Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Org Rep Rep > COMM THEORY EXAM 3 > Flashcards

COMM THEORY EXAM 3 Flashcards

1
Q

Types of small groups

A 
o	Primary groups
o	Secondary groups
o	Activity groups
o	Personal growth groups
o	Learning groups
o	Problem solving groups
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Stages in Tuckman’s Model of Group Formation

A 
o	Forming
o	Storming
o	Norming
o	Performing
o	Adjourning
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Characteristics of Individual Group Roles

A 
o	Group Leader
o	Compromiser
o	Dominator
o	Devil’s Advocate
o	Malcontent
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Conversion

A

Submitting or relenting to an alternate opinion because you now believe that alternate opinion to be true.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Conformity

A

Submitting or relenting to an alternate opinion even though you believe that alternate opinion is false

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Characteristics of Groupthink

A

o Characteristics: A pattern of deliberation that group members use when their desire for unanimity overrides their motivation to assess all available plans of action.
• Ignore dissenting opinions
• Suppress conflict just to get along
• Fail to consider all solutions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Antecendent Conditions of Groupthink

A
  • Group Cohesiveness
  • Group Insulation
  • Lack of Impartial Leadership
  • Lack of Decision Making Procedures
  • Similarity of Group Members
  • Internal and External Stress
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Symptoms of groupthink

A

o Overestimation of the group
o Closed-mindedness
o Pressures toward uniformity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Interpersonal Influence Strategies

A

o Foot in the Door
o Door in the Face
o Power
o Conformity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Normative Influence Definition

A

• Occurs when people act or behave in a way due to the desire to preserve group harmony and receive positive evaluations from others.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Normative Influence when they are the strongest

A
  • When task is ambiguous
  • When decisions are public
  • When decisions must be unanimous
  • When the group leader is powerful and directive
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Informational Influence Def

A

• Occurs when people have the goal of making high quality decisions or task performance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Informational Influence when they are the strongest

A
  • When decisions are unambiguous
  • When decisions are private
  • When decisions are based on majority rule
  • When there is no powerful leader
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

The role of rules and resources in organizational life according to AST

A

o Groups and organizations are produced and reproduced through the use of rules and resources.
• Rules – general routines that the group has or follows in accomplishing its goals.
• Resources – the power that actors bring to the group.
• Allocative Resources
• Authoritative Resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

French & Raven’s five bases of social power

A 
o	Reward Power
o	Coercive Power
o	Referent Power
o	Legitimate Power
o	Expert Power
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Reflexivity

A

o Reflexivity refers to a person’s ability to monitor his or her actions or behaviors.
• Discursive consciousness
• Practical consciousness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Duality of Structure

A
  • Group members rely on rules and resources to guide decisions about their behaviors and actions.
  • Individuals choose to follow rules or alter them, which has implications for future communication interactions.
  • Social integration refers to the reciprocity of communication behaviors among persons in interactions and form expectations for future interactions base on previous behavior.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

o A process whereby individuals influence and motivate other group members to promote the attainment of group and/or individual goals.

A
  • Task Leadership

* Social/Relational Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

A leader can arise in two ways

A

o A leader is a person who directs and influences a group toward group or individual goals.
• Assignment
• Emerging

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Trait Perspective

A

• A leader is a unique person who possesses some innate ability that allows him or her to assume a leadership position in any setting.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Stylistic Perspective

A
  • Suggests that anyone can be a leader if they have the right style of leadership.
  • Autocratic
  • Democratic
  • Laissez Faire
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Situational Perspective

A
  • Successful leadership is dependent on the personal characteristics of the leader AND the nature of the group situation.
  • Leader Characteristics
  • Task Motivated
  • Relationship Motivated
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Situational Characteristics

A
  • Leader-member relations
  • Task structure
  • Position power
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Characteristics of Effective Leaders

A 
o	Well informed
o	Provides direction and structure
o	Skillful communicator
o	Adapts leadership style as needed
o	Democratic
o	Able to manage complexity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Characteristics of Organizations

A
  • Goal-directed behavior
  • Coordinated actions
  • Information sharing
  • Decision making
  • Human relationships
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Functional/ Traditional Perspective

A

Understand organizations through the eyes of an effective manager

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Interpretative Perspective

A

Understand organizations through the eyes of its members

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Critical Perspective

A

Understand organizations through the eyes of the marginalized members

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Centralized Network Pros & Cons

