Term
|
Definition
1. structured interaction 2. common goal 3. working 4. interdependence: most important dimension distinguishing a collective from a group, group is affected as a whole |
|
|
Term
| Forming, Storming, Norming, Performing |
|
Definition
Forming: awkward polite conversation, light conflict Storming: conflict, struggle for leadership Norming: conflict settles, group norms develop; explcit and implicit Performing: little conflict, working efficiently, accomplishing goals |
|
|
Term
|
Definition
Assessment of nature, extent, probable causes of problem.
Diagnosis
Groups often fail at this task |
|
|
Term
|
Definition
Establish criteria to evaluate alternatives does it make sense? have enough time? |
|
|
Term
| Functional group decision making |
|
Definition
Analysis of problem Goal Setting Identification of alternatives evaluation of positive and negative characteristics prioritizing functions Role of comm in functions |
|
|
Term
|
Definition
search for a solution that is 'good enough' to deal with the situation -not the best solution, just one that is suitable |
|
|
Term
|
Definition
-social systems made up of multiple structures -patterns of action prevailing across time and space -i.e. library... mini-me of society with many facets that make it its own system within a system |
|
|
Term
|
Definition
rules: formulas for action resources: anthing available to us in action rules+resources=structure -created through interaction |
|
|
Term
|
Definition
how structures are created: through human interaction, does not privilege structure or individual action -both work together simultaneously |
|
|
Term
|
Definition
the ability to choose and act -we are not destined to simply reproduce structures -you always have a choice.. agency to do whatever you want to do |
|
|
Term
|
Definition
ability to act appropriately in a social context without being able to fully explain what one is doing or why -related to agency, P.C. allows us to do so without conscious thought |
|
|
Term
|
Definition
the feeling that i can express my agency without fear of consequences -sense of comfort/knowing what to expect -capacity to practice within a specific social domain -high level of security translates into high level of competence, understanding routine processes and enacting them |
|
|
Term
|
Definition
group rules: propositions that indicate how something ought to be done or what is good or bad rules: members collective practical wisdom on how to best reach the group goal |
|
|
Term
| Dimensions of Excellent Organizations |
|
Definition
Bias for Action: React Quickly Value Driven: all share core values Stick to the Knitting: avoid radical diversity Close relations to customers: customer always right productivity through people: positive relations simple form/lean staff: avoid complex organization |
|
|
Term
|
Definition
-anthropological approach to describing culture
-parital.. being created by members of the organization, not easily identified
-culture cannot be completely controlled
assumptions> values> artifacts
|
|
|
Term
|
Definition
-observable behavior patterns -use of space and time -stuff we do, how we arrange our environment Relaxed: people come in late Creative: time to brainstorm Aggressive: rewarded for accomplishments |
|
|
Term
|
Definition
| promoted expression of what ought to be, accounds of why norms are good |
|
|
Term
|
Definition
core ideas that make values and artifacts intelligible nature of: reality and truth, time, space, human nature, human activity, human relationships Shein's model: immerse ourselves in cultures by underlying assumptions |
|
|
Term
| characteristics of distinguishing a group from a collection of random individuals |
|
Definition
interdependence structured interaction shared norms |
|
|
Term
| saying that we are interdependent as members of a group, suggests that... |
|
Definition
| we impact one another in both task and social ways |
|
|
Term
| storming phase has low levels of ambiguity and high levels of conflict, why? |
|
Definition
| coalitions form and disagreement over ideas is high |
|
|
Term
| forming phase has high levels of ambiguity and low levels of conflict, why? |
|
Definition
| group members are just getting acquainted and no individual member wants to be overly committed to any single idea |
|
|
Term
| performing phase has low levels of ambiguity and low levels of conflict, why? |
|
Definition
| group expresses similarity of ideas and is highly productive as it completes a decision process |
|
|
Term
| under which function do we establish criteria to evaluate decision alternatives? |
|
Definition
|
|
Term
| What is the most important function of communication in group decision making? |
|
Definition
| identification of alternatives |
|
|
Term
| "the tendency to emphasize positive characteristics and overlook the negative ones in an alternative" |
|
Definition
|
|
Term
|
Definition
| strict and rigid upward/downward ordering of tasks and commands |
|
|
Term
|
Definition
| distinguishing work tasks and responsibilities strict and rigid up/downward ordering of tasks and commands |
|
|
Term
| limitation to matrix organization |
|
Definition
| subordinates experience a tension between their project coordinator and their department or division boss |
|
|
Term
|
Definition
| number and breadth of employees under a supervisor |
|
|
Term
| the cultural approach sees organizations as: |
|
Definition
| symbolic, metaphorical spaces filled with significant meaning and story |
|
|
Term
|
Definition
| pay equitably distributed upon tenure and skills |
|
|
Term
|
Definition
| number of links it takes one individual to reach another, six degrees of separation |
|
|
Term
| dimension of comm networks |
|
Definition
| size, number of people to whom a person is linked |
|
|
Term
|
Definition
| number of linkages that exist in proportion to the number of members if all members were connected |
|
|
Term
|
Definition
| an extension of interpretive paradigm, extends the continuum, power and control... critiquing power relations, not all equal |
|
|
Term
|
Definition
| reality is socially constructed, by those with power that marginalize others.. goal is to power those without power, emancipation |
|
|
Term
|
Definition
workplace values extend into non-work life, we run our lives around work.
