Term
| Multiple Senses of Organization |
|
Definition
- Sites of collective action
- process of sensemaking
- networks of relationships |
|
|
Term
| Why is Org Comm Important? |
|
Definition
- gives us our identity
- structuration
- we are always a part of organizations
- STRUCTURES IMPACT COMM AND VICE VERSA |
|
|
Term
|
Definition
| collectively held "logics and legends" about org life and the org's identity |
|
|
Term
| *Schein's Levels of Culture |
|
Definition
1) artifacts and behaviors
2) values
3) core beliefs and assumptions |
|
|
Term
| Schein's Artifacts and behaviors |
|
Definition
- decor
- buildings
- bonuses for good ideas
- dress |
|
|
Term
|
Definition
- efficiency
- flexibility
- innovation |
|
|
Term
| Schein's Core beliefs and Assumptions |
|
Definition
- "American Dream"
- "Change is good" |
|
|
Term
| How we learn a/t an org's culture |
|
Definition
- "reading" an org
- remember that language has organizing principles
- first and second order messages |
|
|
Term
|
Definition
- What you say and it's initial meaning
- "Isn't that sweet." |
|
|
Term
|
Definition
- what message means
- depends on culture
- "That's obnoxious" |
|
|
Term
| How We Read Organizations |
|
Definition
| -Symbols, structure, patterns of practice, discrete messages, interactions, relationships, networks, etc. |
|
|
Term
|
Definition
-Metaphors and Stories- orgs tell stories to show outsiders what they're all about, establish identity
- Ceremonies and Rites |
|
|
Term
|
Definition
- hierarchy
- organizational chart
- lines of reporting
- predetermined way of interacting
- both an OUTCOME and RESOURCE for interaction
- both ENABLING and CONSTRAINING |
|
|
Term
|
Definition
- upward-downward comm
- different perception on relationship |
|
|
Term
|
Definition
1) Stranger
2) Acquaintance
3) Maturity
- Larger contextual |
|
|
Term
| Three Types of Peer Relationships |
|
Definition
- information peer
- collegial peer
- special peer |
|
|
Term
| Workplace Bullying/ Employee Abuse |
|
Definition
- intense
- repeated
- enduring
- characterized by power
- ranges from ignoring and interrupting, to namecalling and humiliating, to verbal aggression and abuse |
|
|
Term
| Managing Relationships in Workplaces |
|
Definition
- Social perception skills – assessing people and situations
- Message design skills
- Managing interactions (flow of
conversation) |
|
|
Term
| How does understanding an organization’s culture help us to be better communication professionals? |
|
Definition
- Improves ability to understand language used and what certain things mean to a certain company
- Tells us what is appropriate and inappropriate in the workplace |
|
|
Term
| Identify the rites, rituals, logos, and practices of an organization that you know. What do these tell you about the organization, its values, and core assumptions? |
|
Definition
| - Google: colorful logo, value employees, inspire creativity, promote innovation |
|
|
Term
| What is the connection between organizational communication & each of the of the following concepts: social construction, object language, territory, nonverbal communication, identity construction, decision making? (Think of other connections that you might make.) |
|
Definition
- Social Construction- builds norms
- Object language- gives meaning to certain things
- Territory- creates relational boundaries
- NVC- creates norms and understandings of gestures
- Identity Construction- Individualism/Collectivism
- Decision Making- what is best for the group vs. what is best for oneself |
|
|
Term
| How do structures get created in organizations? |
|
Definition
| Through norms and cultures within the organization |
|
|
Term
| What is the connection between communication competence and workplace communication? |
|
Definition
| Understanding company jargon and language |
|
|
Term
| How might the structure of an organization be tied to its culture? |
|
Definition
- Masculine/Feminine
- Superiority and communication
- structure reflects culture |
|
|
Term
| If you want to learn about an organization’s culture, what kinds of things would you do? |
|
Definition
| - research company history, mission statement, values |
|
|
Term
| When an organization expresses one priority (i.e., literally states it), but acts in another way, what does that communicate? |
|
Definition
| Unethical, doesn't value honesty |
|
|
Term
| Duck’s Serial Construction of Meaning |
|
Definition
- Commonality
- Mutuality
- Equivalence of Evaluation
- Sharing of Meaning |
|
|
Term
|
Definition
| represents orgs as standardized by repetition, specialization, or predictability |
|
|
Term
| Orgs as Cultures Metaphor |
|
Definition
| shared meaning, notion of sharing presupposes relationships b/t people |
|
|
Term
| Instruments of Domination |
|
Definition
