Term
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Definition
| a formalized mode of conflict management involving exchanges of offers within the framework of shared rules to reach joint settlements |
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Term
| distributive approach to bargaining |
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Definition
| type of bargaining. works with fixed sum so only outcome is win/lose. deception, withholding information, attempts to learn about the other party are common. outcomes-compromises, tradeoffs. prejudice towards own group. |
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Term
| integrative approach to bargaining |
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Definition
| maximize gains for both parties. open disclosure, careful listening, multiple communication channels-common. relationships are more flexible. |
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Term
| criteria for good negotiation |
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Definition
produce a wise agreement
efficient
improve (or at least not damange) the relationship between parties |
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Term
| principles of effective negotiation |
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Definition
-separate people from the problem
-focus on interests not positions
-invent options for mutual gain
-insist on fair objective criteria for determining which options should be selected
-have a BATNA (best alternative to negotiation agreement) |
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Term
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Definition
| third party exercises control over both the process and the outcome of conflict resolution |
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Term
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Definition
| third party exercises control over the outcome but not the process of conflict resolution |
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Term
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Definition
| third party consels parties who maintain control over both the process and outcome |
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Term
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Definition
| third party uses threats and incentives to encourage resolution of the conflict |
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Term
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Definition
| the third party ferrets out facts of dispute and presents them to relevant authority |
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Term
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Definition
| third party uses authority to redesign the organization in way that will resolve the conflict |
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Term
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Definition
| third party attempts to discover underlying conditions that have led to the conflict |
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Term
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Definition
| third party describes and enforces rules for conflict resoluton |
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Term
| what are the most common? |
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Definition
| inqusitor, mediator, motivator |
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Term
| What's the difference between a mediator and an arbitrator? |
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Definition
| a mediator is a third party that helps faciliate the dispute but has no say in decision making where the arbitrator makes a decision based on the arguments of the parties involved in the conflict |
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Term
| classic view of conflict management |
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Definition
| conflict is viewed as a breakdown of communication so it is managed by a third party to the extent that existence of conflicts detracts from organizational efficiency |
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Term
| human relations view of conflict management |
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Definition
| conflict is viewed negatively and is evidence of faulty relationships among members of the organization. conflicting parties are encouraged to avoid conflict or compromise in order to return to harmonious work relations. |
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Term
| human resources view of conflict management |
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Definition
| conflict is possible means of growth in organization. Conflicting parties are encouraged to collaborate on solutions that will satisfy both parties and contribute to better future organizational functioning. |
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Term
| systems view of conflict management |
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Definition
| conflict is conceptualized as cycles of activities that cna escalate and deescalate, possibility for conflict varies with the interdependencies crated through communication network structure. |
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Term
| cultural view of conflict management |
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Definition
| conflict stems from and can be revealed through differential metaphors and values systems of individuals and groups, organizational cultures vary in terms of their level of conflict |
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Term
| critical view of conflict management |
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Definition
| superficial organizational conflicts reflect deeper imbalances of power based on class structure, economics, and gender, and are revealed and sustained through organizational discourse |
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Term
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Definition
| Orientation --> background --> issue processing --> problem solving --> resolution |
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Term
| Two stages of the change process |
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Definition
| a. initiation b. implementation |
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Term
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Definition
| agenda setting -> develop awareness of problems -> gather information about problems and solutions -> sometimes knowledge of an innovation stimulates change -> develop vision to guide change |
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Term
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Definition
| tailor the innovation so it fits the organization -> pilot projects -> the change cascade (consists of knowledge, persuasion, decision, adoption, routinization) |
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Term
| Kurt Lewin's model of change |
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Definition
| unfreeze -> change -> refreeze |
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Term
| who has a stake in the organization and its change? |
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Definition
| clients, resource providers, employees, stockholders, government regulators |
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Term
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Definition
| lack of management support, negative attitudes, poor communication, lack of meaningful participation, poor implementation planning, poor support and follow through |
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Term
| Nutt's Typology of implementation strategies |
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Definition
| edict, persuasion power, intervention, participation |
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Term
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Definition
| sponsors control, avoidance of participation, reliance on top management power |
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Term
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Definition
| expert centered, interdependence of experts from top management, reliance of power of expertise |
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Term
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Definition
| problem solving orientation, selling of change, utilization of users in development and adaptation |
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Term
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Definition
| high level goal setting, low level decision making, high user involvement |
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Term
| Frequency of use (most common to least) |
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Definition
