Organizational Communication

Front 1

What is a system?

Back 1

the combination of components in order to interact and survive in the environment

Front 2

Organismic metaphor

And how does it apply to Organization Communication?

Back 2

don’t treat organizations as self-contained or self-sufficient
machines but as complex organisms that must interact with their environment to survive.

apply the idea that organizations have complex parts
and must interact with their environment.

Front 3

Where did system theory originate?

Back 3

Fields of biology and engineering.

Front 4

Hierarchical Ordering-

Back 4

A system is not an undifferentiated set of parts thrown together. System components are arranged in highly complex ways that involve subsystems and supersystems.

Front 5

Interdependence

Back 5

The functioning of one component of a system relies on other components of the system.

Front 6

Permeability

Back 6

system components have permeable boundaries, allowing information and materials to flow in and out.

Front 7

Input-throughput-output

Back 7

A system inputs materials through its permeable boundaries from the environment, then works on these materials with some kind of transformational process (throughput), and then returns the transformed material to output to the environment.

Front 8

Exchange in input system

Back 8

With respect to input and output process, the organization must make an exchange with the environment for the input materials, and then exchange the transformed materials.

Front 9

Feedback of input system

Back 9

helps facilitate the interdependence between components in the throughput stage.

Front 10

Negative/Corrective/deviation

Back 10

reducing feedback maintains steady system functioning.

Front 11

Positive/growth/deviation

Back 11

amplifying feedback – changes the system through growth and development.

Front 12

Holism

Back 12

A system is more than just the sum of all its parts. Has this property because of the interdependent nature of the components.

Front 13

Equifinality

Back 13

A system can reach the same final state from differing initial conditions and by a variety of paths.

Front 14

Negative entropy

Back 14

Organization’s ability to sustain oneself and grow.

Front 15

Requisite Variety

Back 15

The internal works of the system must be as diverse and complicated as the environment in which it is embedded. (allows an organization to deal with information and problems in the environment.

Front 16

Difference between new science systems and origin systems

Back 16

systems aren’t seen as linear striving towards equilibrium, but complex and adaptive systems in which order can emerge from disorder, large effects can come from very small changes. Systems are not always logical and are not always predictable. Innovation can emerge when a system is at the edge of chaos.

Front 17

Core Ideas

Back 17

1. importance of relationships (stems from interdependence)
2. importance of participation
3. appreciation of organizational change and instability
4. importance of being open to the information environment. (change occurs when we are open to the swirl of ideas around us)

Front 18

Network analysis

Back 18

creating and analyzing the mapping of relationships between components of the system.

Front 19

Assimilation

Back 19

those ongoing behavioral and cognitive process by which individuals join, become integrated into, and exit organizations.

Front 20

Socialization

Back 20

organizations’ process of trying to influence the adaptation of individuals through formal and informal means.

Front 21

Individualization

Back 21

Process of an individual trying to change an organization to fit his or her needs, abilities, or desires.

Front 22

Three phases of socialization:

Back 22

anticipatory socialization- socialization that happens before an individual enters an organization.

Encounter Socialization – occurs at the organizational “point of entry”

Metamorphosis – made the transition from outsider to insider, becomes an accepted and participating member of an organizational team.

Front 23

anticipatory socialization

Back 23

# socialization that happens before an individual enters an organization.

1. Learning the nature of work as a child.
2. Learning about an occupation (education)
3. Learning about an organization (interviewing process)

Front 24

Encounter Socialization

Back 24

occurs at the organizational “point of entry”

1. first experience of life on the job

Front 25

Processes important to a newcomer

Back 25

1. Developing a familiarity with others
2. Acculturating, or learning the culture of the organization
3. Feeling recognized by others
4. Becoming involved in the organization
5. developing job competency
6. Role negotiation

Front 26

Three basic functions of an employment interview

Back 26

1. recruit potential employees and make decisions about the quality of those employees
2. Applicant is finding more information about the organization
3. socialization tool, facilitate the adaptation of the applicant should they be hired.

Front 27

Organizational exits importances

Back 27

1. demographic - retirement, retiring at an earlier age.
2. Economic – layoffs, organization downsizing
3. social – transferring from job to job, readaptation

Front 28

Generalizations of organizational exits

Back 28

1. organizational exit is a process
2. exit influences those who leave and those left behind
3. exit can have profound effects on the individuals families
4. communication plays a critical role in the disengagement process.

