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| actions, ways of thinking, practices, stories & artifacts that characterize a particular org |
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| figures of speech that define an unfamiliar experience in terms of another more familiar one |
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| "dramatize" a culture's basic values & can range in scopr from prsnl, day-to-day routines for accomplishing tasks to annual org-wide celebration of top performers |
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| convey to members what & who is valued by culture, how things are to be done & consequences for cultural compliance &/or deviation |
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| tangible & physical features of an org |
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| members of an org who are held up as role models |
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| center on rituals, passion, society (or org etiquette), politics, socialization or new members & identity |
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| represent a (more or less) shared set of beliefs about appropriate org behaviors |
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| most common methodology (analysis of org culture in a systematic way) rooted in anthropology; the writing of culture |
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| treats culture as a process that is socially constructed in everyday communicative behaviors among all members of the org & "find it ridiculous to talk of managing culture. culture cannot be managed; it emerges. leaders don't create cultures; members of the culture do" |
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| critical & postmodern views |
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| focus on challenges to power relationships & the status quo |
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| portrays culture in terms of consistency & clarity |
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| differentiation perspective |
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portrays cultural manifestations as predominantly inconsistent w/ one another (i.e., responsible party on an org chart does not = prsn whom "everyone knows" is in charge)
-when consensus does emerge, differentiation view is quick to point out its limitations (i.e., agreement may only exist among a grp or subculture of members) |
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| fragmentation perspective |
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| ambiguity is inevitable & pervasive aspect of contemporary life |
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| process by which ppl learn the rules, norms & expectations of a culture over time & thereby become members of that culture |
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| anticipatory socialization |
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ppl learn about work thru communication
(1) vocational - begins in childhood; learning about work & careers
(2) organizational - learning about a specific job & org |
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| organizational assimilation |
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| involves both surprise & sense making; "newcomer learns requirements of his or her role & what org & its members consider to be 'normal patterns of behavior & thought'" |
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| all that happens during the course of one's engagement w/ an org that significantly changes the relationship |
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| high-reliability organizations (HROs) |
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| members continually operate in dangerous conditions where even a sml misstep can lead to disaster (i.e., nuclear reactors, air traffic control towers) |
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| advanced communication & information technologies (ACITs) |
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Definition
offer potential & new employees more variety of channels to seek info about & com w/ orgs & their members; move toward virtual org-ing means that new members may have less opportunities to engage in traditional forms of socialization, including face-to-face mtgs & orientation prgrms & casual convos w/ peers
-include: Wed pgs, intranets, chat grps, IM, PDAs, vid conferencing, on-line databases & electronic bulletin boards |
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| critical organizational theory |
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| reveals hidden but pervasive power over individuals & questions the assumed superiority of market capitalism & its attendant organizational structures, norms & practices |
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workers should earn enough money to buy their employer's products
-1970s: average, inflation-corrected weekly wage of Americans reached its peak |
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| A can give B some formal or informal reward (i.e., bonus, award) in exchange for B's compliance |
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| B's bad behavior can be reprimanded by A |
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| B is willing to do what A asks in order to be like A |
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| B is willing to do what A says b/c B respects A's expert knowledge |
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| B complies w/ A's wishes b/c A hold a high-level position |
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| system of ideas that serve as the basis of a political or economic theory (i.e., Marxist or capitalist or feminist ideology) |
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| process whereby socially constructed meanings come to be perceived & experienced as real, objective & fixed, such that members "forget" their participation in the construction of those meanings |
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power & control are not explicitly exercised as much as embedded in routine thoughts, actions & organizational processes
-also called ideological control |
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| myths, stories & metaphors |
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| surface structure forms of com that contain implicit, hidden & taken-for-granted ideological assumptions that reside at a deep level of power |
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| employees at all levels willingly adopt & enforce the legitimate power of the organization, society, or syst of capitalism |
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| occurs when employees police themselves, developing the means for their own control |
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| a site of power, a site of struggle over ompeting versions of knowledge, truth & the self |
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(viewed from a technological standpoint) built surveillance into the design of an idea prison, consisted of a central core that housed guards & was surrounded by individual backlit cells such that the inmates were constantly visible
-inmates could not see guards at central core; never knew if they were being watched (only the possibility existed) |
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| knowledge management (KM) systems |
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| i.e., searchable databases & interactive expert systems |