| persuasion, edict, intervention, participation |
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Term
| effectiveness (most effective to least) |
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Definition
| intervention, participation, persuasion, edict |
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Term
| Laurie Lewis's six strategies for change communication |
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Definition
1. equal dissemination
2. equal participation
3. quid pro quo
4. need to know
5. marketing
6. reactionary |
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Term
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Definition
| talk to all stakeholders of all sorts early often and equally. benefits: fairness/openness costs: lot of effort/ objections might be stirred up |
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Term
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Definition
| two way communications that involves stakeholders, asks their advice, ideas and approval benefits: builds community, surfaces disagreements and deals with them costs: resistance may kill the change project, too many people saying no |
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Term
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Definition
go to the limited stakeholders that have something the organization wants, if the key stakeholders are for the change it is more likely to pass
benefits: efficiency, keeps turmoil to a minimum
costs: angers those who are left out of the process |
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Term
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Definition
keep quiet about the change unless its to someone who needs to know or who expresses a desire to be informed
benefits: efficiency, minimizes turmoil
costs: angers the people who are left out |
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Term
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Definition
construct a different story for different audiences so it caters to what they want to hear
benefits: tailored to audience, doing 'homework' prepares you for objections
costs: large time commitment |
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Term
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Definition
doing nothing
costs: things are out of control |
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Term
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Definition
| manage meaning through selecting or highlighting soe aspect of a subject over others |
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Term
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Definition
| metaphor, jargon, contrast, spin, stories |
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Term
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Definition
| show subjects 'likeness' with something else |
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Term
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Definition
| frame a subject in familiar terms |
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Term
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Definition
| describes a subject in terms of its opposite |
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Term
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Definition
| it puts a subject in a positive or negative light |
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Term
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Definition
| frame a subject by example |
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Term
| classical view of organizational change |
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Definition
| change is viewed negatively, unless carefully controlled by management. only management has power to change things. |
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Term
| human relations view of organizational change |
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Definition
| change is seen as human process where factors of employee satisfaction are taken into account |
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Term
| human resources view of organizational change |
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Definition
| change is crucial step through which organization can harness skills and abilities of employees |
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Term
| systems view of organizational change |
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Definition
| change might be viewed as part of cybernetic system, characterized by positive and negative feedback |
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Term
| cultural view of organizational change |
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Definition
| change partices are seen as reflections of organizational values and assumptions. |
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Term
| critical view of organizational change |
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Definition
| planned organizational change and leadership can be seen as mechanisms through which management establishes and maintains a relationship of power over employees |
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Term
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Definition
| emotions occur in reaction to stimuli that threaten to interrupt, impede or enhance one's goal |
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Term
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Definition
| when workers are expected to show certain emotions as part of their jobs |
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Term
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Definition
| person doesn't really feel the emotion but act like they do |
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Term
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Definition
| really feel the emotion as part of your role |
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Term
| impacts of emotional labor |
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Definition
positive-feel happy and are glad you're displaying the emotion
negative-emotional dissonance, alienation from true emotions, anger and frustration |
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Term
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Definition
| when a person feels emotions as part of the work |
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Term
| rules for expression of eotion |
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Definition
| express emotions in a professional way, express emotions to improve situation, express emotion to the right people, its innapropriate to express certain emotions |
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Term
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Definition
| mentally or emotionally disruptive or upsetting condiitons occuring in response to adverse external influences |
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Term
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Definition
| characterized by emotional exhaustion, depersonalization, decreased personal accomplishment |
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Term
| millers model of communication and burnout |
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Definition
| empathetc concern and emotional contagion -> communicative responsiveness -> burnout -> negative outcomes |
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Term
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Definition
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Term
| support as information retrieval |
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Definition
| someone getting valuable information from you that they may be able to use later |
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Term
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Definition
| with an organization that is really dysfunctional everyone supports each other rather than tackling the problem of dysfunction |
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Term
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Definition
| support is given in order to maintain control over people |
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Term
| classical approach to emotion |
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Definition
| emotions are not seen as an issue unless they lower worker productivity |
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Term
| human relations approach to emotion |
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Definition
| only emotion considered is job satisfaction |
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Term
| human resources view on emotion |
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Definition
