Ch 13 Org Comm

Front 1

Asynchronous Communication

Back 1

communication
between individuals at different points in time

Front 2

Channel Expansion Theory (Carlson and Zmud)

Back 2

consider the ways in
which richness perceptions will depend on an individual’s personal experience
with a specific medium

Front 3

Communication Media Repertoires (Watson-
Manheim and Belanger)

Back 3

individuals choose among as they consider
how to accomplish individual and joint tasks in organizations

Front 4

Critical Mass (Markus)

Back 4

new communication technologies will not be
widely embraced until there is a critical mass of individuals who use the technology

Front 5

Distributed Work (Grantham)

Back 5

technologies allow communication
at great distances and at asynchronous times, it is often not necessary for people working together to be in the same place

Front 6

Dual Capacity Model

Back 6

complicates the idea of media richness by proposing
that every organizational medium has both “data-carrying capacity” that is
analogous to media richness, and “symbol-carrying capacity” that involves additional
meaning an individual might have for a particular medium

Front 7

Filtering of Social Cues

Back 7

First, electronic media may inhibit the communication of social and emotional
content because many of the cues often associated with such content are unavailable

Front 8

Flaming

Back 8

name-calling, sarcasm, obscene language, emotional outbursts

Front 9

Luddite

Back 9

Pessimistic about impacts of technology in organizations

Front 10

Media Richness (Daft and Lengel)

Back 10

-(1) the availability of instant feedback, (2) the use of multiple
cues, (3) the use of natural language, and (4) the personal focus of the medium. Communication channels that have all or many of these characteristics (e.g., face to-face communication) are called rich media

Front 11

Media Richness Model (Daft and Lengel)

Back 11

framework for understanding the choices organizational members make about communication
media use
-were interested in how managers choose one communication medium over another for an array of organizational
tasks
-managers tend to choose rich media to deal with
ambiguous tasks and lean media to deal with unambiguous tasks
-some evidence that managers and
work teams who follow this trend are more effective

Front 12

Media Synchronicity Theory (Dennis, Fuller, and Valacich)

Back 12

-the choice of communication media
should depend on the extent to which a medium supports synchronicity or a shared
pattern of coordinated behavior among coworkers

Front 13

Memory, Storage, and Retrieval Features

Back 13

-New communication
technologies also differ from traditional organizational communication forms in
terms of memory, storage, and retrieval features
-GDSS technologies allow decision making
groups to create a full written transcript of meeting proceedings, and Internet search engines allow for the quick retrieval of information that might have been impossible to find even a decade ago

Front 14

Social Information Processing Model

Back 14

proposed that the adoption of organizational
technologies (and the use of all organizational communication media) can be more
fully explained by looking at the social environment of the organization
-These theorists
argue that communication between coworkers, supervisors, customers, and
others affects media usage.
-See figure 13.2 in book

Front 15

Task Ambiguity

Back 15

to the existence of conflicting and multiple interpretations of an issue
Ex. the manager who
must resolve a conflict between two subordinates is faced with a communicative situation
that has great potential for misunderstanding and emergent meaning. Thus,
this communicative interaction would be characterized as much more ambiguous

Front 16

Telework

Back 16

When
work is accomplished at the same time in a different place

Front 17

Utopians

Back 17

Some forecasters (utopians) are quite hopeful about the positive impacts of technology
on organizations

Front 18

Virtual Organization

Back 18

-no brick-and-mortar presence at all
-virtual work is accomplished at different times and
different places through the use of multiple information and computer technologies