A
  • Pros
  • Efficient for simple tasks
  • Takes advantage of a competent leader
  • Central person is satisfied
  • Cons
  • Non-central members are less satisfied
  • Central person could be overloaded
  • Limits inventiveness
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Chained Network Pros & Cons

A
  • Some members communicate with others only indirectly through others
  • Pros
  • Extends membership inputs to the group
  • Reduces unnecessary participation of specialized members
  • Cons
  • Potential for miscommunication is high
  • Peripheral members are less committed
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Descentralized Network Pros & Cons

A
  • All members communicate directly with all other members.
  • Pros
  • Increased satisfaction
  • Increased inventiveness
  • Better performance on complex tasks
  • Cons
  • Time consuming
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Characteristics of Organizational Culture

A
  • Organizational culture is the essence of organizational life.
  • Organizational culture is an intricately designed web of associations.
  • Organizational members must adapt their communication behaviors to fit within the overall organizational culture.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Assumptions of Organizational Culture Theory

A
  • Members create and maintain a shared sense of organizational reality.
  • The use and interpretation of symbols are critical to an organization’s culture.
  • Cultures vary across organizations.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Types of symbols OCT

A
  • Physical Symbols
  • Behavioral Symbols
  • Verbal Symbols
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Types of Performance OCT

A
  • Ritual
  • Passion
  • Social
  • Political
  • Enculturation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Assumptions of organizational information theory

A
  • Human organizations exist in an information environment.
  • The information an organization receives differs in terms of equivocality.
  • Human organizations engage in information processing to reduce equivocality of information.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Three ways to reduce Equivocality

A
  • Enactment
  • Selection
  • Retention
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Equivocality

A

• Equivocality is the extent to which organizational messages are uncertain, ambiguous, and/or unpredictable.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Organizational Rules

A
  • Duration rules
  • Personnel rules
  • Success rules
  • Effort rules
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Communication Cycles

A
  • Act
  • Response
  • Adjustment
  • Double interact loops
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Characteristics of Public Communication

A
  • Formality
  • Audience diversity
  • Communication role rigidity
  • Transience
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Conditions defining rhetorical action

A
  • A problem is perceived
  • Problem can be addressed through symbolic action
  • Solution requires mobilization of the public
  • Symbolic action is taken
43
Q

Rhetoric

A
  • Action humans perform when they use symbols for the purpose of communication with one another.
  • Intentional
  • Strategic
  • Not all rhetoric is public address, but public communication is almost always rhetorical
44
Q

Rhetorical Inquiry

A
  • Proscription
  • How should rhetorical action be taken?
  • Analysis
  • How was rhetorical action taken?
  • Criticism
  • How well did a rhetorical actor use the strategic options available?
45
Q

Functions of Rhetorical Criticism

A
  • Assess effects of discourse
  • Illuminate events, contexts, and/or speakers
  • Understand contemporary events
  • Develop and refine communication theory
46
Q

Features of Bitzer’s rhetorical situation

A
  • A rhetorical situation is a situation that calls for discourse.
  • Exigence
  • Audience
  • Constraints
47
Q

Three proofs of Persuasion (Rhetoric)

A
  • Ethos
  • Pathos
  • Logos
48
Q

Components of an enthymeme and a syllogism

A
  • Enthymeme
  • Probabilities
  • Signs
  • Examples
  • Syllogisms can be inductive or deductive.
49
Q

Five Canon of Rhetoric

A
  • Invention
  • Arrangement
  • Style
  • Memory
  • Delivery
50
Q

Asumptions of Dramatism

A
  • Life is a drama played out through symbols.

* Symbolic representations (dramas) provide insight into conceptions of reality.

51
Q

The importance of Identification and Consubstatiation

A
  • Rhetoric is an attempt to get others to share one’s view of reality.
  • Identification is the key to accomplishing rhetorical acts.
  • Consubstantiation is the process of increasing identification
  • Resolving guilt through identification and division enhances persuasion.
52
Q

Cycles of Guilt

A
  • Hierarchy
  • The Negative
  • Victimage
  • Redemption
53
Q

Components of the pentad

A
  • Act
  • Scene
  • Agent
  • Agency
  • Purpose
54
Q

Assumptions of the narrative paradigm

A
  • Humans are storytellers.
  • Values, emotions, and aesthetic considerations ground our beliefs and behaviors.
  • We are persuaded by a good story more than by a good argument.
55
Q