| emotions are rarly considered, stress and burnout and eliminated by having employees participate in desicion making |
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Term
| systems approach to emotion |
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Definition
| emotions are seen as sense making opportunities |
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Term
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Definition
| expressed emotions are seen as one aspect of the values and assumptions help by organizational members |
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Term
| critical approach to emotions |
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Definition
| emotions are seen as one indicator of strain in the relationship between employees and owners |
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Term
| advantages to diversification |
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Definition
| expand talent pool, multiple view points, better decision making, more flexible and adaptable organizations, ready for a multi cultural world |
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Term
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Definition
| asking others to accommodate to the dominant group |
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Term
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Definition
| accept others present in the organization but isolate them in spaces with relatively little power |
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Term
| classic view to diversity |
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Definition
| diversity would limit the homogeny and therefore distract workers...discouraged |
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Term
| human relations view of diversity |
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Definition
| neither encouraged nor discouraged, emphasis would be placed on meeting the needs of women and ethnic minorities |
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Term
| human resources view of diversity |
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Definition
| it would be encouraged bc it would be seen as more ideas |
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Term
| systems view of diversity |
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Definition
| would be seen as an opportunity to adapt to turbulent global environment |
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Term
| cultural view of diversity |
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Definition
| diverse organizations would be seen as important places where organizational culture intersects with national, ethnic, and gender based culture |
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Term
| critical view of diversity |
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Definition
| emphasis would be placed on the ways in which interaction among members of various cultures serves to perpetuate hegemonic relationships |
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Term
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Definition
| based on speed of feedback, ability to utilize multiple cues, abiity to use natural language, personal focus on medium |
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Term
| social information processing model |
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Definition
| theory states that the perceptions and preferences an individual has about a certain medium will determine its usage |
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Term
| perceptions and preferences of social information processing theory are based on: |
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Definition
| percieved media characteristics, experience with medium, co workers attitudes and beliefs about media, organizations norms about the media |
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Term
| symbolic aspects of the media/dual capacity model |
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Definition
| process of media selection is not only based on how well the medium can transfer information, but how well it can transfer what the medium symbolizes in the organization |
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Term
| critiques of three models |
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Definition
-a company may not have access to a large number of mediums so perceptions of media are dependent on whats avaliable
-all three theories deal with choosing one medium, however today many times companies will use two at a time |
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Term
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Definition
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Term
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Definition
| worker has flexibility, saves energy, saves resources for organization, employees availability increases |
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Term
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Definition
| worker has flexibility, saves energy, saves resources for organization, employee's availability increases |
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Term
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Definition
| managing teleworkers is hard for organization, employees left behind at the office may resent teleworker's, may decrease collaboration, may sidetrack teleworkers career, line between teleworkers home and work may be blurred |
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Term
| reasons for using communication technologies for surveillance |
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Definition
| organization owns and maintains technology so has every right to monitor use, legally this is allowed, protection of company's image and guards against abuse of public |
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Term
| cons of technological surveillance |
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Definition
| employee dissatisfaction, lower commitment to work, stress, tends to focus on lower level employees, may monitor the wrong things |
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Term
| optimist view of globalization |
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Definition
| believing that gloablization will create newer technology and newer job opportunites, also the world cultures will grow |
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Term
| pessimist view of globalization |
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Definition
| because of globalization we will lose more and more jobs and make less money |
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Term
| hedgers view of globalization |
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Definition
| this is a phase and whether its good or bad depends on how we adapt to it |
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Term
| forces shaping globalization |
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Definition
| free market assumption, comparative advantage, government attempts, sticking points |
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Term
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Definition
| we have enough checks and balances that all peoples needs will be met |
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Term
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Definition
| around the globe different nations have different economic disadvantages and only th ebest will survive |
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Term
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Definition
| government attempts to grow industries where economic disadvantages are great may restrict world growth |
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Term
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Definition
| there is a difference between what is good for world economy and individual nations economy |
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Term
| convergence view of globalization |
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Definition
| the need for organization to adapt their practices to a global marketplace |
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Term
| divergence view of globalization |
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Definition
| less interested in exploring strategies for organizational success, more interested in exploring how meaning is constructed in various cultural settings |
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Term
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Definition
| a worker with a temporary job that is replaced an dso on |
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