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comm 3325: intro org comm > part one > Flashcards

part one Flashcards

1
Q

how did the industrial revolution change product manufacturing?

A

before, a good was produced by a single person. afterwards, people did specialized jobs at factories

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2
Q

what did businesspeople and scholars try to do?

A

make sense of change (craft industry to large scale, industrial) and find ways to be more efficient

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3
Q

what do metaphors do? what metaphor did early theorists use?

A
  • highlight what something is like
    • highlight what something isn’t like
      • early theorists didn’t give a fuck about this

*early theorists used the machine metaphor

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4
Q

what are the 3 parts of the machine metaphor and how do they relate to an organization?

A
  1. specialization of tasks/division or labor
    * each person has a specific function
  2. standardization
    * specialized workers can do the same skill and are therefore replaceable should something happen
  3. predictable
    * rules govern what to do should something happen
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5
Q

what are the 2 influential aspects of fayol’s theory?

A

elements of management (what managers should do) and principles of management (how management can best function)

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6
Q

what are the 6 principles of fayol’s elements of management?

A
  1. scalar chain (strict vertical hierarchy)
  2. unity of command (employees receive direction from 1 supervisor)
  3. unity of direction (similar activities with similar goals come from 1 supervisor)
  4. division of labor (limited number of specialized tasks)
  5. order (an appointed place for each employee and task)
  6. span of control (managers control a limited number of employees)
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7
Q

what are fayol’s 3 principles of organizational reward?

A
  1. remuneration of personnel (employees should be appropriately rewarded)
  2. equity (employees should be treated justly)
  3. tenure stability (the org should guarantee sufficient time to achieve max performance)
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8
Q

what are fayol’s 3 principles of organizational attitude?

A
  1. subordination of interest (individuals must always consider organizational goals first)
  2. initiative (managers should value/direct employee interest to org interest)
  3. esprit de corps (no dissension in org ranks)
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9
Q

what did fayol’s ideas not adequately do?

A

describe or explain the reality of most organizations

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10
Q

how do we asses the quality of a theory?

A

by its ability to: predict and explain

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11
Q

which of weber’s tenets of his theory of bureaucracy are similar to fayol’s?

A

the first 3:

* clearly defined (vertical) hierarchy
* division of labor (specific tasks doled out to specific people)
* centralized power (2 people at the top giving all the orders)
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12
Q

which of weber’s tenets of his theory of bureaucracy differed from fayol’s?

A
  • closed systems
    * “technical core”
    • importance of rules (codified)
    • functioning of authority
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13
Q

how does taylor’s theory of scientific management differ from fayol and weber’s?

A

focuses not on organization as a whole but instead a) the manager-employee relationship and b) the way work is done

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14
Q

who became known as ratebusters and why?

A

workers who would lower piecework pay as a result of their productivity

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15
Q

what is social soldiering?

A

the social pressure to keep productivity down and wages up

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16
Q

what are taylor’s 4 tenets of his scientific management theory?

A
  1. there is one best way to do every job
  2. the proper selection of workers
  3. the importance of training workers
  4. inherent difference between management and workers

*first 3 defined by time and management studies

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17
Q

what are the implications according to taylor?

A
  • uneven work will be eliminated
    • systematic soldiering eliminated
      • based on these time and motion studies
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18
Q

farace, monge, and russell talk about 3 types of organizational communication: task-related, innovation-related, and maintenance-related (relational). what form(s) of communication do the classical theorists disapprove of?

A

maintenance (relational) and innovation. relational conversations reduce productivity and detract focus from the organization’s goals; innovation-related conversations would imply either a reverse-vertical or horizontal communication structure, which counters the theorists’ recommended comm structure

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19
Q

in weber, fayol, and taylor’s classical theories, what is the most important route for communication?

A

vertical flow of information along the scalar chain.

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20
Q

written information is preferred by the classical theorists. in which way does each theorist promote written communication in their theories?