| orgs that are seen as things that control people's behavior, thoughts, and ideologies |
|
|
Term
|
Definition
| giving up freedom in order to devote time to work |
|
|
Term
| Vocational Anticipatory Socialization |
|
Definition
| preparation for becoming a worker in the form of socialization that takes place in a child's early life through family interaction and exposure to the media |
|
|
Term
| Instrumental and Relational Goals |
|
Definition
- I- predominant at work
- R- predominant outside of work |
|
|
Term
|
Definition
- regularities of human interaction that act as rules and resources drawn on to enable or constrain social interaction
- i.e. norms, habitual expectations |
|
|
Term
|
Definition
| part of an orgs culture that is set down through talk and regular use |
|
|
Term
| Culture is Introduced through... |
|
Definition
- teachings by family, role models
- the environment we're in
- norms and values
- commonality
- media
- orgs |
|
|
Term
| Examples of Cultural Differences |
|
Definition
- geographic
- ethnic
- subcultures (campus)
- orgs
- NV gestures |
|
|
Term
| Possible Consequences of Cultural Differences |
|
Definition
- culture shock
- ethnocentrism
- avoiding cultural differences |
|
|
Term
| Using Cultural Differences in Business |
|
Definition
- PowerBar success among different types of athletes
- EuroDisney flop- real castles in Europe |
|
|
Term
|
Definition
| degree of equality/inequality among people |
|
|
Term
| High vs Low Power Distance |
|
Definition
- H- acceptance of leadership, everyone has their place in society and obeys authority
- L- people are more equal, can speak to authority more openly |
|
|
Term
| Individualism vs Collectivism |
|
Definition
- I- loose ties b/t individuals, greater emphasis on personal responsibility, society protects individual rights
- C- strong ties b/t people, things are done for the good of the group |
|
|
Term
| Masculine vs Feminine Societies |
|
Definition
- M- competitive, individualistic, focused on business
- F- caring, for the good of the group, more focused on family |
|
|
Term
|
Definition
- participating in community development
- addressing social concerns
- combating injustices
- being an engaged citizen |
|
|
Term
| Misconceptions of Civic Engagement |
|
Definition
- social concerns aren't relevant
- participation does not involve ordinary citizens
- only focuses on national and international concerns
- only involves radical actions |
|
|
Term
| Public Discourse (Public Sphere) and Relating to Audiences |
|
Definition
- much like interpersonal relationships
- transactional |
|
|
Term
|
Definition
- method is affected by audience's beliefs, values, and attitudes toward the subject
- CLAIM OF POLICY
- CLAIM OF VALUE
- CLAIM OF FACT
- CLAIM OF CONJECTURE |
|
|
Term
|
Definition
| maintains that a course of action should or should not be taken |
|
|
Term
|
Definition
| maintains that something is good or bad |
|
|
Term
|
Definition
| maintains that something is true or false |
|
|
Term
| Must adapt message to address audience using... |
|
Definition
- purpose
- structure
- evidence |
|
|
Term
|
Definition
- REINFORCE behavior
- ALTER behavior
- CEASE behavior
- AVOID behavior |
|
|
Term
|
Definition
1) Latitude of rejection
2) Latitude of non-commitment
3a) Latitude of acceptance
3b) Anchor position
4) Latitude of Rejection |
|
|
Term
|
Definition
- foot in the door
- door in the face
- pregiving
- fear appeals |
|
|
Term
|
Definition
- cognative dissonance
- start small, end big |
|
|
Term
|
Definition
- perceptual contrast
- reciprocity
- self-presentation
- start big, end small |
|
|
Term
|
Definition
- norm of reciprocity
- give something, get something |
|
|
Term
|
Definition
- perceived threat or efficacy
- only works if receiver believes threat to be true |
|
|
Term
|
Definition
- lack of NV cues
- use of emoticons to compensate
- asynchronous comm |
|
|
Term
| Asynchronous vs Synchronous |
|
Definition
- A- a delay in comm
- S- happening at the same speed |
|
|
Term
| Technology as a Social Issue |
|
Definition
- texting while driving
- anti-social behaviors
- privacy issues
- cyber-bullying
- accelerates current social issues |
|
|
Term
|
Definition
| contends what WILL BE true or false in the future |
|
|
Term
| *Toulmin's Model of Argument |
|
Definition
- Claim
- Qualifier
- Data
- Warrant
- Backing
- Rebuttal |
|
|
Term
|
Definition
- Ethos- authoritative
- Pathos- motivational
- Logos- substantive |
|
|
Term
|
Definition
- focus on intentional efforts to get people to do what you want
- context is usually interpersonal or FTF interaction
- emphasis on behavioral conformity, not necessarily belief or attitude change |
|
|
Term
| Strategies of Compliance Gaining |
|
Definition
- rewarding activities
- punishing acts.
