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45 Cards in this Set

  • Front
  • Back
Interpersonal Communication
Communication within urself, self talk
Interpersonal Communication
one to one
Group Communication
Public Communication
one to many
Mass Communication
mediated by media
Organizational Communication
complex, multi-layered and in all levels of communication
5 Circles Model
Physical Structure, Technology, Social Structure, Culture, Environment
Pre-Industrial Era
prior to invention of factories, rural environment
Industrial Era
factory system, mass production, technology drives social structure and culture
Post-Industrial Era
modern day, information is the driver
Classical Management
Fayol--organization is like a machine
Classical Management, division of labor
replaceability, Classical Management
rules and standards, Classical Management
Elements of Management
what managers do; planning, organizing, command, coordination, control; Classical Management
Principles of Management
how managers should behave; Classical Management
Scientific Management
Taylor; time & management studies
Rate Busters
people who set the job rate; Scientific Management
Systematic Soldiering
caused by rate busting and basically peer pressure;Scientific Management
Time & Motion Studies
how to make things more time efficient in workplace; Scientific Management
Scientific Management Components
1 best way 2 do every single job, best way determined through time & motion; one person trains everyone to set up division of labor (management vs. worker)
Weber--rational legal authority
Traditional Authority
Charismatic Authority
Based on individual's personality
Rational-Legal Authority
managers; based on application of rules its a person's position
Bureaucracy characteristics
lost of rules and hierarchical structure; division of labor strong and centralized decision making; closed system as far as environment
Classical Management ignores. . .
social needs
Hawthorne Studies
Mayo--when people know they are being studied their behaviors change, people are motivated socially (informal)
Hierarchy of Needs
Maslow--Physiological, Safety, Affiliation, Esteem, Self-Actualization
Motivation-Hygiene Theory
Theory X & Y
McGregor--based on managers view
Theory X
managers who have negative light of workers (classical management)
Theory Y
managers who have a positive light of workers (human relations)
Human Relations
metaphor=family; job satisfaction does not equal higher productivity (curvy linear); manipulation and misuse by managers
Blake/Moton's Managerial Grid
Team Management is the best style of management; Country Club, Middle Road, Impoverished management, authority compliance
Likert System IV
what type of organization will use workers the best
Exploitive Authoritative
Managers make decision (centralization) through fear and threats; Classical management
Benevolent Authoritative
Centralization but w/ worker in best interest; Classical Management
decisions are made @ top but opinions of workers are considered; Human Relations
decisions are being made by people who are most affected by decisions; Human Resources
Ouchi's Theory Z
studied Type A-Americans and Type J-Japanese; longer term more holistic approach toward human resources
Type J
lifetime employment, slow evaluation & promotion, nonspecialized career paths, implicit control mechanisms, collective decision making, collective responsibility, holistic concern
Type A
short-term employment, rapid evaluation & promotion, specialized career path, explicit control, individual decision making, individual responsibility, segmented concern
Theory Z
combined best aspects of Type A & J; emphasis on job security and longer term investments, greater emphasis on employee training and development, nuturing people as human resources
Human Resources Metaphor
organization is like brains