Orgcomm

Front 1

3 phases of socialization

Back 1

1. anticipatory socializtion- before

2. encounter- at point of entry

3. metamorphosis- transition into insider status

Front 2

content of socialization

Back 2

1. role-relatd info-formal/written

2. organizational culture info- observing, learning, narratives & cultural messages

Front 3

contexts of socialization

Back 3

1. employee interview

2. newcomer information seeking

3. organizational exit

4. role development processes

Front 4

LMX (leader-member exchange)

Back 4

1. role taking- trying on roles, leader asks new member to perform variety of activities

2. role making- member modifies role/takes on more responsibilities

3. role routinization- understanding of roles, trust, rewards, etc

Front 5

assimilation

Back 5

behavioral & cognitive processes by which individuals join, become integrated into, & exit organizations

Front 6

conflict

Back 6

interaction of interdependent people who perceive opposition of goals, aims, & values, & who see the other party as potentially interfering with the realization of these goals

Front 7

3 I's of conflict

Back 7

1. incompatible goals

2. interdependence- necessary for conflict to occur

3. interaction- when the incompatibility is expressed

Front 8

normative model of decision making

Back 8

1. formulation

2. concept development

3. detailing

4. evaluation

5. implementation

Front 9

alternative models of decision making

Back 9

1. optimizing- find single best solution to the problem

2. satisficing- good enough for this situation

3. bounded rationality- perfection not possible; limited resources

4. intuitive processes- gut feelings; analogical decisions--analogy of similar situations, training, experience

5. garbage can model- problems, solutions, participants, & choices all dumped together; decision made when suitable choices , solutions, participants, & problems stick together

Front 10

levels of organizational conflict

Back 10

1. interpersonal

2. intergroup

3. interorganizational

Front 11

phases of conflict

Back 11

1. latent conflict: possibility of conflict, situation is ripe

2. perceived conflict: at least one party thinks incompatibility & interdependence exist

3. felt conflict: formulating strategies

4. manifest conflict: strategies & goals are enacted

5. conflict aftermath: settlement has been reached; short & long-term effects realized

Front 12

5 different styles of dealing with conflict

Back 12

1. avoidance

2. competition

3. compromise

4. accommodation

5. collaboration

Front 13

distributive bargaining

Back 13

-maximize own gains & minimize own losses

- win/lose

-keep info from other side

Front 14

integrative bargaining

Back 14

maximize gains for both sides

compromise & transparent with sharing info

Front 15

mediators

Back 15

facilitators, no decision-making power

Front 16

arbitrators

Back 16

hears both sides & makes decision, no compromise

Front 17

5 types of powers

Back 17

1. reward: results from one person's ability to compensate another for compliance

2. coercive: This comes from the belief that a person can punish others for noncompliance.

3. referent: result of a person's perceived attractiveness, worthiness, and right to respect from others

4. expert: based on a person's superior skill and knowledge

5. legitimate: belief that a person has the formal right to make demands, and to expect compliance and obedience from others.

Front 18

ideology

Back 18

1. taken for granted assumptions

2. structures our thoughts & feelings

3. controls our interpretations of reality

4. shapes our understanding

5. power of ideologies is related to how they are used to justify & legitimize actions

6. questioning dominant reveals hidden power structures

Front 19

hegemony

Back 19

dominant group gets subordinate group to accept control as normal, this consenting to be controlled

Front 20

manufacture of consent

Back 20

not questioning

Front 21

Diet's Critical Theories of Organizational Communication

Back 21

1. Corporate Communication of the Lifeworld: making decisions that benefit the organization rather than the individual- decisions of when to go on vacation, get married, have children, even purchasing decisions

2. Multiple Stakeholder Model: everyone who has a stake in the success of a company is a stakeholder (stockholders, employees, their families, local businesses, local govt)

3. Workplace Democracy:

a. members think & act like owners- committed to success of org

b. management of work=doing work

c. widely distributed quality information

d. social structure grows from the bottom up

Front 22

concertive control

Back 22

Explains how power relations can be transformed in a team-based & alternative organizing forms