- expertise acts.
- activation of INTERPERSONAL commitments
- activation of PERSONAL commitments |
|
|
Term
|
Definition
| - where you're from can affect cultural differences |
|
|
Term
| Technology's Affect on Communication |
|
Definition
- texting versus calling
- how we create meaning |
|
|
Term
|
Definition
- attitudes of media and technology
- how we use it
- what we use |
|
|
Term
|
Definition
| how quickly we make/change plans |
|
|
Term
|
Definition
| nonverbal comm contributes, good and bad |
|
|
Term
|
Definition
| those who have created and maintained a website or blog or shared their creative work online |
|
|
Term
|
Definition
| focus on messages and message content; more accepting of confrontation and competition; factual-inductive mode of persuasion |
|
|
Term
|
Definition
| maintaining face is important; relational emphasis; person’s status in society important; axiomatic-deductive mode of persuasion |
|
|
Term
|
Definition
| culture's verbalizations of meaning and symbols |
|
|
Term
| Restricted Code vs Elaborated Code |
|
Definition
- R- basic, everyone understands
- E- expresses unique personalities of those in a culture |
|
|
Term
| "Diffusion of Innovations" Theory |
|
Definition
- innovators 2.5%
- early adopters 13.5%
- early majority 34%
- late majority 34%
- laggards 16% |
|
|
Term
|
Definition
- assimilation effect
- contrast effect
- speaker must consider audience position when forming argument |
|
|
Term
|
Definition
| audience sees position as closer to anchor point when it falls into latitude of acceptance |
|
|
Term
|
Definition
| audience sees position as further from anchor point when it falls into latitude of rejection |
|
|
Term
|
Definition
| most of the audience will agree with a claim |
|
|
Term
| Inductive/Deductive Reasoning |
|
Definition
- I- deriving a general conclusion based on specific evidence, examples, or instances
- D- using general conclusions premises, or principles to reach a conclusion about a specific example or instance |
|
|
Term
| Benefits of Civic Engagement |
|
Definition
- social change
- social reinforcement
- justice
- personal growth
- intellectual growth |
|
|
Term
|
Definition
- theory that people come to understanding their beliefs and attitudes, beliefs, and values through their actions
- drinking Starbucks coffee everyday makes you believe that you have positive feelings towards drinking coffee or specifically Starbucks coffee
- foot in the door |
|
|
Term
| Cognitive Dissonance Theory |
|
Definition
- people prefer their actions to be consistent with their attitudes, beliefs, and values b/c inconsistency elicits negative feelings
- foot in the door |
|
|
Term
| Perceptual Contrast Effect |
|
Definition
- maintains that people generally comply with the second request b/c it appears much smaller than the original request
- door in the face |
|
|
Term
|
Definition
- maintains that people generally comply with a second request b/c they feel since the person making the request is willing to concede something, they themselves should match the concession and also be willing to concede something
- door in the face |
|
|
Term
|
Definition
- maintains the people believe that others (the people making a request) may view them in a negative light and that complying with the second request might prevent or decrease those negative perceptions
- door in the face |
|
|
Term
| Extended Parallel Process Model |
|
Definition
- explains the process of fear appeals
1) Perceived Threat
- extent to which a person believes a threat applies to them
- severity of a threat
2) Perceived Efficacy
- extent to which a person believes a recommended course of action will work
- whether or not person is capable of performing the action |
|
|
Term
|
Definition
- possible course of action as a result of a perceived threat
- focus on fear by denying its existence, not thinking about it, or hoping it goes away |
|
|
Term
|
Definition
- possible course of action as a result of a perceived threat
- person does something about the threat, like adopting the measure suggested by persuasive appeal |
|
|
Term
|
Definition
- evocation of guilt
- path to atonement |
|
|
Term
|
Definition
- emotions besides fear or guilt used to persuade
- anger, happiness, hope, etc. |
|
|
Term
| Relational Influence Goals of Compliance Gaining |
|
Definition
- behavior
- gaining assistance
- giving advice
- sharing activities
- changing orientations (positions, views)
- changing relationships
- obtaining permission
- enforcing rights and obligations |
|
|
Term
| Secondary Goals of Compliance Gaining |
|
Definition
- identity goals
- interaction goals
- resource goals
- arousal goals |
|
|
Term
|
Definition
