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comm 3325: intro org comm > part two > Flashcards

part two Flashcards

1
Q

how does the prescriptive approach of the cultural analogy treat culture?

A

like something an organization has; an objectification of culture

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2
Q

why is it risky to objectify culture?

A

it de-emphasizes the complex process through which organizational culture is created and sustained

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3
Q

bougie co. firmly believes that its employees should always, always aspire to the finer things in life. the expensive things. the sugar daddy things™. it sees itself being a leader in the industry of stuckuptitude and luxury bitchiness. what cultural prescriptive approach is this an example of?

A

values

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4
Q

how are values characterized, according to this prescriptive approach?

A

the beliefs and visions that members hold for an organization

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5
Q

missy has been with bougie co. for a whole two years, which means she practically runs the company. she literally doesn’t know what a homeless person is, why people would ever shop at walmart, or why she should ever give money to charity. she embodies bougie co.’s values. what cultural prescriptive approach is this an example of?

A

heroes

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6
Q

what is a hero, according to the prescriptive approach?

A

someone who comes to exemplify an organization’s values

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7
Q

in order to become truly accepted into bougie co.’s ranks, a new employee must burn any of their clothing valued at less than $500. what cultural prescriptive approach is this an example of?

A

rites and rituals

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8
Q

how are rites and rituals described according to the prescriptive approach?

A

the ceremonies through which an organization celebrates its values

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9
Q

bougie co. employees, regardless of their origination, must speak with a posh accent and use a pidgin-like lexical system that confuses and, frankly, embarrasses outsiders. what cultural prescriptive approach is this an example of?

A

cultural network

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10
Q

what is a cultural network, according to the prescriptive approach of culture?

A

the communication system through which cultural values are instilled and enforced.

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11
Q

according to the descriptive approach, how is culture viewed?

A

the merging and sometimes fragmented values, practices, narratives, and artifacts that make a particular organization what it is

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12
Q

what does the descriptive approach to culture require? how?

A

a consideration of the way individuals make sense of their world through their communicative behaviors?

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13
Q

what are the 4 tenants of the descriptive approach to culture?

A

organizational cultures are:

 1. complicated
 2. emergent
 3. not unitary
 4. often ambiguous
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14
Q

how are organizational cultures revealed? in which 6 ways?

A

through its rites; the rites of:

  • passage
  • degradation
  • enhancement
  • renewal
  • conflict reduction
  • integration
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15
Q

according to the 2nd tenant, how are cultures created? through what?

A

socially; the interaction of organizational members

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16
Q

according to the 2nd tenant, what does communication represents in regards to culture?

A

communication is constitutive of culture

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17
Q

what are the 4 performances of culture?

A

interactional, contextual, episodic, improvisational

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18
Q

how are cultural performances episodic?

A

they are distinct events in organizational life

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19
Q

how are cultural performances interactional?

A

they require the participation of multiple organizational members?

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20
Q

how are cultural performances improvisational?

A

there are no scripts that guide organizational members

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21
Q

how are cultural performances contextual?

A

they are embedded in organizational situation and organizational history

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22
Q

according to the 3rd tenant, how are organizations characterized? in what 3 ways may they coexist?

A

by a multitude of organizational subcultures that may co-exist in harmony, conflict, or indifference to each other

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23
Q

according to the 3rd tenant, where might subcultures emerge?

A

around networks of personal contacts or demographic similarity

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24
Q

why are cultural organization often ambiguous?

A

they aren’t always a clear picture of its cultures/subcultures; organizations are rapidly changing

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25
Q

how is ambiguous culture viewed?

A

as a normal, salient, and inescapable part of organizational functioning in the contemporary world

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26
Q

what defines the outer layer of schein’s onion model?

A

markers as ARTIFACTS and BEHAVIORS that are MOST VISIBLE

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27
Q

the outer layer is easy _____, hard to _____.

A

see; decipher

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28
Q

what environments does the outer layer of schein’s onion model encompass?

A

physical and social

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29
Q

what defines the middle layer of schein’s onion model? how is it expressed and how does it vary?

A

ESPOUSED individual and group VALUES; a verbally expressed statement; varies among members

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30
Q

what is a difficulty of the middle layer of the onion model?

A

figuring out what the artifacts mean, how they interrelate, and what deeper patterns may be reflected

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31
Q

is the middle layer consistent with the outer layer? give an example.

A

it may not be; it bougieness, for example, is a stated cultural value, but a manager encourages thriftiness among their subordinates, there’s an inconsistency between the visible values and those that are actually expressed.

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32
Q

what defines the core of schein’s onion model?

A

GoRIM: basic assumption about the nature of:

  • goals
  • relationships
  • identity
  • motivations
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33
Q

how does the aspect that defines the onion model’s core impact the organizational culture?

A

they can either divide or unite them

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34
Q

how do theory x and theory y managers reflect the middle layer?

