Term
| BARNLUND'S 6 PEOPLE INVOLVED IN COMMUNICATION |
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Definition
| who you thing you are, who you think the other person is, who you think the other person thinks you are, who the other person thinks he/she is, who the other person thinks you are, who the other person thinks you think he/she is. |
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Term
| BARNLUND’S 5 PRINCIPLES OF HUMAN COMMUNICATION |
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Definition
1. Communication is not a thing, it is a process
2. Communication is not linear, it is circular (Barnlund’s transactional model of communication)
3. Communication is complex: it involves the negotiation of shared interpretations and understanding
4. Communication is irreversible
5. Communication involves the total personality |
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Term
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Definition
1. Use symbols to create reality
2. Communicate about past, present, and future
3. Make conscious use of symbols to reach their goals |
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Term
| DEFINITIONAL THEMES OF LEADERSHIP |
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Definition
• Leadership is about who you are (characteristics focused)
• Leadership is about how you act (influence or power)
• Leadership is about what you do (the importance of followers, leadership does not equal persuasion)
• Leadership is about how you work with others (emphasis on collaboration) |
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Term
| MANAGEMENT VS. LEADERSHIP |
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Definition
• Leaders are about change, crisis, and innovation (ultimate direction)
• Managers are about organizational stability (status quo)
• Managers are problem solvers and leaders are problem finders (spiritual and emotional)
• Managers are about efficiency and leaders are about effectiveness |
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Term
| KELLERMAN'S 7 TYPES OF “BAD” LEADERS |
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Definition
• Incompetent: no skill or desire
• Rigid: not open to change, new ideas
• Intemperate: lacks self control
• Callous: uncaring or unkind
• Corrupt: lie, cheat, or steal
• Insular: disregard the welfare of others outside the group
• Evil: Inflict physical and/or psychological harm on others |
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Term
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Definition
| • Group and organizational members share the responsibility for achieving collective goals |
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Term
| DENNING'S 8 STORYTELLING CATEGORIES |
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Definition
1. Sparking Action—describes a successful change, apply it
2. Communicating who you are—reveal identity, build trust, create connections
3. Communicating the brand—communicate brand images to customers
4. Transmitting values—reflect and reinforce organizational values
5. Fostering collaboration—encourage people to work together, common concerns and goals
6. Taming the grapevine—highlight incongruity between rumors and reality
7. Sharing knowledge—focus on problems, shows how corrections, why solutions worked
8. Leading people into the future—evoke images of a desired future |
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Term
| KOTTER'S 3 CENTRAL ACTIVITIES FOR DIFFERENCES |
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Definition
1. Creating an agenda
2. Developing a human network for achieving the agenda
3. Executing the agenda |
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Term
| Heenan and Bennis’s 6 Steps to a Co-Leadership Culture |
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Definition
1. Celebrate the enterprise, not celebrity
2. Encourage togetherness through teamwork
3. Cultivate equalitarianism. Status distinctions to a minimum
4. Nurture trust and communicate hope in the future
5. Solicit dissent and put allegiance to group values above loyalty to the individual leader
6. Share power and authority |
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Term
| Emotional Communication Competencies |
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Definition
Emotional Intelligence→ ability to recognize, control, and express emotions (important to success in life > IQ)
Primal leadership→ describe how effective leaders create good feelings in followers
Resonance→ an effect from creating a positive emotional climate that brings out the best in leaders and followers |
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Term
| 4 Dramatic Elements to Create Favorable Images |
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Definition
1. Framing—successful leaders help followers interpret the meaning of events. Define the situation
2. Scripting—directions or guidelines for behavior. Scripts outline the roles of players, what they are to say, how to act
a. Casting→the process of identifying and then defining the roles of the main performers, supporting players, audiences, and enemies
b. Dialogue→interaction with followers. Storytelling, metaphors, analogies, communicating overarching goals
c. Direction→ guide performances through nonverbal behavior and emotional displays
3. Staging—how performances are staged. Appearance, setting, props
4. Performing—carrying out the behaviors outlined in the script |
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Term
| 4 Types of Impression Management |
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Definition
1. Exemplification—living out or role-modeling desired values and behaviors
2. Promotion—the communication of favorable information. The leader can promote
a. Him or herself (skills and accomplishments)
b. The vision (merits)
c. The organization
3. Facework—communication designed to protect or repair damage done to personal or collective images
4. Ingratiation—leaders appearing more attractive to others |
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Term
| Keegan’s 5 elements in desired mask of command |
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Definition
1. Kinship—creating a bond
2. Public speaking-directly addressing the troops
3. Sanction—encourage obedience with rewards, punish those who disobey
4. Action—what they accomplish on the battlefield (knowing and seeing)
5. Example—share risk with followers |
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Term
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Definition
Authoritarian Leader→ maintains strict control over followers by directly regulating policy, procedures, and behavior. Emphasize role distinctions. Followers need direct supervision