Rational World Paradigm

A
  • Humans are rational beings
  • Decision making is based on arguments
  • Arguments adhere to specific criteria for soundness and logic
  • Rationality is based in the quality of knowledge and formal reasoning processes
  • The world can be reduced to a series of logical relationships
56
Q

Narrative Paradigm

A
  • Humans are storytellers
  • Decision making and communication are based on “good reasons”
  • Good reasons are determined by matters of history, biography, culture, and character
  • Rationality is based in people’s awareness of the story’s internal consistency
  • The world is experienced by people as a set of stories
57
Q

Types of coherence as part of narrative rationality

A
  • Provides a standard for judging which stories to believe and which to disregard.
  • Coherence – the internal consistency of a narrative
  • Structural Coherence
  • Material Coherence
  • Characterological Coherence
  • Fidelity – the truthfulness or credibility of the narrative
  • The Logic of Good Reasons
58
Q

Characteristics of Mediated Communication

A
  • Impersonal
  • Limited opportunity for feedback
  • Asynchronous
  • Passive audience
  • Anonymous
  • Limited accountability
59
Q

Media Effects Characterization of Viewers

A
  • Passive
  • Active but sometimes weak
  • Active and strong
60
Q

Uses and gratifications theory assumptions about viewers

A
  • Powerful (Direct)
  • Limited (Indirect)
  • Individual Differences
  • Social Categories
61
Q

UGT five reasons for media use

A
  • Diversion
  • Emotional Release
  • Companionship
  • Identity Reinforcement
  • Surveillance
62
Q

UGT three factors that influence how views use or interpret media

A
  • Selective Exposure
  • Selective Perception
  • Selective Retention
63
Q

UGT outcomes of media viewing

A
  • Media has become one of the options for individuals seeking to meet their needs.
  • Nothing happens to users of media that the users don’t enable.
  • Implications are short term and of little social consequence.
64
Q

Spiral of Silence theory assumptions about the viewers and media effects

A
  • Viewers – Active and Weak
  • Media Exposure – Powerful
  • Effects – Behavioral, Attitudinal, Cognitive
65
Q

SST Main Assumptions

A
  • Society threatens deviant individuals with isolation.
  • Fear of isolation causes individuals to try to assess the climate of public opinion at all times.
  • Assessments of dominant public opinion guide public behavior.
66
Q

SST Three Characteristics of media

A
  • Ubiquitous
  • Cumulative
  • Consonance
67
Q

SST outcomes of media exposure

A
  • People will only voice an opinion if it aligns with societal views.
  • Majority viewpoints proliferate.
  • Minority viewpoints are suppressed.
68
Q

Cultivation Theory Assumptions about viewers and media effects

A
  • Viewer – Passive
  • Media Exposure – Powerful and Limited
  • Effects – Behavioral, Attitudinal, Cognitive
69
Q

CT main assumptions

A
  • All TV depicts society as more violent, scary, mean, and dangerous than it really is.
  • TV viewers implicitly accept some things on TV as representative of their society.
70
Q

CT outcomes of media exposure

A
  • The more a person watches TV the more his/her beliefs match the TV world.
  • Mainstreaming
  • Resonance
71
Q

Excitation transfer theory assumptions about viewers and media effects

A
  • Viewer – Active and Weak
  • Media Exposure – Limited
  • Effects - Physiological
72
Q

ETT assumptions about arousal

A
  • Arousal is ambiguous, diffuse, and slow to decay.
  • Residual arousal can be transferred from one context to the next.
  • Arousal transfer increases the emotional reaction to stimuli experienced in the next context.
73
Q

Outcomes of media exposure from ETT

A
  • People enjoy media more when they’ve been previously aroused.
  • Arousing T.V. exposure can intensify reactions to following experiences.
  • Implications are short term and typically of little social consequences.
74
Q

Media Ecology Theory assumptions about views and media effects

A
  • Viewer – Helpless
  • Media Exposure – Powerful
  • Effects – Epistemology
75
Q

MET Main Assumptions

A
  • The dominant medium for communication within society corresponds with conceptions of reality.
  • Television has become the dominant mode of communication in our society.
  • Public discourse has become nonsense.
76
Q

Literate Age

A
  • Since the beginning of the 16th century, knowledge was transferred through print.
  • Effective communication required complex argument, logic, and semantic clarity.
  • Print media encouraged rationality and contemplation.
  • Advertising or persuasion required logic and rationality.
77
Q

