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| habitual ways of seeing the world that reflect our inclinations & experiences |
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| organizational communication |
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| the interaction required to direct a group toward a set of common goals |
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| the closer integrations of the countries & peoples of the world which has been brought about by the enormous reduction of costs of transport & com, & the breaking down of artificial barriers to the flow of goods, services, capital, knowledge & people across boarders |
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| when businesses search the globe for lowest possible labor costs & move jobs wherever cheap labor can be found |
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| ability to adopt one's leadership style to both respond & make the most of pervasive cultural differences & practices among a diverse employee population |
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| any type of electronic tool or device that may be used to enhance or enable info sharing or P2P interaction |
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| companies whose main challenge is to shorten the time in which they develop new products & respond to customer demands |
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| organizational environment |
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| sum total of people, institutions & activities that exist outside organization's boundaries but exert actual or potential influence over company's internal operations |
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| company employees who have direct contact w/ public |
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| relationships w/ trusted co-workers characterized by quick, verbal communication (most dynamic b/c they ensure quick response time in turbulent environment) |
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| different kind of employment relationship wherein "job security" is fleeting & is ties expressly to whether one's skills fit the organization's needs at that time |
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| information-transfer approach |
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| communication = "pipeline"; info flow from one person to another |
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| problem w/ information-transfer model; amount, speed, complexity |
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problem w/ information-transfer; noise – semantic, physical, or contextual
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| transactional-process model |
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| asserts that in actual communication, clear distinctions are not made b/w senders & receivers; rather, people play roles simultaneously |
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| important key to transactional-process; especially non-verbal |
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| strategic control perspective |
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| regards communication as a tool for controlling environment; due to personal, relational & political factors, greater clarity is not always main goal in interaction |
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| concept that describes ways in which people communicate unclearly but still accomplish their goals |
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| balance of creativity & constraint perspective |
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| textbook definition of organizational communication; com = moment-to-moment working out of tension b/w individual creativity & organizational constraint |
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| consists of 2 interrelated "stories": (1) "I" - creative, relatively unpredictable part of a person that's usually kept private, (2) "me" - socially constrained, relatively consistent part of a person that is more openly shared w/ others |
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| constructed in relation to our conception of self; constrained by self's culture, race, gender & subconscious |
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| how we negotiate our identities w/ others; multiple interpretations of a relationship |
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| refers to where communication occurs (i.e., physical setting) & interpretive frameworks used to make sense of communicative exchange |
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| dialogue as equitable transaction |
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| all participants have ability to voice their opinions & perspectives |
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| manifests itself in ability of an individual or group to participate in the ongoing organizational dialogue |
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| dialogue as empathic conversation |
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| ability to understand or imagine world as another person understands or imagines it |
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| a genuine communion can take place b/w people that transcends differences in role or perspective & that recognizes all parties' common humanity |
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| metaphorical in that it uses language to suggest enlightening comparisons b/w org com & other processes; historical in that it is a product of time in which it emerged, reflecting the concerns & interests of the culture that produced it |
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| our account only tells part of the story |
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| the story we tell is one that we favor (i.e., interpretations made by white males in Western culture) |
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| our account asks more questions than it can answer, & the answers it does provide are based on what is currently known rather than on all that could be known |
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| the separation of tasks into discrete units |
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| the vertical arrangement of power & authority that distinguished managers from employees |
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| mgmt = a true science resting on clearly defined laws, rules & principles |
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system that provides employees better than particularism:
(1) fixed division of labor among participants
(2) hierarchy of offices
(3) set of general rules that govern performances
(4) rigid separation of personal life from work life
(5) selection of personnel on basis of technical qualifications & equal treatment of all employees
(6) participants' view of employment as a career; tenure protecting against unfair arbitrary dismissal |
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| particularism/universalism |
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| method of dealing w/ employees in early 1900s; job security didn't exist, children worked long hours for meager wages & workers were hired & fired for reasons that had to do w/ race, religion, sex attitude, or relationship to boss |
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| emphasizes interpersonal & social needs of individuals & marks a clean break from earlier points of view; assumes "all people want to feel united, tied, bound to something, commanding them yet worthy of them, summoning them to the significance in living" |
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| the increased attention given to workers by mgmt & researchers was key to productivity |
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people are an intellectual & physical resource; work is meaningful; workers are motivated by meaningful, mutually set goals; basic idea: participation leads to better performance, better performance improves morale, & morale feeds even more improvement in performance
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| Maslow's Hierarchy of Needs |
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Definition
(1) self-actualization
(2)self-esteem
(3) affiliation
(4)safety
(5)physiological
highly pervasive in today’s mgmt theory & practice; achieving self-actualization through work
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Definition
X: employees dislike work & avoid it; value security over anything else; dislike responsibility; want to be controlled through threats & coercion
Y: work is as natural as play; employees want to work; are creative & able to exert self-control & self-direction
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Term
| Likert's Principle of Supportive Relationships |
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Definition
4 types of mgmt orientations:
(System I) exploitative-authoritative (System II) benevolent-authoritative (System III) consultative
(System IV) participative (“participatory mgmt”): com b/w mngr’s & subordinates = open; decision-making = decentralized; info flows freely & in all directions; goals are developed through participative mgmt – high, but realistic
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| emphasizes importance difference b/w a disconnected set of parts vs. a collection of parts that work together to create a functional whole |
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| applies properties of living systems, such as input, output, boundaries, homeostasis & equifinality (idea there's more than one right way to accomplish same goal), to a dazzling array of social phenomena |
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| all members of the system - whether they be people or cells - play an important role in system's ongoing self-organization |
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| blend of cooperation & competition that tries to reap the best of both worlds |
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| encourages individual members (whether they be people, departments, or organizations) to be mindful of the importance of the overall health of their industry "ecosystem" |
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| refers to both the wholeness of the system & its environment & to the interrelationships of individuals w/in the system |
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| are negotiated among interdependent factions in organizations & are heavily influenced by its environment |
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| system of loops that connect communication & action (individual --> message --> other --> response) |
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| the same goal may be reached multiple ways |
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(1) systems thinking: combining holism & interdependence, claims that for any one member to succeed, all members must succeed
(2) personal mastery: all members share personal commitment to learning & self-reflection
(3) flexible mental model: patterns of beliefs that shape & limit an individual's interpretations & actions
(4) a shared vision: tight hierarchical control is replaced by "concertive control"; members share a common organizational vision & understand how their own work helps to build on that shared vision
(5) team learning: members communicate in ways that guide team toward intelligent decisions, w/ an emphasis on dialogue as key |
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| retrospective sense making |
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| people act first and later examine their actions in an attempt to explain their meaning |
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| successful cycles become rules; feedback loops |
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| employees are only partially included in workplace; at work we see some but not all of their behaviors |
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