Org Com 3

Front 1

The belief that image is more important than the values of the organization is an example of ___________

Back 1

Organizational narcissism

Front 2

The _________ says that organizations don't have or possess culture, they are culture.

Back 2

symbolist perspective

Front 3

_______ is related to the feelings and communication of the people who work there.

Back 3

climate

Front 4

integrated marketing communication (IMC) consists of 5 major components to display a single message in one united voice. Name them.

Back 4

name, color, slogan, logo, legitimacy.

Front 5

the clash between an individuals identity as a "good employee" and as a professional is known as________

Back 5

identity conflicts

Front 6

the concept of the company name becoming more important than the product itself is an example of _________

Back 6

branding

Front 7

What is culture?

Back 7

beliefs, values, language, clothing, food, rituals

Front 8

Replicates, moves on, your culture is passed on, though not always identically.

Back 8

self-perpetuation

Front 9

tends to be gradual, evolutionary rather than revolutionary.

Back 9

culture change

Front 10

edgar shein's three levels of organizational structure:

Back 10

Core Beliefs & Assumptions, values & Behavioral Norms, Artifacts

Front 11

core beliefs and assumptions is

Back 11

embracing our primary beliefs so much that they are taken for granted. we don't even discuss these issues

Front 12

values & behavioral norms are

Back 12

less primary, not taken for granted. debated issues.

Front 13

artifacts are

Back 13

visible, tangible things that reflect the core beliefts and assumptions as well as behavioral norms and values.

Front 14

what is the link between national culture and organizational structure?

Back 14

in most cases the assumptions/values of the company reflect those of the area where they are.

Front 15

_________ is more than one culture group in an organization

Back 15

globalization

Front 16

individualism/collectivism, uncertainty/avoidance, masculinity/femininity are examples of

Back 16

variables of national culture influencing organizational culture

Front 17

cultures that embrace the rights of individual as more important than gropu concerns

Back 17

individualizm

Front 18

group is more important. individuals must sacrifice for the better of the group

Back 18

collectivism

Front 19

tolerance people have for the unknown

Back 19

uncertainty avoidance

Front 20

feel the need to have the answers, rules very important. low tolerance for differing viewpoints. different is dangerous.

Back 20

high uncertainty avoidance

Front 21

we accept the fact that we dont know everything. rules and policies not seen as unchangable. diversity is good.

Back 21

low uncertainty avoidance.

Front 22

emphasize power, control, competition. clear seperation of genders

Back 22

masculinity

Front 23

cooperation, interdependence over competition. positions not really tied to gender.

Back 23

feminine

Front 24

not everyone will be happy in one culture, so these are formed

Back 24

subcutures

Front 25

most organizations want a specific cultured called

Back 25

corporate culture

Front 26

everyone buys into same assumptions and behaviors because it is more efficient

Back 26

homogeneous culture

Front 27

image created by the culture people with power

Back 27

corporate

Front 28

beliefs that people actually have

Back 28

true culture

Front 29

'team' , 'family'

Back 29

organizational metaphors

Front 30

we have these because we have history as an organization

Back 30

stories/myths

Front 31

informal mgathering that happens in a consistent way that results in emotional bonding

Back 31

rituals

Front 32

more formal than rituals, and more required.

Back 32

ceremonies

Front 33

cermonies that publicly reward meeting goals

Back 33

enhancement

Front 34

people get fired at these ceremonies

Back 34

degradation

Front 35

company tries to reenergize workers at this kind of ceremony

Back 35

renewal

Front 36

company-wide event kind of ceremony

Back 36

integration

Front 37

socialization of culture: formal

Back 37

orientation, handbook, manual

Front 38

socialization of culture: social learning

Back 38

informal, watching others and imitating

Front 39

self check/ other employees will regulate others

Back 39

tool of control

Front 40

culture shared by all

Back 40

consistency

Front 41

functional perspective of org culture :

Back 41

tool of control, consistency, culture is possessed by the organization

Front 42

symbolist perspective of org culture

Back 42

organizations are culture, no consistency, culture is not a means of control

Front 43

any org culture is a collection of subcultures with different ideas as a whole, but stable ideas within each subculture

Back 43

differentiation perspective of organizational communication

Front 44

nothing is stable. even subcultures don't agree. org culture is always in a state of change

Back 44

fragmentation perspective of organizational culture

Front 45

what are the components of ICM -ideal managerial climate

Back 45

supportiveness, trust, openness, high performance goals, participative decision making

Front 46

explains german silence during holocaust. if we dont talk about it, it doesnt exist.