Front 29

How organizational approaches compare on issue of assimilation

6 Theories

Back 29

1. Classical – ensures employees are trained for maximum effectiveness and efficiency
2. Human relations – seen as a way to maximize the possibility that employees will be highly satisfied organizational members
3. Human Resources – A way to maximize the contribution employees can make to the organization
4. Systems – assimilation seen as boundary transition between the outside and the inside of the system.
5. Cultural – process in which new comers come to understand the assumption, values, and the norms of the new organizational culture.
6. Critical – process through which organizational owners and managers develop and maintain hegemonic relationships with employees.

Front 30

Three I’s of conflict

Back 30

1. incompatible goals
2. interdependence
3. interaction

Front 31

interpersonal conflict

Back 31

individual members of the organization perceive goal incompatibility.

Front 32

Intergroup conflict

Back 32

1. aggregates of people within an organization (eg work teams, departments) as parties in a conflict.
1. Example two departments fighting over scarce resources.

Front 33

Interorganizational conflict

Back 33

conflicts between two or more organizations (competition in market place, joint operating agreements)

Front 34

5 conflict styles

Back 34

# Five conflict styles

1. Competition
1. High Concern for Self, Low Concern for others
2. Collaboration
1. High Concern for Self, High Concern for others
3. Compromise
1. Medium Concern for Self, Medium Concern for others
4. Avoidance
1. Low Concern for Self, Low Concern for others
5. Accommodation
1. Low Concern for Self, high Concern for others

Front 35

Qualities of Integrative bargaining

Back 35

1. Leads to more creative solution
2. Both parties benefit
3. Serves as a forum for identifying problems, clarifying misconceptions, signaling needs and interests, and negotiating the meaning of organizational events

Front 36

How third parties from outside organization can help solve disputes

Back 36

# mediator - helps to facilitate disputes but holds no decision power
# arbitrators – makes decisions based on the proposals and arguments of the parties involved in the conflict.
# Roles -

Front 37

Roles To help solve disputes

Back 37

1. Inquisitor – Controls process and outcome of conflict resolution
2. Judge – controls outcome but not process
3. Mediator – counsels parties who have control over process and outcome.
4. Motivator – uses threats and incentives to encourage conflict resolution
5. Investigator – finds facts and disputes and reports to authority
6. Restructurer – redesign organization that will resolve the conflict
7. Problem Solver – finds underlying conditions that are creating conflict
8. Procedural marshal – describes and enforces the rules for conflict resolution

Front 38

Four categories of tactics mediators use

Back 38

1. directive tactics – initiates recommendations
2. nondirective – secures information and clarify misunderstandings
3. procedural – establishes agenda and protocol for conflict resolution
4. reflexive tactics – regulates tone of interaction

Front 39

How organizational approaches compare with conflict resolution

Back 39

1. Classical – conflict viewed as a breakdown of communication, conflict detracts from organizational efficiency
2. Human relations – conflict viewed as evidence of faulty relationships among organizational members
3. Human resources – conflict seen as possible means for growth and development
4. Systems – conflict is seen as cycles of activities that can escalate and de-escalate. Possibility for conflict varies with interdependence
5. Cultural – conflict is from differences between value systems of individuals and groups.
6. Critical – Conflicts reflect deeper imbalances of power based on class structure, economics, or gender.

Front 40

Models of Organizational Change

Back 40

1. Models of organizational life cycles and evolution of the organizational populations
1. “natural” ways organizations change with the flow of institutional life and industry history.
2. Planned change
1. Current way of doing things are not effective so changes must be made.

Front 41

Destabilizing forces

Back 41

1. Individual Task behaviors
2. Organizational Processes
3. Strategic Direction
4. Organizational Culture

Front 42

Methods

Back 42

1. Technical
2. Structural
3. Managerial
4. People

Front 43

8 Typical problems in organizational change process

Back 43

1. Lack of maneagment support
2. Top Managers forcing change
3. Inconsistent action by key managers
4. Unrealistic Expectations
5. Lack of meaningful participation
6. Poor communication
7. Purpose of program was not clear
8. Responsibility for change not properly identified

Front 44

Three stages of unplanned organizational change

Back 44

1. precrisis – members work to prevent or prepare for possible problems
2. crisis – trigger that effects organizations survival or reputation. There is much uncertainty and people try to make sense of what is happening.
3. Post-crisis – communication focuses on responsibility, apology and establishing systems that will prevent similar crises in the future.

