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Internal Communication > IC block 2.3 > Flashcards

IC block 2.3 Flashcards

1
Q

What does migration lead to?

A

cultural heterodoxy

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2
Q

What can a linguistic barrier lead to?

A

it can impede (belemmeren) integration and acculturation (waar een groep mensen sociale gewoontes overneemt)

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3
Q

What is value heterodoxy?

A

children will have values from parents and new country

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4
Q

In the second generation of immigrants, how does value heterodoxy occur?

A

The language barrier is stronger and harder to overcome

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5
Q

Why do companies have diversity and inclusion policies?

A

Companies are becoming more aware that when they want to be successful, they must reflect society, customers and their target group

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6
Q

Social Learning Theory

A

is a theory of learning and social behavior which proposes that new behaviors can be acquired by observing and imitating others

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7
Q

Observational learning is governed by four component processes:

A
  • attentional processes (selective)
  • representational (rules and conceptions)
  • behavioral (match happening to correct behavior)
  • motivational (acquisition vs performance)
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8
Q

Which three factors determine human behavior?

A
  • Cognitive
  • Environmental
  • Behavioral
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9
Q

What is cognitive behavior?

A

knowledge, expectations and attitude

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10
Q

What are environmental factors of human behaviour?

A

social norms, access in community and the ability to influence others (and your own environment)

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11
Q

What are the behavioral factors of human behavior?

A

skills, performance, self-efficiency

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12
Q

What are the factors of self-produced motivation?

A
  • people seek satisfaction from fulfilling goals they value
  • keep behavior in line with personal feelings
  • motivation comes from discontent with the substandard performance
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13
Q

Theory of Reasoned Action

A

behavioral intention is the best predictor of behavior

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14
Q

How do you change behavioral intention?

A
  • change attitude
  • change subjective norm
  • change perceived behavioral control
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15
Q

How can you change perceived behavioral control?

A

remove mental obstacles, change outcome the most with the least effort

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16
Q

Cognitive Theory Approach

A

people can hold contradictory beliefs

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17
Q

How can people hold contradictory beliefs?

A

they attach value to both realistic and unrealistic conceptions of the truth

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18
Q

How can people have two truths?

A
  • false learning expierences from credible sources
  • situational context
  • the limited processing capacity of the human brain (spiders used to be lethal)
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19
Q

ADKAR model

A

A model used for assessing weak spots and gaps in the change progress and for the implementation of change.

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20
Q

What does ADKAR stand for?

A

Awareness –> of the need for change
Desire –> to support the change
Knowledge –> of how to change
Ability –> to demonstrate new skills and behaviors
Reinforcement –> to make the change stick

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21
Q

What is the way to use the ADKAR model?

A

point system: if you fail one, that is your weak spot

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22
Q

CSR?

A

a company’s sense of responsibility towards the community and environment in which it operates

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23
Q

What is the goal of internal CSR?

A

motivated employees, less sickness

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24
Q

What are the benefits of internal CSR?

A
  • image
  • profits
  • employee engagement
  • less employee turnover
  • increasing trust
  • improved employee self-image
  • improved satisfaction, loyalty, and commitment
  • improved willingness to initiate, participate and contribute to social change
  • improved performance and productivity
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25
Q

What is the internal CSR?

A

Every employee, for example, has their own CSR project

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26
Q

What are best practices in campaign development?

A
  • include employees
  • build on existing values and vision
  • show member what is in it for them
  • spell out an inclusive definition of diversity
  • explain the process
  • maintain open and ongoing communication
  • demonstrate commitment
  • make sure you have a story to tell (define problems and goals, use powerful narrative)
  • there is no “us” and “them”
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27
Q

Why are narratives so powerful?

A
  • they play into the basic instinct to create content

- affects the brain

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28
Q

How does a narrative affect the brain?

A
  • neutral coupling ( turn story into own experience)
  • mirroring
  • dopamine (a story is easier to remember)
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29
Q

What not to do with storytelling?

A
  • the brand is the hero
  • inconsistent values: farfetched and not authentic
  • unrelatable characters
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30
Q

How can you create long-term behavioral change through communication?

A

elaboration likelihood model

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31
Q

What is the elaboration likelihood model?

A

dual -process persuasion that describes the change of attitude (how likely are people to think deeply about something after it was discussed with a certain message)

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32
Q

What are the two routes?

A

Central and peripheral

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33
Q

What is the central route process?

A
  • high degree of elaboration
  • high attention level when receiving a message
  • critical and careful thinking
  • information already known used to evaluate the information
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34
Q

What is the peripheral route process?

A
  • low degree of elaboration
  • a lower level of attention
  • information and/or arguments mentioned in the message are evaluated based on simplified rules for decision making
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35
Q

What are the rules for decision making?

A
  • do you like the person?
  • is the communicator an expert?
  • message nice to listen to/ look at?
  • receivers of the message rely on circumstantial cues to make up their mind about the message and its content, rather than thinking about the content
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36
Q

When bringing over a message, what is important to keep in mind?

A
  • is your message clear?
  • are you telling people exactly why your goal/change is relevant
  • are you guiding people to the actions you want them to take?
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37
Q

What is key to leading people?

A

sensitivity and flexibility

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38
Q

What can different cultures and leadership styles working together cause?

A

a mismatch of expectations

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39
Q

What is typical for Dutch society (on the work floor)?

A

low hierarchy

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40
Q

What is the best leadership approach in China?

A

speak less and not to be afraid of silence in order to give the Chinese more space in meetings

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41
Q

How must leaders lead?

A

they must be able to adapt their style to the competence and commitment level of the employee

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42
Q

What are the nine cultural competences?

A
  1. Performance orientation
  2. Assertiveness orientation
  3. Future
  4. Human
  5. Collectivism I
  6. Collectivism II
  7. Gender egalitarism
  8. Power distance
  9. Undertainty avoidance
43
Q

Low directive- low supporting

A

delegating

44
Q

Low directive - high supportive

A

supportive

45
Q

High directive - high supporting

A

coaching

46
Q

High directive - low supporting

A

directive

47
Q

What is a directive leader?

A
  • tells the employee what/how/when to do
  • spells out roles of leader and employee
  • detailed goals and objectives
  • acknowledges employee’s enthusiasm
  • makes most of the decisions

high power distance

48
Q

What is a supportive leader?

A
  • two-way comm
  • listen, support and encourage
  • shares responsibility for problem identification
  • asks the employee to take the lead

low power distance

49
Q

What is a coaching leader?

A
  • involves employees in identifying problems
  • provides support, reassurance, and praise
  • listens and provides an opportunity to discuss
  • makes the final decision after consult

high power distance

50
Q

What is delegating leader?

A
  • enables an employee to take charge
  • defines a problem and possible outcome with the employee
  • expects employee to take lead
  • provides opportunity

low power distance

51
Q

How to interspace the negotiation process?

A
  1. Leave your comfort zone
  2. Find common ground
  3. Build trust
  4. Understand the goals of the other culture
  5. Specific or general approach? (top-down or down-top)
  6. Social codes?
  7. How much time does the other culture need
52
Q

What are the three categories of means of persuasion?

A
  • ethos (credibility, authority)
  • logos (logic, facts, statistics)
  • pathos (emotion and motivation)
53
Q

What is a destroyer team?

A

they ignore the value of diversity

54
Q

What is an equalizer team?

A

they pretend differences are handled well

55
Q

What is a creator team?

A

they promote a multicultural mindset

56
Q

What are the three steps to becoming a creator team?

A
  1. Map the culture
  2. Build bridges
  3. Establish a new way of working
57
Q

Wat is het verschil tussen qualitatieve en quantatieve data?

A

Qualititatief: minder observatie, in-depth info, niet generalizable, interview
Quantatief: minder details, meer observatie, testen, frequencies, surveys

58
Q

Wat is “range”?

A

Afstand tussen minimum en maximum

59
Q

Gemiddelde? Mediaan? Modus?

A

gemiddelde: alles bij elkaar- delen door aantal
Mediaan: het midden van een rij
Modus: de populairste

60
Q

wat zijn 3 soorten onderzoeksvragen?

A
  • frequentie
  • verschil
  • samenhang
61
Q

Verschil continue en discrete variabelen?

A

continue: lijn waarop waarden een rij punten vormen (tussen twee punten liggen nog oneindig veel mogelijkheden)
discrete: alleen hele waarden (het aantal auto’s die iemand heeft)

62
Q

wat zijn de twee statistike vormen?

A
  • beschrijvende (onderzoek bij populatie)

- inductieve (steekproef)

63
Q

Wat is significantie?

A

als de overschrijdingskans kleiner is dan 5% of bij grote steekproeven (>1000) <1%

64
Q

verschil een-zijdige- en twee-zijdige-toetsen

A

een-zijdig: wanneer je een hypothese of verwachting hebt

twee-zijdig: geen idee of er sprake is van een verschil

65
Q

wat is effectgrootte?

A

gemeten in Cohen’s D (d.20% = klein effect)

66
Q

Nominaal - nominaal

A

chi2

67
Q

nominaal - ordi/rat/int

A

t-test

68
Q

ord/rat/int- ord/rat/int

A

correlatie

69
Q

wat zijn de twee varianten can t-test?

A

independent en paired samples

70
Q

wat zijn independent samples (t-test)?

A

verschil lengte man/vrouw (verschillen tussen groepen)

71
Q

wat zijn paired samples (t-test)?