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| distancing & defending one's self from organizational power |
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| how local social movements attempt to "effect large-scale, collective changes in the domains of state policy, corporate practice, sociological structure, cultural norms, & daily lives experience" |
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characterization of ways of life w/in critical theory:
(1) being filled with care - caring for & directing attention to others
(2) being filled with thought - moving from caring about/emphasizing with individuals to considering & acting on the larger social & political ramifications of seemingly "individual" stories
(3) being filled with good humor - accepting uncertainty & embracing a willingness of "make it up as we go" (irony & contradictions) |
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| how individuals position themselves in the world through language & action |
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| being real & honest in how we live & work with others |
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| interested in changing government & company policies to level the playing field for women in organizations |
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| interested in dismantling organizations & replacing them with feminist-inspired, nonhierarchical structures |
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| simultaneous influence of work on member's lives away from work - at home, at leisure, & in families & communities - & the influence of personal life responsibilities & aspirations on members' experience at work |
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style of speaking men utilize:
-demonstrations of knowledge, skill & ability
-instrumentality
-conversational command
-direct & assertive expressions
-abstract terms over personal experience |
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style of speaking women utilize:
-demonstrating equality through matching experiences
-providing support & responsiveness
-conversational maintenance
-tentativeness
-personal, concrete details |
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| moment-to-moment behaviors, actions & communication messages that we use to bring ourselves into being in everyday life |
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| a type of work wherein employees are paid to create a "package" of emotions (i.e., flight attendant mentality) |
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| cultural practice through which individuals craft a self |
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| (to turn one's self into) a value-added commodity |
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| ideology of white supremacy |
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| institutionalized though often unintentional belief in white superiority |
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| feeling like one's identity is not like those in the "center" or dominant group |
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| particularly thorny contradiction; pragmatic or interaction-based situations in which, in pursuit in one goal, the pursuit of another competing goal enters situation (often unintentionally) so as to undermine first pursuit |
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| multiple stakeholder model |
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| orgs ought to be concerned w/ interests of many different individuals & groups & not just shareholders or stockholders |
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| in addition to employee's individual responsibilities he/she also serves as member of one or more working groups |
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| groups of employees with representation from a variety of functional areas within organization (i.e., sales, manufacturing, enginerring) to maximize cross-functional exchange of info |
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help coordinate successful completion of a particular project
-design & development of new products/services |
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| (special type of project team) characterized by dual reporting relationships (like an expanded tic-tac-toe board) where columns represent organizational functions like R&D, sales, production, & info services |
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| group of employees responsible for entire work process that delivers a product or service to a customer |
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| quality-improvement teams |
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| goals are to improve customer satisfaction, evaluate, & improve team performance, reduce costs |
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| groups of people who work together across time & space |
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| consistent patterns of interactions w/in team |
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| team member summarizes & evaluates team's ideas & progress or initiates idea-generating process by offering new ideas or suggestions |
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| team member's communication seeks to releive group tension or pressure or to create harmony in group |
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| team member seeks to dominate group's discussions & work or to deliver group's attention from serious issues by making them seem unimportant |
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| informal rules that designate boundaries of acceptable behavior in group |
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| (well-known problem associated w/ team decision making) occurs when team members go along with, rather than evaluate, group's proposals or ideas |
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| interaction of interdependent ppl who perceive opposition of goals, aims, & values, & who see other parties as portentially interfering w/ realization of these goals |
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| doesn't mean all team members agree w/ decision but feel instead their views are adequately considered by team |
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| "alignment" or "functioning of the whole" |
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| small-group communication networks |
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| (groups of 5 ppl) to determine effects of centralized vs. decentralized networks on decision making |
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| emergent communication networks |
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| emerge from formal & informal communication among ppl who work together |
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| extraorganizational networks |
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| contacts from industry or community |
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| interorganizational communication networks |
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| enduring transactions, flows, & linkages that occur among & b/w organizations |
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| communication network roles |
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location individuals occupy in flow of interaction
-impact one's experience of work & degree of influence on others |
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