| recognize that people desire to act in accordance with the personal and relational identities they attempt to transact and/or the personal and relational identities more appropriate in a situation |
|
|
Term
|
Definition
| recognize the desire to act appropriately when attempting to gain compliance |
|
|
Term
|
Definition
- recognize the desire to maintain relational resources
- avoiding actions that will prevent someone from being a future resource |
|
|
Term
|
Definition
- recognize the desire to keep arousal at an acceptable level
- controlling emotions (anger, excitement, irritation, etc.) |
|
|
Term
| Contextual Influences of CG |
|
Definition
- dominance
- intimacy
- resistance
- relational consequences
- personal benefit
- rights
- apprehension |
|
|
Term
| Dominance as a Contextual Influence of CG |
|
Definition
- based on power dimensions in a relationship
- reward
- coercive (capable of imposing punishment)
- expert
- legitimate
- referent (influences someone who admires dominant person) |
|
|
Term
| Intimacy as a Contextual Influence of CG |
|
Definition
| based on relational connection among interactants |
|
|
Term
| Resistance as a Contextual Influence of CG |
|
Definition
- based on anticipated opposition
- anticipate objection too soon only to realize person is completely agreeable
- do not anticipate objection and faced with unexpected resistance to request |
|
|
Term
| Relational Consequences as a Contextual Influence of CG |
|
Definition
- based on perceived effects a CG strategy might have on a relationship
- negative impact
- loss of a source
- enhancement of a relationship |
|
|
Term
| Personal Benefit as a Contextual Influence of CG |
|
Definition
- based on potential personal gain or the personal gain of the person being influenced
- prevents negative consequences for others |
|
|
Term
| Rights as a Contextual Influence of CG |
|
Definition
- based on the degree to which a certain outcome seems justified
- asking someone to turn down their loud music late at night versus asking them to change fashions because you think their clothes are ugly |
|
|
Term
| Apprehension as a Contextual Influence of CG |
|
Definition
- based on anxiety resulting from the circumstances of certain CG strategies
- some strategies are more stressful than others |
|
|
Term
| Society as a "Coded System of Meaning" |
|
Definition
| - not just a structured bureaucratic machine but a set of beliefs, a heritage and a way of being that is transacted in communication |
|
|
Term
|
Definition
- time is seen as a straight line from beginning to end
- people do one thing at a time or multitask because it helps them work towards particular goals with tasks in sequence and communications fitting in a specific order
- US, UK, Germany |
|
|
Term
|
Definition
- time is thought of as a rotation of the seasons or something more open-ended
- independent and unconnected tasks can be done at the same time
- people carry multiple conversations at the same time
- Italy, France, Arab countries |
|
|
Term
| Four Assumptions of Conflict-as-Opportunity Cultures |
|
Definition
- conflict is normal and useful
- all issues are subject to change through negotiation
- direct confrontation and conciliation are valued
- conflict is a necessary renegotiation of an implied contract, a redistribution of opportunity, a release of tensions, and a renewal of relationships |
|
|
Term
| Four Assumptions of Conflict-as-Destructive Cultures |
|
Definition
- conflict is a destructive disturbance of the peace
- the social system should not be adjusted to meet the needs of members, rather members should adapt to established issues
- confrontations are destructive and ineffective
- disputants should be disciplined |
|
|
Term
| Five styles of Conflict Management |
|
Definition
- dominating
- integrating
- compromising
- obliging
- avoiding |
|
|
Term
| Dominating as a Style of Conflict Management |
|
Definition
| involves forcing one's will onto another to satisfy individual desires regardless of negative relational consequences |
|
|
Term
| Integrating as a Style of Conflict Management |
|
Definition
| necessitate a great deal of open discussion about the conflict at hand to reach a solution that completely satisfies everyone involved |
|
|
Term
| Compromising as a Style of Conflict Management |
|
Definition
- solution is reached following the discussion of the conflict
- demands that everyone must give up something in order to reach a solution
- not everyone is fully satisfied |
|
|
Term
| Obliging as a Style of Conflict Management |
|
Definition
| giving up one's position to satisfy another's |
|
|
Term
| Avoiding as a Style of Conflict Management |
|
Definition
| failing to acknowledge conflict or withdrawing from it when it arises |
|
|