A

weber: importance of codifying rules in written form
taylor: ‘one best way’ to do every job lends itself to the production of written employee handbooks and instructions
fayol: principle of ‘order’ advocating a specified place for all employees and tasks in the org

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21
Q

how does person perception work?

A

challenges intuition and identifies subjective nature of perception

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22
Q

what are the 3 aspects of perception?

A

selection, organizing, interpreting

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23
Q

how does selection differ from salience?

A

salience is the degree to which stimuli attracts our attention while selection is what stimuli you choose to focus on.

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24
Q

how do we engage in punctuation while we are organizing?

A

we structure the selected information into a chronological sequence.

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25
Q

what is a common course of interpersonal conflict?

A

disagreements about punctuation and especially about who ‘started’ unpleasant encounters

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26
Q

what happens after we select and organize information? what do we use?

A

we interpret it, or assign meaning to it, by using schemata–or mental structures that define characteristics and their relationship, and use attributions to explain others’ comments or behaviors.

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27
Q

christa is irritated by james’ unwillingness to communicate plan changes, and attributes this unwillingness to a personality fault as crooked as his hairline instead of examining what outside forces could have affected his forgetfulness. what is this an example of?

A

the fundamental attribution error

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28
Q

what is the most prevalent bias? why?

A

the fundamental attribution error; because the people we communicate with dominate our perception, not the surrounding factors.

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29
Q

tamara has earned a promotion to junior executive at her firm. her former coworkers applaud her for her most recent achievement and accomplishment. which one of maslow’s needs has tamara met?

A

need for esteem

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30
Q

tamara arrives on the job, ready to tackle a new day, well-fed, full, comfortable, and fully-hydrated. which one of maslow’s needs has tamara met?

A

physiological needs

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31
Q

tamara is well-liked by her coworkers. on wednesdays, they go to the local pub after work to share drinks and gossip, and throughout the day they share memes and life stories, they even have a bowling team. which one of maslow’s needs has tamara met?

A

need for affiliation

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32
Q

tamara feels balanced and like she has accomplished what she has set out to. she’s thirty years old, planning for her wedding to the love of her life, was recently promoted to senior executive, and is part of a volunteer organization that does a lot of good for women in the community. which one of maslow’s needs has tamara met?

A

need for self-actualization

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33
Q

tamara has a nice desk on the 5th floor office in her building with a pretty decent view of the city. her environment is clean, she can clearly see the red exit signs from where she sits, and the office itself is in great shape. which one of maslow’s needs has tamara met?

A

need for safety

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34
Q

vivienne works closely with marcus at their job, and generally thinks favorably of him and looks forward to the projects they have to tackle together. one night, marcus discloses to viv that he’s in a loveless marriage, and has thought often about leaving his wife. which gestalt of marcus is vivienne most likely exhibiting? if viv sympathizes with marcus, blaming his wife’s coldness and poor cooking, which effect is she using? what attribution is she applying?

A

positive gestalt; halo effect; external

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35
Q

vivienne works occasionally works with ben at their job, and generally thinks poorly of him and bemoans and begrudges any time they have to spend together. which gestalt of ben is vivienne most likely exhibiting? one night, viv overhears gossip that ben is cheating on his wife with a fellow coworker. if viv further demonizes ben–giving him the cold shoulder in the hallway, snapping snide remarks at him, and attributing his infidelity to ben’s character, which effect is she using? what attribution is she applying?

A

negative; halo effect; internal

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36
Q

if mickie, who spent all week preparing for her midterm, passed her exam, what might her reasoning look like for an internal attribution?

A

i am a good person, i am studious and intelligent and worked hard for this, i deserve this; she’s going to attribute this positive effect to an internal cause because she holds a self-bias

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37
Q

if mickie, who spent all week preparing for her midterm, failed her exam, what might her reasoning look like for an external attribution?

A

the world is unfair, my roommate was too loud, the test was hard, the teacher has it out for me; she’s going to attribute the negative effect to an external cause because she holds a self-bias

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38
Q

your friend ridicules your taste in music. give an example of an internal attribution.