Democratic Leader→ engages in supportive communication that is time consuming. It facilitates interaction between leaders and followers. Assumes followers can make informed decisions. Contributions improve overall quality
Laissez-Faire Leader→ French for leave them alone. No leadership
o Abdication→ of responsibility on the part of the leader. Offer little guidance or support. Everything suffers (productivity, cohesiveness, satisfaction)
o Guided freedom→ more positive form. Followers have a high degree of autonomy and self rule while offering guidance and support when asked. Leader does not directly participate in decision making unless requested by followers or if intervention is deemed necessary |
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Term
| Leadership’s 2 Primary Ingredients |
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Definition
1. Work that needs to be done
2. The people who do the work |
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Term
| The Michigan Leadership Studies |
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Definition
| 1. “Production-oriented” leaders focus on accomplishing tasks, primarily concerned with getting work done 2. “Employee-oriented” leaders focus on relationships between people and are interested in motivating and training followers |
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Term
| The Ohio State Leadership Studies |
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Definition
o Developed the Leader Behavior Description Questionnaire (LBDQ)
o Military personnel were asked to rate their commanders
1. Consideration→ interpersonal-oriented communication designed to express affection and liking for followers; the consideration of followers’ feelings, opinions, and ideas; and the maintenance of an amiable working environment
2. Initiating structure→ referred to task-related behaviors involved in the initiation of action, the organization and assignment of tasks, and the determination of clear-cut standards of performance |
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Term
| Task-oriented Communication |
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Definition
| → production oriented; initiating structure; theory X management; concern for production |
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Term
| Interpersonal-Oriented Communication |
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Definition
| → employee-oriented; consideration; Theory Y management; concern for people |
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Term
| McGregor’s Theory X and Theory Y |
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Definition
o MIT professor attempted to isolate the ways in which attitudes and behaviors influence organizational management
o 2 basic approaches to supervision based on human nature assumptions
1. Theory X managers- believes average person inheritantly dislikes work and will avoid productive activities when possible. Managers must coerce, control, direct, and threaten to ensure perfection
i. Emphasizes task supervision with little/no concern for individuals needs
2. Theory Y managers- work to integrate organizational and individuals goals. Assumes work is as natural as play or rest. Source of satisfaction. Personal commitment and pride ensure quality workmanship. Average people seek responsibility as an outlet for imagination and creativity. Emphasizing individual commitment recognizes individuals and organizational needs |
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Term
| Blake and McCanse’s Leadership Grid |
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Definition
o Identify communication styles based on the degree of concern for production (task orientation) and concern for people (interpersonal orientation)
o Communication styles are plotted on a graph with axes [1,9]
5 Plotted Leader Communication Styles
1. 1,1 Impoverished Management—low concern for tasks and relationships
2. 9,1 Authority Compliance—higher concern for completed tasks, lower concern for personal relationships
3. 5,5 Middle-of-the-Road Management—adequately concerned for both production and people. Often achieves mediocre results
4. 1,9 Country Club Management—higher interpersonal relationships and lower task completion
5. 9,9 Team management—high concern for both production and people |
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Term
| Kelley’s Questionnaire for 5 categories of followers |
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Definition
1. Alienated followers—highly independent thinkers
2. Conformists—committed to organizations goals but express few thoughts
3. Pragmatists—moderately independent and engaged
4. Passive followers—demonstrate little thought or commitment
5. Exemplary followers—rate highly as both critical thinkers and active participants |
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Term
| Kelley’s 3 sets of skills for exemplary followership |
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Definition
1. Add value to the organization by helping it reach its objectives
2. We are a web of relationships through joining teams, building bridges, and partners with leaders
3. Cultivate a courageous conscience by making the right ethical judgments and then following through on those choices |
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Term
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Definition
| Human communication is a process because it is ongoing, and ever-changing; an attempt to create shared meanings/realities between sender and receiver |
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Term
| 5 Tests of Significance for Stock Issues |
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Definition
Scope - # affect
Magnitude - severity of issue
Social Significance - the ripple effect
Traditional Significance - history of issue
Moral Imperative - application of moral standards |
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Term
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Definition
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Term
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Definition
| The status quo is presumed to be all right |
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Term
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Definition
| An argument that appears to have sufficient evidence to overcome presumption which rests with the status quo. |
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Term
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Definition
Establish the need for change through
1. Loss of life
2. Loss of quality of life
3. Loss of finance or wealth
4. Loss of rights, opportunities, freedom |
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Term
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Definition
| Spotlight the status quo as the agent that causes the problem |
