Term
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Definition
| “making conscious choices about organizational values, niche and direction” (Eisenberg, Goodall, & Trethewey, 2010, p. 281) |
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Term
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Definition
Refers to values that an organization sets for itself, not the individual
Geneseo values – excellence, innovation, community, diversity (bullSHIT), integrity, service to society, tradition |
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Term
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Definition
What you find that sets you apart
Geneseo is the "honors college", presents itself as a public ivy league |
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Term
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Definition
| Selecting a strategy that distinguishes the organization from it’s competitors. This is more specific than strategic thinking. |
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| “is a clear statement of why customers should choose a company’s products or services over those of competing companies” |
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Term
| Low-cost Competitive Strategy |
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Definition
| Main strategy is that you will offer products at a lower cost (walmart) |
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Term
| Differentiation Competitive Strategy |
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Definition
| your plan involves a strategy other than low-cost (wegmans=good customer service, gucci=name brand/status symbol) |
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Term
| Things to remember about Competitive Strategy |
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Definition
o They should develop from a competitor analysis
• If you don’t know your competitors strategies, you don’t know how to distinguish yourself
• You need to know what people have tried that have failed
o Strategies need to be communicated
• It does no good to have a strategy if no one knows what it is
• Both customers and employees need to know about it |
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Term
| Life Cycle of Competitive Strategies |
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Definition
Birth – creating strategy
Childhood – related to growth, have to manage the growth that your strategy has brought to your business
Adolescence – fighting with other strategies/competition, usually have to modify your strategy
Maturity – accepting the new and not clinging to the past, embrace the present and look to the future |
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Term
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Definition
“the process of modifying organizational systems and structures to support the competitive strategy”
Examples of Structures = Target Selection, Training and Development |
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Term
| Target Selection (Strategic Alignment) |
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Definition
| An example of Structure that involves attracting people with qualities that match the values, niche, direction of your organization (Geneseo does not have good strategic alignment because their application process does not align with their values. [only look at SAT scores, but say they care about value to society]) |
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Term
| Training and Development (Strategic Alignment) |
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Definition
| An example of Structure that involves making employees behavior, knowledge and skill align with their values, niche and direction. For example, Subway could bring in dietitians for the workers so that they can be more knowledgeable and Wegman's has it's employees complete an Incredible Customer Service Training |
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Term
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Definition
| work all day and then come home and take car of domestic responsibilities. (generally women) |
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Term
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Definition
we act certain emotions while we are on the job.
ex: Flight attendants = happy, nurturing, calm; Bill collectors = aggressive, no sympathy
• Emotional labor has been linked to burn out and stress
• Many people bring their emotional labor home with them
• Others completely shut it off by the end of the work day |
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Term
| Trait Perspectives (Leadership) |
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Definition
(30’s, 40’s, 50’s)
Believed that certain characteristics make you a leader, such as being tall, male, handsome, etc. This perpetuated the idea that leaders are born and not made. |
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Term
| Style Perspective (Leadership) |
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Definition
| (60’s) Typology of actions that leaders can take: Autocratic, Democratic, Laissez-faire |
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Term
| Autocratic Leader (Style Perspective of Leadership) |
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Definition
| authoritative, tell you what to do |
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Term
| Democratic Leader (Style Perspective of Leadership) |
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Definition
| seeks membership participation, give members a voice. People should ask questions and be effective listeners. |
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Term
| Laissez-faire (Style Perspective of Leadership) |
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Definition
| leader acts more as a consultant than as a force of power, turns the power to the people and acts as a behind the scenes consultant |
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Term
| Situational Perspective (Leadership) |
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Definition
| (70's) You need to contextualize the situation |
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Term
| Transformational Perspective (Leadership) |
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Definition
(80’s)
Visionaries – has a vision
Change Agents – inspires other people to help achieve that vision |
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Term
| Discursive Approach (Leadership) |
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Definition
| newest, centering leadership in communication |
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Term
| Authors believe being a good leader is comprised of... |
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Definition
1. Habits of Mind
2. Habits of Character
3. Habits of Authentic Communication |
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Term
| Habits of Mind (Author's Description of Leaders) |
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Definition
“We do not learn to become leaders by imitating others, but instead by learning lessons from our own personal experiences about how to face the future.”
Retrospective sense-making
Being open-minded
Being a self starter
Being internally motivated versus externally motivated |
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Term
| Retrospective sense-making |
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Definition
| Being able to look at our mistakes and learn from them |
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Term
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Definition
| o “The essence of a leader’s character is not shameless self-promotion, or iconic bombast, or personal flamboyance, but simple modesty.” |
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Term
| Habits of Authentic Communication |
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Definition
o “They are excellent communicators who have the ability to use language to influence and motivate others”
o Want communication to be empowering for the people that they are working with.
o Motivation – want you to be motivated |
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Term
| Goal-Setting Theory (motivation) |
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Definition
Focuses on how you as a leader try to establish goals for your workers. Goals should be:
Specific, easy to articulate, everyone can relate to an understand.