A

“my friend has an unpredictable mean streak.”

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39
Q

your friend ridicules your taste in music. give an example of an external attribution.

A

“my friend must be really having a bad day.”

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40
Q

your romantic partner doesn’t replay after you send a flirtatious text message. give an example of an external attribution.

A

“my partner is probably too busy to respond.”

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41
Q

your romantic partner doesn’t replay after you send a flirtatious text message. give an example of an internal attribution.

A

“my partner doesn’t care about me.”

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42
Q

how do gestalt impressions differ from algebraic ones?

A

gestalt impressions form rapidly and ‘colour’ the behaviors and interactions we have with people either mostly positively or mostly negatively. algebraic impressions form over time, and are the result of careful evaluation of the new things we learn about people. with algebraic impression, you compare, assess, and modify. gestalts are more static.

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43
Q

when is communication salient (3)?

A
  1. if the communicator behaves in a visually and audibly stimulating fashion
  2. if your goals or expectations lead us to view it as significant
  3. if the communication deviates from our expectations
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44
Q

what is salience?

A

the degree to which particular people or aspects of their communication attract our attention

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45
Q

what does a human relations approach address and what does it not guarantee?

A

hierarchy of needs; productivity

46
Q

how will a worker be perceived by a theory x manager?

A
  • lazy and unmotivated
  • need to be led and watched
  • avoid responsibility
47
Q

how will a worker be perceived by a theory y manager?

A
  • highly motivated to achieve

- manager needs to bring out natural tendencies

48
Q

if you work as a hiring manager for a company that focuses primarily on fulfilling the hierarchal needs of employees, which sort of manager are you more likely to hire? why?

A

a theory y manager; focus on independent achievement of employees; belief that employees will work hard and seek out responsibility, and nurture talent

49
Q

if you work as a hiring manager for a company owned by fayol, weber, and taylor, which sort of manager are you more likely to hire? why?

A

a theory x manager; focus on the perceived incompetence of employee–the need to manage tasks, reduce anything that might lead to a lack of productivity

50
Q

match the management style to the communication style:

  1. dominant (argumentative)
  2. supportive (encouraging)
  3. anxious (high tension and lack of precision)
  4. impression-leaving (lasting impression)
  5. closed (little personal info)
  6. nonverbally expressive (heavy body language)
A
  1. x
  2. y
  3. x
  4. x or y
  5. x
  6. y
51
Q

what metaphor can be applied to the human relations approach?

A

the family metaphor; parents = management (responsibility for opportunity), children = workers (limited power and influence)

52
Q

how does communication vary from a human relations organizational structure to a human resources organizational structure?

A

communication is human relations is primarily relational while communication in human resources has task and relational communications

53
Q

manager joe gives 0 fucks; he doesn’t care about the productivity of his organization, and he doesn’t care about the people working for him. what sort of management style is joe employing?

A

impoverished management

54
Q

manager kris spends a lot of time caring about the emotional needs of the people working under them, often at the detriment of the productivity of the organization. what sort of management style is kris employing?

A

country club management

55
Q

manager rick works hard to keep productivity high, often at the detriment of the people working under him. his people are distraught and the turnover rate is high. what sort of management style is rick employing?

A

authority-compliance management

56
Q

manager laura cares a great deal about the emotional states of the people working under her and has employed such strong leadership skills that is had led to a high productivity rate, as well. what sort of management style is laura employing?

A

team management

57
Q

how does the communication content of the human relations approach differ from that of the human resources approach? what do they share?

A

human relations lacks the innovation element of human resources, but both share task and social

58
Q

what content does the classical approach to organization use to communicate?

A

task-oriented

59
Q

which approach is characterized by team-based (all-direction) communication direction?

A

human resources

60
Q

how does the flow of communication direction differ from the classical approach to the human relations approach?