Peek-a-boo

A
  • The advent of the telegraph and the photograph in the 1800s gave rise to context free communication.
  • News became national & international, but superficial and largely irrelevant.
  • Knowledge became about knowing a lot of things, but not very much about them.
  • Advertising & persuasion changed to seeing believes.
78
Q

Age-Show Business

A
  • TV requires minimal skills to comprehend and discourages reflection.
  • TV emphasizes emotional gratification and discourages thinking.
  • TV provides fragmented and discontinuous information.
  • Advertising or persuasion is based on the attractiveness of entertainment value of the messenger and the message.
79
Q

Features of Media Richness

A
  • Richness of a medium, based on four criteria:
  • Its ability to give immediate feedback
  • Its ability to transmit multiple cues
  • Its ability to support the use of natural or conversational language
  • Its personalized nature
80
Q

General Understanding how different types of media are ordered in terms of richness and leanness

A 
From Rich to lean: Mobile Phone
Video Conference
Landline Telephone
Instant Messaging
Text Messaging
Email
Personal Documents
Impersonal Written Documents
Numeric Documents
81
Q

The relationship between media richness and task ambiguity when choosing an appropriate medium

A
  • A good match: media richness vs. task
  • Select a rich medium for ambiguous tasks, like strategic decision making or resolving a conflict with a partner
  • Choose a lean medium for unambiguous/simple or explicit tasks, like exchanging documents
82
Q

Ways to prevent Groupthink: Avoid Bad Decision Making

A
  • Looking at the range objectives group members wish to achieve
  • Developing and reviewing action plans & alternatives
  • Exploring the consequences of each alternative
  • Analyzing previously rejected action plans when new information emerges
  • Having a contingency plan for failed suggestions
83
Q

Ways to prevent Groupthink: Avoid Oversimplifying

A
  • Require oversight and control: Establish a parliamentary committee
  • Embrace Whistle-Blowing: Voice Doubts
  • Allow for objection: protect conscientious objectors
  • Balance Consensus and Majority rule: Alter rules governing choice
84
Q

Systems Def

A

A group or organization and the behavior that the group engages in to pursue a goal

85
Q

Structures Def

A

The rules and resources used to sustain the group or organization

86
Q

Discursive Consciousness

A

Person’s ability to articulate personal goals or behaviors

87
Q

Practical Consciousness

A

Person’s inability to articulate personal goals or behaviors

88
Q

Social Intergration

A

Reciprocity of communication behaviors

89
Q

Ways to reduce equivocality: Enactment

A

Interpretation of the information received by the organization. Sense making: creating awareness and understanding in situations that are complex or uncertain

90
Q

Ways to reduce equivocality: Selection

A

Choosing the best method for obtaining information

91
Q

Ways to reduce equivocality: Retention

A

Collective memory allowing people or accomplish goals

92
Q

Assumptions of Aristotle’s Rhetoric

A
  • Effective public speakers must consider their audience

- Effective public speakers employ a number or proofs in their presentations

93
Q

Fidelity

A

The truthfulness or credibility of the narrative

94
Q

The logic of good reasons

A

good reasons are a set of values for accepting a story as true and worthy of acceptance. It provide a method for assessing fidelity.

95
Q

Five Levels of Maslow’s Hierarchy of Needs

A
  1. Self Actualization
  2. Self Esteem
  3. Social & belonging
  4. Safety
  5. Physiological
96
Q

Pluralistic ignorance SST

A

mistaken observation of how most people feel

97
Q

Mainstreaming CT

A

The tendency for heavy viewers to perceive a similar culturally dominant reality to that pictured on the media although this differs from their actual reality

98
Q

Resonance CT

A

A Behavior that occurs when a viewer’s lived reality coincides with the reality pictured in the media

99
Q

First order effects CT

A

A method for cultivation to occur, refers to learning facts from the media

100
Q

Second order effects CT

A

a method for cultivation to occur, refers to learning values and assumptions from the media

101
Q

Mean World Index

A
  • Most people are just looking out for themselves
  • You can’t be too careful in dealing with people
  • Most people would take advantage of you if they got the change
102
Q

Individualism

A

A cultural value that places emphasis on the individual over the group. When dealing with conflict

103
Q

Collectivism

A

A cultural value that places emphasis on the group over the individual

Org Rep Rep (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions