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45 Cards in this Set

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3 phases of socialization

1. anticipatory socializtion- before


2. encounter- at point of entry


3. metamorphosis- transition into insider status

content of socialization

1. role-relatd info-formal/written


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

contexts of socialization

1. employee interview


2. newcomer information seeking


3. organizational exit


4. role development processes

LMX (leader-member exchange)

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

assimilation

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

conflict

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

3 I's of conflict

1. incompatible goals


2. interdependence- necessary for conflict to occur


3. interaction- when the incompatibility is expressed

normative model of decision making

1. formulation


2. concept development


3. detailing


4. evaluation


5. implementation

alternative models of decision making

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

levels of organizational conflict

1. interpersonal


2. intergroup


3. interorganizational



phases of conflict

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

5 different styles of dealing with conflict

1. avoidance


2. competition


3. compromise


4. accommodation


5. collaboration

distributive bargaining

-maximize own gains & minimize own losses


- win/lose


-keep info from other side



integrative bargaining

maximize gains for both sides


compromise & transparent with sharing info

mediators

facilitators, no decision-making power

arbitrators

hears both sides & makes decision, no compromise

5 types of powers

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.

ideology

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



hegemony

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

manufacture of consent

not questioning

Diet's Critical Theories of Organizational Communication

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



concertive control

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

tokenism

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

quid pro quo

offer something in exchange for sexual favor

hostile environment

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

third party

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

Liberal feminism

fair, equitable, equal pay for work

radical feminism

desire destruction of male-dominated institutions (separatists)

standpoint feminism

elicits multiple, marginalized voices to be heard

postmodern feminism

deconstruct patriarchal meaning systems; highlight feminine perspectives

pluralist feminism

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

How to handle sexual harassment

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

Life cycles of natural evolution

1. birth phase


2. growth phase


3. sustaining phase


4. decline or death phase

contigency theory

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

transformational leadership

develop relationships w/ employees, lead by example

3 phases of organizational diversity

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

relational & system barriers to diversity

1.glass ceiling


2. prejudice


3. discrimination


4. stereotyping


5. tokenism


6. mentoring



employment matching

matching knowledge & skills w/ needs of org

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

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

protean career

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.

Boundaryless career

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.

cellular organization

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

team-based career

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

electronic panopticon

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

corporate colonization of the life world

technology makes you accountable 24/7; work invades home