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Term
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Definition
| The laws, policy, or mandate of the status quo is to blame |
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Term
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Definition
| That the philosophy of the administration or public is to blame |
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Term
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Definition
1. Administration
2. Mandates
3. Enforcement
4. Funding |
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Term
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Definition
| Citing major objections to solvency and refuting them in your speech. Adds to ethos. |
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Term
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Definition
| Key word outlines to jog memory. Presentation sounds spontaneous/natural. Allows speaker to monitor feedback from audience and make adjustments accordingly. |
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Term
| 4 Defense Mechanisms to Protect Homeostasis |
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Definition
1. Selective Perception
2. Selective Recall
3. Selective Exposure
4. Rationalization |
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Term
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Definition
1. Knowledge
2. Skills
3. Sensitivity
4. Values |
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Term
| Littlejohn & Jabusch's 3 Primary Elements of Competence |
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Definition
1. Theory
2. Practice
3. Analysis |
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Term
| Jablin & Sias 4 Communicative Systems based on Ecological Model |
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Definition
1. Exosystem
2. Macrosystem
3. Mesosystem
4. Microsystem |
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Term
| Human Communicative Process (9 Elements) |
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Definition
Sender/receiver
Encoding/decoding
Message
Channel
Context
Noise/Interference
Competence
Field of Experience
Effect |
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Term
| Robert Craig's 4 Types of Communication |
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Definition
1. Interpersonal
2. Group
3. Mass/public
4. Organizational |
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Term
| Miller's 5 Features of Organization |
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Definition
1. Social Collectivity (2+ people)
2. Goals
3. Structure
4. Coordinating Activities
5. Environmentally Embedded |
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Term
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Definition
Understanding organizational communication by
1. What messages do
2. How they move through organizations |
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Term
| Organizational Communicative System |
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Definition
1. Input
2. Throughput
3. Output |
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Term
| Katz & Kahn's Types of Systems |
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Definition
1. Open
2. Closed
3. Equifinality |
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Term
| 3 Message Functions in Functional Approach |
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Definition
1. Organizing Fxn
2. Relationship Fxn
3. Change Fxn |
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Term
| 3 Message Directions in Functional Tradition |
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Definition
1. Upward (subordinate to executive)
2. Downward (vice-versa)
3. Horizontal (intern to intern) |
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Term
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Definition
| Volume, rate, and complexity of messages moving through the system at any given time (underload and overload) |
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Term
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Definition
| Alterations to the meaning of a message |
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Term
| Meaning-Centered Approach |
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Definition
| Focuses on the essence of the message/what it's trying to accomplish; discovers how shared realities are created through human interaction |
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Term
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Definition
1. Identification
2. Socialization (anticipatory, encounter, metamorphosis)
3. Rules (thematic, tactical, structuration)
4. Power
5. Climate
6. Culture |
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Term
| Communication Constitutive Process |
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Definition
| Communication is seen as a process of meaning development through the social production of identities, perceptions, and social structures. |
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Term
| 4 Emerging Perspectives regarding Organizational Communication |
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Definition
1. CCO = Communication Constitutes Organization (communication sustains the group)
2. Post-modernism = theoretical perspectives representing an alienation from the past, questioning of authority, ambiguity of meanings, and mass culture
3. Critical theory = studies power and abuses of power through communication (hegemony)
4. Feminist/Race theory = studies marginalization or women/blacks and valuing diverse voices in organizations |
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Term
| Buzzanell's 3 Traditional Themes in Organizational Writing |
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Definition
1. Competitive individuals
2. Cause-effect/linear thinking
3. Autonomy |
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Term
| Scientific Management Perspective |
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Definition
| Emphasizes importance of organizational design, division of labor, worker training, and chain of command |
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Term
| Taylor's 4 Essential Elements (Foundation of Scientific Management) |
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Definition
1. Careful selection of employees
2. Systematic training of employees w/ scientific methods
3. Division of labor
4. Discovering scientific methods for tasks/jobs |
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Term
| Taylor's Time-Motion Study |
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Definition
| Evaluated productivity/output over time to determine efficiency; used to develop measurable work standards |