Back 46

noelle neuman's spiral of silence theory

Front 47

how to prevent spiral of silence

Back 47

get a mediator from an outside source, anonymous feedback from employees

Front 48

workers afraid to point out things that are wrong

Back 48

conspiracy of silence

Front 49

consists of fundamental, consistent, and distinct characteristics of an organization.

Back 49

organizational identity and image

Front 50

many organizations reinvent themselves to adapt to changing circumstances tends to be evolutionary rather than revolutionary

Back 50

identity change

Front 51

external, what people outside orgs is/should be

Back 51

image

Front 52

something that's internal. how org sees itself. who do we think we should be

Back 52

identity

Front 53

try to get your orgs to occupy a position in the mind of your consumer

Back 53

positioning

Front 54

use one name/symbol/logo in all corporate displays

Back 54

monolithic identity

Front 55

the extent to which the individual personally identifies with an organization

Back 55

organizational identification

Front 56

positive feelings from one thing to another

Back 56

transference

Front 57

clash between an individual's identity as a 'good employeee' and as a professional

Back 57

identity conflicts

Front 58

groups of people who collectively can impact an organization's future.

Back 58

stakeholders

Front 59

what are 3 main sources of conflict

Back 59

role conflict, limited resources, relationships/interpersonal

Front 60

researcher that says conflict is inevitable and it goes through phases

Back 60

louis pondy

Front 61

different parties have different ideas but dont even realize it

Back 61

latent conflict

Front 62

become consciously aware of conflict

Back 62

perceived conflict

Front 63

if that is our perception, that is our reality

Back 63

pseudo conflict

Front 64

pretend the conflict doesn't exist. avoid the issue or the person

Back 64

avoidance

Front 65

the best way to deal with conflict is to just give in

Back 65

accomidation

Front 66

when all parties get part, but not all of what they want

Back 66

compromise

Front 67

battle it out, win/lose

Back 67

competition

Front 68

most overlooked, maybe a way that everyone wins

Back 68

collaboration

Front 69

factors influencing psychological orientation

Back 69

personality, status of individuals involved, interpersonal relationship, what is the liklihood that we will have to interact in the future

Front 70

conflict becomes personalized

Back 70

felt conflict

Front 71

rehearse imaginary arguements in your heade

Back 71

us vs. them

Front 72

risks outweigh benefits just to get along

Back 72

acceptance

Front 73

strategies for managing felt conflict

Back 73

acceptance, open confrontation, covert resistence

Front 74

choose to openly confront the other person, not good for someone with much greater status than you

Back 74

open confrontation

Front 75

going along with what you want but doing things in that backround to oppose the other person (sabatoge)

Back 75

covert resistance

Front 76

blatent, openly expressed

Back 76

manifest conflict

Front 77

deny conflict and move on

Back 77

denial

Front 78

delay discussion on issue

Back 78

delay

Front 79

focus on rules

Back 79

how to resolve issue rather than issue itself

Front 80

redefine issue a particular way

Back 80

define

Front 81

redefine criteria for solution in your favor

Back 81

criteria

Front 82

manipulate relationships

Back 82

manipulation

Front 83

what are 3 conflict structuring strategies

Back 83

define, criteria, manipulation

Front 84

verbal attack on person, not issue

Back 84

attack

Front 85

forcing someone to do something because i have power

Back 85

coercion

Front 86

take a stand

Back 86

matching

Front 87

acting like something is a big deal, give it up, so they will give something up too

Back 87

reformed sinner

Front 88

issue expansion, self esteem of participants, perspective loss are all a part of

Back 88

conflict escalation