A

classical is vertical (downward) while human relations is vertical and horizontal

61
Q

which communication channel does human relations prefer?

A

face-to-face

62
Q

which communication channel does human resources prefer? why?

A

none; they use all channels; desire to maximize productivity by using their resources appropriately

63
Q

which approach prefers an informal style?

A

human relations and human resources

64
Q

which approach prefers a formal style?

A

classical, but human resources may use formal as well

65
Q

what is a critical content component of communication?

A

innovation content

66
Q

which approach adds an emphasis on horizontal communication?

A

human relations

67
Q

how does the systems metaphor differ from the machine metaphor?

A

while it takes into account the mechanistic aspect of organizations, it proposed that they are not self-contained and self-sufficient, but are complex organisms that must interact with their environment in order to survive

68
Q

what are the 3 main components of a systems?

A
  1. hierarchical ordering
  2. interdependence
  3. permeability
69
Q

in a hospital, the physicians rely on the laboratories which rely on the purchasing department for materials which relies on the business offices for budgets. what is this an example of?

A

the interdependence of a system

70
Q

according to the systems theory, an organization can only survive if it is _______ to the ___________. what is this a definition of and why is it important?

A

open; environment. permeability; the transfer of information and resources strengthens the organization and its components

71
Q

which process of exchange in systems processes is related to permeability?

A

exchange

72
Q

in what activities in exchange evident? how?

A

in input and output activities; information and materials is transferred into the organization and after these have been transformed it must be exchanged with the environment outside of the system

73
Q

which process of exchange in critical to the throughput function? why (2)?

A

feedback; 1. deviation reducing (corrective, negative) feedback helps to maintain steady system functioning by correcting potentially harmful practices 2. deviation amplifying (positive, growth) feedback changes system functioning through growth and development by encouraging helpful practices

74
Q

although five people separately may come up with good ideas, when they collaborate in an interdependent, they’re more likely to develop more innovative solutions. what system property is this an example of?

A

holism, where, through component interdependence, a system is more than the sum of its parts

75
Q

how does interdependence impact equifinality?

A

through the highly complex integration of system components, allowing for multiple ways for a system to reach a final state

76
Q

what are open systems characterized by?

A

negative entropy and requisite variety

77
Q

how does a company keep itself from deteriorating?

A

through negative entropy, the flow of info and materials between the environment and system

78
Q

why does a system need to maintain internal complexity? what property is this exemplary of?

A

a system must remain as complex as its environment, adapting to changes to deal with new information and problems posed by the environment. requisite variety.

79
Q

definition time! what does a network consist of?

A

a system of link among components

80
Q

definition time! what is the stuff flowing through network linkages?

A

network content

81
Q

what can network content consist of?

A

many types of info, as well as intangibles like affection or influence

82
Q

what does network mode refer to?

A

the communication medium through which network linkages are maintained

83
Q

how is a highly dense network defined?

A

where there are many interconnections among network members

84
Q

what is the difference in how intraorganizational networks and interorganizational networks analyze connections?

A

intraorganizational networks analyze connections between individuals while interorganizational networks analyze links among many organizations

85
Q

define the symmetry of the following relations:
supervisor/employee
executive/executive
coworker/coworker

A
  • asymmetrical
  • symmetrical
  • symmetrical
86
Q

teleorg, inc and intercomm, llc share distributors, suppliers, and use the same company for market analyses, since they have a similar target demographic. how would we define this network link?

A

as multiplex, since they share material resources, information, and personnel

87
Q

christa doesn’t talk to anyone in the network, and keeps happily to her corner office, doing her damn job. what is her role in the network?

A

she is an isolate

88
Q

barbara can’t keep her fucking mouth shut and gabs to mirash, abdul, serai, and missy, who all work in marketing. what is their role in the network?

A

they are group members

89
Q

michel, who works in marketing, gabs away to the people in accounting about all of marketing’s juicy gossip. what is his role in the network?