1. Control

a. simple

b. technological

c. beaurocratic

2. Identification

a. perception of oneness

b. individual defines

c. organizational identification- overlap of individual & organizational values

3. Discipline

a. control of the self

b. power is pervasive

c. every expression of power has an equal expression of resistance

Front 23

tokenism

Back 23

adding a minority in a group to appear more diverse & inclusive

Front 24

quid pro quo

Back 24

offer something in exchange for sexual favor

Front 25

hostile environment

Back 25

creating an uncomfortable work environment with unwanted sexual behavior, language, or images (ex. if a boss hangs a playboy calendar in the office)

Front 26

third party

Back 26

sexual harassment by people who aren't employees (clients, customers, vendors)

Front 27

Liberal feminism

Back 27

fair, equitable, equal pay for work

Front 28

radical feminism

Back 28

desire destruction of male-dominated institutions (separatists)

Front 29

standpoint feminism

Back 29

elicits multiple, marginalized voices to be heard

Front 30

postmodern feminism

Back 30

deconstruct patriarchal meaning systems; highlight feminine perspectives

Front 31

pluralist feminism

Back 31

hybrid form of feminism- work for social change but not anti-beaurocratic

Front 32

How to handle sexual harassment

Back 32

1. frame it- as trivial or as serious abuse

2. avoidance- transfer, quit, etc.

3. confrontation- name it & tell person not to do it again

4. report it

Front 33

Life cycles of natural evolution

Back 33

1. birth phase

2. growth phase

3. sustaining phase

4. decline or death phase

Front 34

contigency theory

Back 34

certain skills for certain situations, task oriented (public speaking), (relationship oriented, facilitative, & motivational)

Front 35

transformational leadership

Back 35

develop relationships w/ employees, lead by example

Front 36

3 phases of organizational diversity

Back 36

1.first generation affirmative action- legal requirements

2. 2nd generation affirmative action- numbers met-support for women & minorities

3. multicultural organization-org. policies to focus on gender & cultural diversity

Front 37

relational & system barriers to diversity

Back 37

1.glass ceiling

2. prejudice

3. discrimination

4. stereotyping

5. tokenism

6. mentoring

Front 38

employment matching

Back 38

matching knowledge & skills w/ needs of org

Front 39

how do knowledge, sensitivity, skills, & values match to particular jobs & industries?

Back 39

1. look for orgs that value your knowledge & skills

2. match your knees to their policies (work life balance)

3. match your values w/ values of org

Front 40

protean career

Back 40

The Protean Career is a concept that requires everyone to 1) monitor and assess the job market; 2) anticipate futureProteus developments, trends, and industry shifts, 3) gain the necessary skills, qualifications, relationships, and assets to meet the shifts, and 4) adapt quickly to thrive in an ever-changing workplace.

Front 41

Boundaryless career

Back 41

career moves across the boundaries of separate employers. A second meaning occurs when a career, like that of an academic or a carpenter, draws validation—and marketability—from outside the present employer. A third meaning is involved when a career, like that of a real-estate agent, is sustained by external networks or information. A fourth meaning occurs when traditional organizational career boundaries, notably those involving hierarchical reporting and advancement principles, are broken. A fifth meaning occurs when a person rejects existing career opportunities for personal or family reasons. A sixth meaning depends on on the interpretation of the career actor, who may perceive a boundaryless future regardless of structural constraints. A common factor in the occurance of all these meanings is one of independence from, rather than dependence on, traditional organizational career arrangements.

Front 42

cellular organization

Back 42

temporary collaborative relationships among professionals who come together for a specific project or relationship

Front 43

team-based career

Back 43

team members serve as role models for each other; take responsibility for each other; rewards based on performance of whole team

Front 44

electronic panopticon

Back 44

someone is always watching you-artificial sense of emergency to repond to respond immediately to boss's email, texts, etc

Front 45

corporate colonization of the life world

Back 45

technology makes you accountable 24/7; work invades home