Challenging, but do able, leads to member growth.
Goals should come from the members themselves, rather than being put on the members.
Goals should be embraced by all members
Goals should be used for assessment and feedback. |
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Term
| Expectancy Theory (motivation) |
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Definition
Expectancy - In order for people to be motivated they have to believe that their actions can lead to a desired outcome
Instrumentality – If I achieve the desired outcome, I will get some kind of reward
Valence – the people involved have to want the reward that is being offered |
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Term
| Expectancy (Expectancy Theory) |
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Definition
| In order for people to be motivated they have to believe that their actions can lead to a desired outcome |
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Term
| Instrumentality (Expectancy Theory) |
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Definition
| If I achieve the desired outcome, I will get some kind of reward |
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Term
| Valence (Expectancy Theory) |
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Definition
| the people involved have to want the reward that is being offered |
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Term
| Compliance-Gaining Theory (motivation) |
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Definition
| Argues that positive feedback motivate |
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Term
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Definition
| 2 Types: Quid Pro Quo or Hostile Work Environment |
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Term
| Quid Pro Quo (Sexual Harassment) |
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Definition
| This for that. Let me touch you and I will give you a raise, promotion, whatever. Suggests an exchange of sexual behavior for some kind of benefit |
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Term
| Hostile Work Environment (Sexual Harassment) |
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Definition
| Communication that someone INTERPRETS as harassment. This behavior doesn’t have to be intentional, off-hand remarks and displays of sexually explicit materials can be sexual harassment. |
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Term
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Definition
Men seek status by engaging in report talk
Demonstrations of knowledge, skill, and ability
Instrumentality
Conversational command
Direct and assertive expressions
Abstract terms over personal experience |
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Term
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Definition
Women use conversations to build relationships using rapport talk
Demonstrations of equality through matching experiences
Support and responsiveness
Conversational maintenance
Tentativeness
Personal, concrete details |
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Term
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Definition
| Moment to moment behaviors, actions and communication messages that we use to bring ourselves into being in everyday life. |
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Term
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Definition
| Cultural practice through which individuals craft a self. Our consumptive choices regarding work (cell phones, pdas, laptops, vehicles, dress) speak volumes about how we wish to show ourselves to family, friends, and colleagues |
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Term
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Definition
| Employees are encouraged to treat the self as an enterprise, an ongoing project, even a brand that can be managed. The entrepreneurial self is expected to be agile in a fluctuating job market, responsive to any opportunities, and self motivating and self promoting. |
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Term
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Definition
| Complex, fluid, and sometimes-contradictory ways in which multiple social identity categories (including gender, race, class, age, ability, sexuality, and others) combine |
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Term
| Ideology of white supremacy |
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Definition
| Institutionalized though often unintentional belief in white superiority |
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Term
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Definition
| Feeling like identity are not like those in the “center” or the dominant group both at school and at home as they “work to bridge the worlds of their homes/families/neighborhoods and college life” |
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Term
| Four Frames for Communication, Organization and Gathered Gender Identity |
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Definition
Frame 1 - Gender differences at work
Frame 2 - Gender identity as organizational performance
Frame 3 – gendered organizations
Frame 4 – gendered narratives in popular culture |
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Term
| Frame 1 - Gender differences at work |
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Definition
View of communication: Communication styles are an effect of gender
View of gender: Individual identity is socialized and stable
View of organization: Physical site of work where predictable communication patterns are manifest
Illustrative Scholarship: Gender differences in organizational communication styles; women in management |
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Term
| Frame 2 – Gender identity as organizational performance |
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Definition
View of communication: everyday interaction is influenced by social scripts and narratives
View of gender: Individual identity is constantly negotiated; an effect of discourse
View of organization: physical site of work where gender identities are continually produced and reproduced
Illustrative scholarship: “doing gender” at work; routine performance of masculinity and femininity in organizational life |
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Term
| Frame 3 – gendered organizations |
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Definition
View of communication: gendered narratives are embedded in organizational systems, structures, and policies and enacted in every day interactions
View of gender: individual and collective identity is a process and product of organizing
View of organization: subject and object of gendered discourse; physical site of work
Illustrative scholarship: organization as gendered; feminist forms of organizing |
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Term
| Frame 4 – gendered narratives in popular culture |
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Definition
View of communication: gendered narratives are embedded in cultural/societal representations of organization
View of gender: identity is a process and object of gendered social discourses
View of organization: gendered labor relations are produced in sites external to the organization, particularly popular culture
Illustrative scholarship: popular culture as gendered; cultural studies of gendered organizations |
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Term
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Definition
Schein: Organizational culture is a pattern of shared basic assumptions that have been invented, discovered, and/or developed by a group as it learns to cope with problems of external adaptation and internal integration (1994).