A

he is a bridge

90
Q

ernesto, who is a middle manager in accounting, shares michel’s marketing gossip with maribela, who is the hr exec. what is ernesto’s role in the network?

A

he is a liaison

91
Q

according to weick, what is an environment composed of?

A

both physical and informational elements.

92
Q

who creates the environment? how?

A

individuals;/ through enactment, or by imbuing different info elements with different meanings, therefore shaping the info environment

93
Q

according to weick, “people are…?”

A

“very much a part of their own environments.”

94
Q

according to weick, what is central to organizing? what is the major goal?

A

reducing equivocality, or making sense, of the information environment. this is the major goal.

95
Q

in a highly competitive and quickly changing business environment, what does weick suggest when sense making is effective?

A

a retention process, where assembly rules (recipes for organization guidance) and cycles are saved for future use through casual maps that make sense of future equivocality

96
Q

what do organizational members engage in in times of high equivocality?

A

they engage in communication cycles, introducing and reacting to ideas that help make sense of the environment

97
Q

definition time! what is a node?

A

one person in a network

98
Q

what 3 areas does lackluster listening impact?

A
  1. learning 2. task success 3. relationships
99
Q

what are the 4 listening styles?

A

action-oriented, time-oriented, people-oriented, content-oriented

100
Q

when you approach your manager, tara, with an urgent concern about how the org is running, she tells you that she only has 5 minutes to chat. which listening style is she employing? what is this characterized by?

A

time-oriented, characterized by notifications of time restraints and a focus on schedule

101
Q

when you approach your manager, tara, with an urgent concern about the org, she sets down her work, gives you her complete attention, and nods her head and maintains eye contact while you deliver your message. afterwards, she asks how the event has impacted you emotionally. which listening style is she employing? what is this characterized by?

A

people oriented, characterized by positive nonverbal feedback, the opportunity to establish connection, and a high empathy

102
Q

when you approach your manager, tara, with an urgent concern about the org, she seems impatient and frequently interrupts you with “okay. what next?” and “okay. and then?” she interrupts you for a final time and offers a quick solution before returning to her work. which listening style is she employing? what is this characterized by?

A

action-oriented, characterized by impatience and the need for communication to be straight to the point and accurate

103
Q

when you approach your manager, tara, with an urgent concern about the org, she asks questions about different angles of the situation, and analyzes it from multiple viewpoints. she asks for numbers, perceived impacts, and asks if you’ve read the latest article addressing just this issue in NYT. which listening style is she employing? what is this characterized by?

A

content-oriented, characterized by a need for intellectual stimulation and careful evaluation

104
Q

when should you clarify and paraphrase? why don’t you want to do this excessively?

A

before you respond; communicator might think you’re stupid and don’t listen

105
Q

what is the clarify-and-paraphrase method best for?

A

complex questions and difficult task-related instructions

106
Q

what 3 strategies can you employ to elevate attention?

A
  1. develop awareness of peaks and valleys of attention level
  2. identify discrepancies when you should listen but have difficulty
  3. determine adequate attention level
107
Q

what should you do before and after a conversation to elevate attention (2)?

A
  1. boost salience of importance by reminding yourself of the outcome of the conversation
  2. control what you can of the environment
108
Q

which effect of multitasking is temporary?

A

the state effect, where you notice a substantially worse performance on all tasks

109
Q

which effect of multitasking is chronic? name the 4 things chronic multitaskers are less likely to do.

A

the trait effect;

  1. ignore irrelevent information and distractions
  2. ignore daydreaming (irrelevant thoughts(
  3. suppress task-juggling
  4. listen effectively
110
Q

what are the 3 functions of authority?

A
  1. traditional 2. charismatic 3. rational-legal
111
Q

what is aggressive listening associated with? (3)

A
  • lower self value
  • lower relational satisfaction
  • more relational violence
112
Q

what are 2 characteristics of narcissistic listeners? (2)

A

they ignore what others say and redirect to be about oneself

comm 3325: intro org comm (3 decks)

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