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Term
| Fayol's 5 Basic Activities of Management |
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Definition
1. Planning
2. Organizing
3. Commanding
4. Coordinating
5. Controlling |
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Term
| Weber's Principles of Bureaucracy |
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Definition
| Organizations should be based upon formalized rules, regulations, and procedures to make authority rational |
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Term
| Weber's 3 Types of Authority |
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Definition
1. Charismatic - focus on personality of individual
2. Traditional - focus of customs/culture of group
3. Bureaucratic - focus of rules/regulation for sake of "rationality" and consistency |
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Term
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Definition
| Theory of organizations that emphasizes individuals and what motivates them/how they influence the organization |
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Term
| Follett's Principle of Coordination |
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Definition
| Follett believed that in order to increase productivity, organizations must be concerned with desires/motivations of the individuals |
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Term
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Definition
| Mayo conducted study to see the effect of differential working conditions on productivity. Found that by paying more attention to workers, productivity increased. |
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Term
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Definition
| Structure of interlocking groups with members having multiple group memberships within the organization to increase overall communication |
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Term
| Integrated Perspectives Viewpoint |
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Definition
| Attempts to explain how individuals, technology, and the environment integrate to create goal-focused behavior |
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Term
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Definition
| Assumption that people intend to be rational, but with limited information-processing capacity, human decision making is based on selective perception and therefore exhibits “limited” rationality. |
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Term
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Definition
| Making judgments/decisions with bounded rationality in the hopes that they will be good enough |
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Term
| Sociotechnical Integration |
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Definition
| Assumption that organizational production is optimized through optimizing social and technical systems |
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Term
| Woodward's Contingency Theory |
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Definition
| There is not one best way to run an organization; no set of prescriptions is appropriate for all; organizations must adapt to changing environment |
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Term
| Lawrence & Lorsch 3 Types of Interfaces |
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Definition
1. Group to Group
2. Individual to Organization
3. Organization to Environment |
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Term
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Definition
| Describes organizations as made up of subsystems that take in materials and human resources (inputs), process materials and resources (throughputs) and yield a finished product (outputs) to the larger environment |
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Term
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Definition
| Organizations gaining knowledge from continuous processes of information exchange between the organization and its environments |
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Term
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Definition
1. System thinking—the ability to think about connections and patterns and to view systems as wholes, not individual parts of the patterns
2. Personal mastery—developing special levels of proficiency
3. Mental models—deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action
4. Building shared vision—the capacity to hold a shared picture of the future we seek to create
5. Team learning—learning that starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine “thinking together.” |
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Term
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Definition
| Similarities between the individuals and the organizations values |
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Term
| Allport, Vernon & Lindzey's 6 Value Orientations |
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Definition
1. Theoretical
2. Economical
3. Social
4. Religion
5. Political
6. Aesthetic |
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Term
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Definition
1. Terminal - desired end states of being
2. Instrumental - modes of conduct to achieve terminal values |
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Term
| Howe, Howe & Mindell's 5 Value Dimensions |
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Definition
1. Locus of control
2. Self-esteem
3. Tolerance of ambiguity
4. Risk taking
5. Social judgement |
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Term
| 3 Fundamental Moral Perspectives |
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Definition
1. Utilitarian
2. Theory of Rights
3. Theory of Justice
(End justifies the means theory) |
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Term
| Wallace's Evaluations of Ethical Behavior |
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Definition
1. Habit of search = exploring entire issue
2. Habit of justice = presenting info openly/fairly
3. Habit of public vs. private motivations = being open about bias; exposing good, bad, and ugly
4. Habit of respect for dissent = accept opposing viewpoints |
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Term
| Anderson's 4 Organizational Goals (Incompatible) |
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Definition
1. Economic Performance
2. Competence
3. Learning Organization
4. Organization as Community |
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Term
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Definition
| Exposure of illegal behavior to organizational outsiders |
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