Organizational Culture: Stands for the actions, ways of thinking, practices, stories, and artifacts that characterize a particular organization. |
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Term
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Definition
Metaphors.
Rituals: Dramatize a culture’s basic values.
Stories: Convey to members what and who the culture values, how things are to be done and the consequences for cultural compliance or deviation.
Artifacts: Tangible and physical features of an organization.
Heroes/heroines: Role models. Embody and personify cultural values.
Performances.
Values. |
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Term
| Historical and Cultural Background |
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Definition
| Theory Z: The survival and prosperity of organizations depend heavily on their ability to adapt to their surrounding cultures (Ouchi, 1981). |
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Term
| Views of Organizational Culture |
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Definition
Practical View
Interpretive View
Critical and Postmodern views
Integration Perspective
Differentiation Perspective
Fragmentation |
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Term
| Practical View of Organizational Culture |
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Definition
Culture is an organizational feature that managers can leverage to create more effective organizations.
Collins and Porras: An organization’s longevity can be sustained by a culture that preserves its core purpose and values while remaining open to change and opportunity (2002). |
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Term
| Interpretive View of Organizational Culture |
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Definition
Culture is a process that is socially constructed in everyday communicative behaviors among all members of the organization. Focus is on the subtle ways in which communication works to build, produce and transform culture.
Importance of organizational stories. |
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Term
| Critical and Postmodern Views of Organizational Culture |
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Definition
Focus on challenges to power relationships and the status quo.
Deetz: Managerial bias in culture research reinforces the corporate colonization of the life-world through which the interests of corporations frame all aspects of daily living for their employees.
Martin: Perspective that takes into account the movement toward a postmodern view. Perspectives on culture can be characterized as highlighting integration, differentiation, or fragmentation. |
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Term
| Integration Perspective (Critical and Postmodern Views of Organizational Culture) |
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Definition
| Portrays culture in terms of consistency and clarity. Members agree about what they need to do and why. |
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Term
| Differentiation Perspective (Critical and Postmodern Views of Organizational Culture) |
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Definition
| Highlights differences across organizational units or subcultures. |
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Term
| Fragmentation (Critical and Postmodern Views of Organizational Culture) |
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Definition
| Ambiguity is an inevitable and pervasive aspect of contemporary life. Focus is on the experience and expression of ambiguity within organizational cultures. |
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Term
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Definition
| Process by which people learn the rules, norms, and expectations of a culture over time and thereby become members of that culture. |
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Term
| Anticipatory Socialization |
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Definition
| People learn about work through communication. (Vocational & Organizational) |
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Term
| Vocational Anticipatory Socialization |
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Definition
| Learning about work and careers in general from family members, teachers, part-time, employers, friends and the media. |
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Term
| Organizational Anticipatory Socialization |
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Definition
| Takes place before the first day of work and is typically accomplished through company literature. |
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Term
| Organizational Assimilation |
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Definition
| Involves both surprise and sense making. As new employees’ initial expectations are violated, they attempt to make sense of their job and the organization. |
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Term
| Critical Organizational Theory |
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Definition
| Reveals the hidden but pervasive power that organizations have over individuals and over our society. Questions the assumed superiority of market capitalism and its organizational structures, norms and practices. |
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Term
| Historical Background of Critical Theory |
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Definition
| Karl Marx viewed the division between business owners and paid laborers as inherently unfair. He predicted it would lead to a violent overthrow of the owners as workers seized the means of productions. |
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Term
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Definition
| Person A has reward power over Person B when A can give some formal or informal reward such as a bonus or an award, in exchange for B’s compliance. |
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Term
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Definition
| A has coercive power over person B when B perceives that certain behaviors on his or her part will lead to punishments from A. |
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Term
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Definition
| When B is willing to do what A asks in order to be like A. |
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Term
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Definition
| When B is willing to do what A says because B respects A’s expert knowledge. |
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Term
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Definition
| B complies with A’s wishes because A holds a high-level position. |
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Term
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Definition
- Represents sectional interests to be universal
- Works to make the interests or concerns of the managerial elite appear to be interests of all organizational members
- Denies system contradictions
- Functions as a form of control |
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Term
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Definition
| Socially constructed meanings come to be perceived and experienced as real, objective, and fixed. |
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Term
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Definition
| Ideological control works most effectively when the world view articulated by the ruling elite is actively taken up and pursued by subordinate groups. |
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Term
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Definition
| Employees at all levels willingly adopt and enforce the legitimate power of the organization, society, or system of capitalism. |
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Term
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Definition
| Occurs when employees police themselves, developing the means for their control. |