-element of corporate control
-work and homelife converge, life choices depend of work situation
-molding to the dream job rather than vice versa |
|
|
Term
|
Definition
| occurs in government and business. only gov't represents the people, corporations are highly protected. most decision making occurs in the corporate sector. |
|
|
Term
| implications of corporate power |
|
Definition
| whats good for the company not always good for the people... oppression of the average citizen, executives make all decisions |
|
|
Term
|
Definition
| individual managers not the problem: managerialism. we have no say in decisions that affect the majority of our waking hours |
|
|
Term
| communication in critical theory |
|
Definition
| more than just transmission of info. medium through which we create social reality, we need to be critical and critique managerial decisions |
|
|
Term
| systematically distorted communication |
|
Definition
| not all voices heard.. exclusion of average employee based on decisions/voices. management over rules |
|
|
Term
|
Definition
means by which systematically distorted comm prevails.
"exists whenever potential conflict is suppressed"
not allowing entry level employee to speak
disqualification, natrualization.. no logic, employees don't realize this is happening |
|
|
Term
|
Definition
| employees actively yet unknowingly accomplish manager orders, never questioned or thought about |
|
|
Term
|
Definition
ALL members of an organization openly reach collaborative decisions
"effective players rather than passive spectators" |
|
|
Term
| pros and cons of working in group |
|
Definition
pros: effective groups are more efficient/productive, accomplish better work
cons: ineffective groups highly bad, peer pressure causes bad decisions |
|
|
Term
|
Definition
explicit: stated written down implicit: emerge over time, never spoken procedural: task oriented, logistics, meeting procedues status: power and control, leadership styles interaction: roles, appropriate behavior upon interactions achievement: standards, goal oriented |
|
|
Term
| poole's goal for adaptive structuration theory |
|
Definition
center the role of communication, communication is process the phases are unimportant.. he developed a different way to look at group structure
communication is central*
Hirrokawa and Gouran: decisions get made based on group structures and task structures |
|
|
Term
|
Definition
simultaneous production and reproduction. structure is medium and outcome.
preschool example.. first day we have a notion of how to act |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Tendency to focus only on the negative alternatives when evaluating postive and negatives |
|
|
Term
| Core concept of structuration theory |
|
Definition
duality of structure: when a structure is set in place, it is then PRODUCED, and REPRODUCED |
|
|
Term
|
Definition
a specific version of ontological security, pertains to specific situations... ex. if you are comfortable in your line of work, you are more likely to be competent in what you are doing high level of the security leads to high levels of competence |
|
|
Term
Schein's onion model.. component analogies |
|
Definition
Artifacts: outer layer, visible, easily accesible values: inside layers, must "peel away" outer layer to see Assumptions: very center of onion, hardest part to see |
|
|
Term
|
Definition
metaphor= machine -division of labor -employees work: logs, replaceable, low job security -mechanistic approach |
|
|
Term
|
Definition
metaphor= family -employees: work antics fail, feelings of importance -hawthorne effect: act of being observed will increase productivity levels -social interaction=happyworkers=higher productivity.... like the japs -communication flow more open |
|
|
Term
|
Definition
metaphor= team -employees work, feel, think -innovation/employee creativity -employees are assets -very open flow of comm
-meeting human needs |
|
|
Term
|
Definition
metaphor= biology -interdependence of all parts -subsystems and suprasystems -holism: the whole is greater than the sum of the parts -equifinality -outside environment |
|
|
Term
|
Definition
|
|
Term
|
Definition
| sites of power and struggle for control |
|
|
Term
|
Definition
| principle that in open systems a given end state can be reached by many potential means. |
|
|
Term
| Excellent Organizations (EO)
|
|
Definition
| a. Formed in: 1980's b. Based upon: study of 62 excellent deemed orgs
c. Identified: themes evident across orgs studied d. Prescribed: how other orgs could become excellent by adopting such characteristics e. Culture can be: CONTROLLED and MANAGED |
|
|
Term
| Corporate Colonization of the Life World |
|
Definition
| a. Corporate hospitals & day care: like google b. Average work week: 50 hrs c. Life choices depend on work situation: rather than vice versa.. children etc d. Education system: a privilege to get a degree.. to get a good job. |
|
|
Term
| Where does most decision making occur? |
|
Definition
|
|