A

verschil binnen een groep

72
Q

The language of Inclusion has 4 components. Authentic leadership, inclusive behaviour& organizational inclusion are 3 of these components. What is the fourth?

A

inclusive employee behavior

73
Q

how many diversity layers are there on an organizational level?

A

4

74
Q

The social learning theory describes 3 factors that influence the social learning process, which factors?

A

Behaviour, cognitive, and personal factors and the external environment.

75
Q

creating discrepancies between internal standards and performance is an effective way to trigger action. why?

A

Because human self-motivation relies on discrepancy production as well as discrepancy reduction

76
Q

What is the most common reason for restistance to change amongst employees according to the discussed literature?

A

Lack of awareness of the reason to change

77
Q

What are the influencing factors of behavioral intention according to the Theory of Reasoned Action?

A

Attitude and subjective norm

78
Q

Individuals may perceive initiating changes in the existing culture as unnecessary and will not make a significant difference. In this case, these individuals resist change because of?

A

Differing assessments of the need for change

79
Q

With first-generation immigrants, significant linguistic barriers can impede integration and acculturation. How do we call this phenomenon?

A

Value hetrodoxy

80
Q

Which statement about the effect of internal and external CSR on self-produced motivation is correct?

A

Internal CSR correlates more positively with self-produced motivation than external CSR does.

81
Q

Observational learning is governed by four component processes. What are these 4 component processes?

A

Attentional processes, representational, behavioral and motivational

82
Q

According to the cognitive theory approach, people can hold contradictory beliefs, what are the three reasons this may occur?

A

False learning experiences from “credible sources”, situational context and limited processing capacity of the human brain.

83
Q

Which of the following strategies is NOT a best practice in campaign development?

A

create a sense of urgency

84
Q

Narratives are powerful tools when it comes to campaign development because they provide communicators with the opportunity to:

A

Guide the context in which information is processed

85
Q

What are the 3 most common pitfalls where storytelling can go wrong?

A

Commercialism and clichés, inconsistent values and unrelatable characters.

86
Q

When developing your campaign, which are the three building blocks that you should focus on?

A

?

87
Q

Internal corporate social responsibility has a lot of benefits for both organizations and employees. Which of the following is not a benefit of internal CSR?

a) increase employees’ willingness to initiate, participate in and contribute to social change
b) increase in employees’ trust in their company and management
c) increase in employees’ psychological need for belongingness

A

Increase psychological need to belong is NOT a benefit of internal corporate social responsibility.

88
Q

Performance of observationally learned behavior is influenced by three major types of incentive motivators. Which types?

A

?

89
Q

What are the preconditions for central route processing as defined by the Elaboration Likelihood Model?

A

?

90
Q

If a message is designed in a way where it has to be processed through the central route in order to be understood correctly, the potential danger is that the receiver of your message:

A

?

91
Q

What is the potential danger of the message of the picture below?

a) People consciously do not process the message via the central route
b) People consciously do not process the message using heuristic reasoning
c) People consciously do not process the message via the peripheral route

Picture:
Biologische vleeskip
5,5 weken oud
940 gram

Plofkip
5,5 weken oud
2900 gram

A

?

92
Q

To achieve long-term behavioral change according to the Elaboration Likelihood Model, a message must be processed through:

A

?

93
Q

When processing information through the peripheral route, people may rely on:

A

heuristic cues

94
Q

Attitude changes elicited through the peripheral route tend to be:

A

Less enduring and relatively easy to be changed by an attempt at counter persuasion

95
Q

Attitude changes elicted (ontlokte) through the central route tend to be:

A

?

96
Q

In ADKAR, the knowledge is knowledge of what?

A

knowledge on how to change and the reason

97
Q

Reinforcement serves three purposes. Which of the following is not one of these?

a) to build momentum during the actual transition
b) to sustain change and prevent slipping back into old habits
c) to reward employee engagement and build a power coalition

A

To reward employee engagement build a power coalition is not one of the purposes of reinforcement.

98
Q

There are 4 factors that influence a persons’ desire to change. Which of the following is not one of these factors.

a) the employees’ personal values and motivators
b) the employees’ perceived behavioral control
c) organisational context

A

the employees’ perceived behavioral control is not one of the reasons for desire to change

99
Q

Awareness is an outcome of:

A

Early communications related to an organizational change

100
Q

Which steps in ADKAR fall within the implementation phase of the change process?

A

Awareness and desire

101
Q

The ADKAR-model defines two dimensions of change. Besides the people dimension, the other dimension is:

A

the business dimension

102
Q

The ADKAR-model describes a change process that is:

A

Cumulative and can be performed as needed.

103
Q

One of the tools to aid change is to ensure that individuals are ready to initiate change by displaying willing attitudes and urgent energies. This process is called:

A

?

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