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Term
| Knowledge Management Systems |
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Definition
| Designed to enhance and increase the value of the generation, sharing, and application of knowledge. An employee’s contribution to organizational knowledge must be in a form that the system recognizes, be compliant with the system, and be able to be coded and digitized in a way that the system can use. |
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Term
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Definition
| Distancing and defending themselves from organizational power. |
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Term
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Definition
| Highlights how local social movements attempt to effect large-scale, collective changes in the domains of state policy, corporate practice, social structure, cultural norms, and daily lived experience. |
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Term
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Definition
| Simultaneous influence of work on member’s lives away from work and the influence of personal life responsibilities and aspirations on members’ experiences at work. |
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Term
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Definition
| Feeling like one’s identity is not like those in the dominant group at home/school. (part of negotiating multiple identities.) |
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Term
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Definition
| Help coordinate the successful completion of a particular project. |
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Term
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Definition
| Group of employees responsible for the entire work process that delivers a product or service to a customer. |
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Term
| Types of Teams: Quality-Improvement |
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Definition
| Goals are to improve customer satisfaction, evaluate and improve team performance, and reduce costs. Typically cross-functional, drawing their members from a variety of areas to bring different perspectives to the problem or issue. |
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Term
| Communication Roles (Communicative Dimensions of Teamwork) |
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Definition
| Consistent patterns of interaction within the team. (Task, maintenance, self-centered.) |
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Term
| Norms (Communicative Dimensions of Teamwork) |
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Definition
| Informal rules that designate the boundaries of acceptable behavior in the group. |
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Term
| Decision-Making Processes (Communicative Dimensions of Teamwork) |
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Definition
| Team based approach gives employees more control over decisions that affect their work and decreases job stress. |
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Term
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Definition
| Janis (1971). Team members go along with, rather than evaluate, the group’s proposals or ideas. |
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Term
| Communicative Dimensions of Teamwork |
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Definition
• Communication Roles
• Norms
• Decision-Making Processes
• Management of Conflict and Consensus
• Cultural Diversity |
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Term
| Open Communication (Communication with Employees) |
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Definition
| Importance of being an empathetic listener, using persuasion rather than demanding, etc. |
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Term
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Definition
Emphasizes active listening and taking an interest in employees.
- Theory of leader-member exchange
- In-group relationships
- Out-group relationships |
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Term
| Theory of leader-member exchange (Supportive Communication) |
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Definition
| Supervisors typically divide their employees into two types and form very different relationships with members of each group. |
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Term
| In-group relationships (Supportive Communication) |
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Definition
| Characterized by trust, mutual influence, support, and formal/informal rewards. Associated with greater employee satisfaction, performance, agreement, and decision-making involvement. |
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Term
| Out-group relationships (Supportive Communication) |
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Definition
| Characterized by formal authority, low trust, support, and rewards. |
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Term
| Empowerment (Communication with Employees) |
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Definition
Enhances feelings of self-efficacy by identifying and removing conditions that foster employee powerlessness. Six Rules invented by W.L. Gore & Associates:
- Distribute power and opportunity widely.
- Maintain an open and decentralized communication system.
- Use integrative problem solving to involve diverse groups and individuals.
- Practice meeting challenges in an environment of trust.
- Reward and recognize employees to encourage a high-performance ethic and self-responsibility.
- Learn from organizational ambiguity, inconsistency, contradiction, and paradox. |
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Term
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Definition
| Company-wide, comprehensive effort to create a culture of quality. |
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Term
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Definition
| Any system that tracks and gives feedback to employees about how well they are accomplishing objectives tied to each of their key job dimensions. |
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Term
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Definition
| Hiring people who are talented and can do the job successfully and making sure that they continue to learn through training and development, etc. AND focusing on organizational development |
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Term
| Organizational Development |
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Definition
| Deals with the purposeful facilitation of strategic systems change. |
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Term
| Utopian View (Effects of Communication Technology) |
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Definition
| Information technology serves to equalize power relationships at work by bridging time and space, thereby improving both productivity and work life. |
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Term
| Neutral View (Effects of Communication Technology) |
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Definition
| Communication technology has no significant effects on human behavior. People can be expected to behave in predictable ways regardless of what technology they utilize. |
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Term
| Dystopian View (Effects of Communication Technology) |
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Definition
| Communication technology benefits economic elite and limits our freedoms by bringing more of our personal lives under corporate surveillance. |
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Term
| Contigent View (Effects of Communication Technology) |
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Definition
| The effect of a given innovation depends on the context or situation in which it is adopted. |
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