences which include resources like employees, raw materials, capital, status, and other personal rewards

Front 50

Energic Outputs

Back 50

Products or services that are distributed to consumers

Front 51

Recycling

Back 51

Refers to the fact that outputs are indirectly recycled back into the organization

Front 52

Contingency Theory

Back 52

Belief that organizations are organized in ways that best fit the environment in which they are embedded

Front 53

Institutional Theory

Back 53

Organization as a means by which the societal values and beliefs are embedded in organizational structure and expressed in organizational change.

Front 54

Resource Dependency Theory

Back 54

Sees the organization as adapting to the environment as dictated by its resource providers

Front 55

Inputs

Back 55

Human resources, financial resources, physical resources, information resources

Front 56

Transformation Process

Back 56

Interaction between students and teachers, students learn, and ultimately become educated citizens and contribute to society

Front 57

Outputs

Back 57

attainment of goals or objects of the school district which usually include growth and achievement levels, school community relations, job satisfaction, etc.

Front 58

Environment

Back 58

includes social, political, and economic forces that impinge on the organization

Front 59

What are the 7 components of Quality of Work Life

Back 59

1. Adequate and fair compensation
2. Safe working conditions
3. Opportunity for continued growth and security
4. Feeling of belonging
5. Employee rights
6. Work and total life span
7. Social relevance of work life

Front 60

Assimilation

Back 60

The process by which individuals join, participate in, and leave organizations

Front 61

Organizational Socialization

Back 61

The process by which an individual acquires the social knowledge and skills necessary to assume an organizational role. Employees are transformed from outsiders to participating and effective members

Front 62

Socialization

Back 62

he process by which an organization attempts to influence and change individuals to meet its needs

Front 63

What are the four phases of most models of socialization?

Back 63

1. Anticipatory or pre-arrival phase
2. Encounter of entry phase
3. Metamorphosis
4. Exit

Front 64

Uncertainty Reduction Theory

Back 64

when individuals experience uncertainty about someone, that is, a lack of predictability, they seek information from that person to reduce their uncertainty

Front 65

What are the Theories of Socialization?

Back 65

Uncertainty Reduction Theory
Sense Making Theory
Social Exchange Theory
Social Identity Theory