Front 45

How approaches compare on issue of organizational change

Back 45

1. Classical – change is viewed negatively, unless carefully controlled by management
2. Human relations – human process in which factors of employee satisfaction are taken into account
3. Human resources – change is seen as a crucial step through which organization can harness the skills and abilities of the employee
4. Systems – change viewed as a cybernetic system characterized by positive and negative feedback or as an outcome of chaotic systems of complex information
5. Cultural – change seen as reflections of organizational values and assumptions.
6. Critical – Planned organizational attempt seen as means through which management establishes and maintains a relationship of power over its employees.

Front 46

Trends in Business

Back 46

Global Market place

Info technology (internet)

Joint/Strategic Allicance - cooperation with competitors

Demands for higher quality, faster service - bench-marking

Increased Produce differentiation and customization - cause of competition

Vendors as partners

Flatter hierarchies - less layers of managers

Smaller organizations

Cross-functional teams

Self-managing teams

Diversity

Aging of labor pool

Empowerment of employees - make employees more effective

Everyone think like the leader

Lifelong eduation

Flexible hours and working conditions

Health oreintation

Environment

Front 47

Learning organization

Back 47

Organizations need to survive and resist becoming obsolete

You must learn how to learn

Front 48

5 skills of learning organizations

Back 48

System thinking - interconnections, holism, interdependence

Personal mastery

Flexible Mental models - change the patterns of beliefs that shape and limit an individuals' interpretation and actions - self-reflection

A shared vision

team learning - dialogue - balance advocay with inquiry

Front 49

7 pratices of successful organizations

Back 49

Provide job security, selective hiring, Self-managed teams, Comparatively higher and contingent compensation, training, Reduction of status differences - employees will feel more valued

Sharing of information

Front 50

Vision

Back 50

An image of the organization’s desired future.

Front 51

Values

Back 51

The guiding principles that gets the organization where it plans to go.

Front 52

Purpose or Mission

Back 52

What the organization is here to do

Front 53

Goals

Back 53

Milestones the organization expects to reach along the way.

Front 54

Hierarchy of leadership

5

Back 54

Transformation - greatness through personal humilty

Effective - purcuit of clear vision

Competent - Organizes people and resouces

Contributing team member - contributes individuals capability

Highly capable individual - productive contributions through abilities

Front 55

As group size increases

Back 55

complexity increases

Front 56

Group

Back 56

small collection of people working towards a common goal

Front 57

Group size goes up, so does

Back 57

Complexity, functionalism cligue, formality, information distortion, quality, difficulty acheiving consensus, talkative members dominate

Front 58

As group size deceases so does

Back 58

Participation, cooperation, pressure to conform, member satisfication, access to information, speed of decision making

Front 59

Values of task-group

Back 59

Wide variety of information

discussion creates a greater individual interest and involving in learning and decision making

A place to deal with strong feelings and conflict

Discussion provides internalization and creative potential of the members

Front 60

Self-manged teams - Design principles

Back 60

Performance focus

tasks should be whole and integrated

Autonomy - should have control over own administrative functions

Minimal critical specifications

Competencies

Rewards

Continuously develop themslves
- people should be allowed to leave team if they want

Front 61

Characteristics of effective teams

Back 61

devote time, energy

everyone same goal

listen

balance emotional reactions with impatial judgements

persoanl gains don't matter

accept and support of all members

No hierarchy

Expects pos attitude

moral standards of conduct

Pratical and valueable to offer group

Front 62

What leads to defensiveness

Back 62

Evaluation

Control

Strategy - Any hidden agenda?

Neutraility - I don't care

Superiory

Certainty - fact of the matter

Front 63

Supportive approachs

Back 63

Be descritive - address specific behaviors

Problem Oreination

Spontaneity

Empathy

Equality

Provisionalism - not accept something as absolute

Front 64

Match styles

Evaluation

Control

Stretegy

Neutrality

Superiority

Certainty

Back 64

Be descriptive

Problem Orientation

Spontaneity

Empathy

Equality

Provisionalism