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88 Cards in this Set

  • Front
  • Back
The belief that image is more important than the values of the organization is an example of ___________
Organizational narcissism
The _________ says that organizations don't have or possess culture, they are culture.
symbolist perspective
_______ is related to the feelings and communication of the people who work there.
integrated marketing communication (IMC) consists of 5 major components to display a single message in one united voice. Name them.
name, color, slogan, logo, legitimacy.
the clash between an individuals identity as a "good employee" and as a professional is known as________
identity conflicts
the concept of the company name becoming more important than the product itself is an example of _________
What is culture?
beliefs, values, language, clothing, food, rituals
Replicates, moves on, your culture is passed on, though not always identically.
tends to be gradual, evolutionary rather than revolutionary.
culture change
edgar shein's three levels of organizational structure:
Core Beliefs & Assumptions, values & Behavioral Norms, Artifacts
core beliefs and assumptions is
embracing our primary beliefs so much that they are taken for granted. we don't even discuss these issues
values & behavioral norms are
less primary, not taken for granted. debated issues.
artifacts are
visible, tangible things that reflect the core beliefts and assumptions as well as behavioral norms and values.
what is the link between national culture and organizational structure?
in most cases the assumptions/values of the company reflect those of the area where they are.
_________ is more than one culture group in an organization
individualism/collectivism, uncertainty/avoidance, masculinity/femininity are examples of
variables of national culture influencing organizational culture
cultures that embrace the rights of individual as more important than gropu concerns
group is more important. individuals must sacrifice for the better of the group
tolerance people have for the unknown
uncertainty avoidance
feel the need to have the answers, rules very important. low tolerance for differing viewpoints. different is dangerous.
high uncertainty avoidance
we accept the fact that we dont know everything. rules and policies not seen as unchangable. diversity is good.
low uncertainty avoidance.
emphasize power, control, competition. clear seperation of genders
cooperation, interdependence over competition. positions not really tied to gender.
not everyone will be happy in one culture, so these are formed
most organizations want a specific cultured called
corporate culture
everyone buys into same assumptions and behaviors because it is more efficient
homogeneous culture
image created by the culture people with power
beliefs that people actually have
true culture
'team' , 'family'
organizational metaphors
we have these because we have history as an organization
informal mgathering that happens in a consistent way that results in emotional bonding
more formal than rituals, and more required.
cermonies that publicly reward meeting goals
people get fired at these ceremonies
company tries to reenergize workers at this kind of ceremony
company-wide event kind of ceremony
socialization of culture: formal
orientation, handbook, manual
socialization of culture: social learning
informal, watching others and imitating
self check/ other employees will regulate others
tool of control
culture shared by all
functional perspective of org culture :
tool of control, consistency, culture is possessed by the organization
symbolist perspective of org culture
organizations are culture, no consistency, culture is not a means of control
any org culture is a collection of subcultures with different ideas as a whole, but stable ideas within each subculture
differentiation perspective of organizational communication
nothing is stable. even subcultures don't agree. org culture is always in a state of change
fragmentation perspective of organizational culture
what are the components of ICM -ideal managerial climate
supportiveness, trust, openness, high performance goals, participative decision making
explains german silence during holocaust. if we dont talk about it, it doesnt exist.
noelle neuman's spiral of silence theory
how to prevent spiral of silence
get a mediator from an outside source, anonymous feedback from employees
workers afraid to point out things that are wrong
conspiracy of silence
consists of fundamental, consistent, and distinct characteristics of an organization.
organizational identity and image
many organizations reinvent themselves to adapt to changing circumstances tends to be evolutionary rather than revolutionary
identity change
external, what people outside orgs is/should be
something that's internal. how org sees itself. who do we think we should be
try to get your orgs to occupy a position in the mind of your consumer
use one name/symbol/logo in all corporate displays
monolithic identity
the extent to which the individual personally identifies with an organization
organizational identification
positive feelings from one thing to another
clash between an individual's identity as a 'good employeee' and as a professional
identity conflicts
groups of people who collectively can impact an organization's future.
what are 3 main sources of conflict
role conflict, limited resources, relationships/interpersonal
researcher that says conflict is inevitable and it goes through phases
louis pondy
different parties have different ideas but dont even realize it
latent conflict
become consciously aware of conflict
perceived conflict
if that is our perception, that is our reality
pseudo conflict
pretend the conflict doesn't exist. avoid the issue or the person
the best way to deal with conflict is to just give in
when all parties get part, but not all of what they want
battle it out, win/lose
most overlooked, maybe a way that everyone wins
factors influencing psychological orientation
personality, status of individuals involved, interpersonal relationship, what is the liklihood that we will have to interact in the future
conflict becomes personalized
felt conflict
rehearse imaginary arguements in your heade
us vs. them
risks outweigh benefits just to get along
strategies for managing felt conflict
acceptance, open confrontation, covert resistence
choose to openly confront the other person, not good for someone with much greater status than you
open confrontation
going along with what you want but doing things in that backround to oppose the other person (sabatoge)
covert resistance
blatent, openly expressed
manifest conflict
deny conflict and move on
delay discussion on issue
focus on rules
how to resolve issue rather than issue itself
redefine issue a particular way
redefine criteria for solution in your favor
manipulate relationships
what are 3 conflict structuring strategies
define, criteria, manipulation
verbal attack on person, not issue
forcing someone to do something because i have power
take a stand
acting like something is a big deal, give it up, so they will give something up too
reformed sinner
issue expansion, self esteem of participants, perspective loss are all a part of
conflict escalation