A

middle layer characterized by preferences on how things should be done and may VARY among MEMBERS. so a theory x and theory y manager may both work for bougie co. but share starkly different views on how employee relationships should be managed

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35
Q

what are the strengths of culture as a metaphor (4)?

A
  • symbolic significance of organizational life (i.e. meetings are more than meetings)
  • shared meaning (you are what others perceive)
  • social construction of our environment (zappos environment is not an accident)
  • helps make sense of change
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36
Q

what are the weaknesses of culture as a metaphor? (2)

A
  • focus on shaping culture (but they naturally emerge)

- cultures are complex and evolving (more than meets the eye)

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37
Q

what are the aspects of schein’s onion model of organizational culture? (4)

A
  • Group phenomenon
  • Pattern of basic assumptions
  • Emergent/ developmental process - through daily interactions
  • Socializing aspect important
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38
Q

what are the causes for a fragmented culture?

A
  • Superficial exterior
  • Private contradictions
  • Subcultures - not a clear organizational understanding
  • Change
  • Mergers
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39
Q

what is the front stage of a fragmented culture? the back stage? under what aspect of fragmented culture does this appear?

A

what the world sees on the surface (external); what’s behind closed doors (internal); private contradictions

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40
Q

what are the 3 phases of socialization?

A
  • anticipatory socialization
  • encounter
  • metamorphosis
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41
Q

which phase of anticipatory socialization is characterized by learning about the responsibilities or perceptions of the job?

A

vocational anticipatory socialization

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42
Q

which phase of socialization is characterized by learning about the function of work before organization entry?

A

‘learning about work in general’

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43
Q

how is anticipatory socialization characterized?

A

by both socialization to an occupation AND to an organization

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44
Q

which phase of socialization is characterized by learning about an organization’s company goals, structures, salary, etc?

A

organizational anticipatory socialization

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45
Q

what matters in the successful adaptation of anticipatory socialization?

A

perceptions; not the size of the support network but the perceptions of size

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46
Q

which phase of socialization occurs at the organizational point of entry?

A

encounter

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47
Q

how is the encounter phase of socialization characterized?

A

as a time of change, contrast, and surprise

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48
Q

what must a newcomer do during the encounter phase? what does it rely on? (3)

A

work to make sense of the new organizational culture; predispositions, past experiences, and others’ interpretations

49
Q

which phase of socialization can result in a great deal of stress?

A

encounter

50
Q

what is the informational exchange of the encounter phase of socialization?

A

learning about a new organization and role, and letting go of old values, expectations, and behaviors

51
Q

what is a formal introduction into an organization?

A

orientation, formal mentorship programs

52
Q

what is an informal introduction into an organization?

A

culture

53
Q

what can well-designed programs during the encounter phase result in?

A

enhanced commitment and reduced turnover

54
Q

when does the metamorphosis stage occur? what is it also known as?

A

when the new employee has made the transition from outsider to inside; sensemaking

55
Q

what are 2 factors of the zappos view on culture?

A
  1. strong core values

2. interpersonal relationships are key

56
Q

according to ceo tony hsieh, what leads to consistency?

A

determining an individual’s core values and aligning them with the company’s

57
Q

which socialization phase represents the process’ completion?

A

metamorphosis

58
Q

which interview structure is superior? why?

A

structure. a) better predictor of job performance b) better question quality 3) reliability of ratings (allows for comparability)

59
Q

what is the socialization during interviews?

A

realistic job previews (?)

60
Q

what is the risk of screening job candidates through social media? benefits?

A

risks:
-you may not end up with better employees
benefits:
-to a degree, you can determine personality

61
Q

which level of schein’s model is the hardest to observe?

A

the core

62
Q

what features characterize conflict?

A
  • conflict is a process that occurs/works over time
  • conflict can originate from:
    • skewed perception
    • lack of compatible goals
    • obstructed views of objective achievement
63
Q

what are the 3 i’s of conflict?

A
  • incompatible goals
  • interdependence
  • interaction
64
Q

what is the role of power in conflict?

A
  • it plays a role in the influence and control of people and events
  • symmetrical relationships with balanced power are better and complementary relationships have an imbalance of power
65
Q

when does incompatibility result in conflict?

A

when organizational members are interdependent on one other, i.e. when they have to work together

66
Q

how does interaction impact incompatibility?

A

interaction must express incompatibility, not merely exist. communication is essential, (including avoidance or suppression) in the expression of conflict.

67
Q

what are the 5 forms of power during conflict?

A

money, property, work status, personal, intimacy

68
Q

what is the first phase of conflict? how is it characterized?

A

latent; when conditions are ripe for conflict because interdependence and possible incompatibility exist between parties

69
Q

what is the second phase of conflict? how is it characterized?

A

perceived; one or more parties believing that incompatibilities and interdependence exist

70
Q

what is the third phase of conflict? how is it characterized?

A

felt; the formulation of strategies by parties on how to deal with the conflict and consider outcomes that would and wouldn’t be acceptable

71
Q

what is the fourth phase of conflict? how is it characterized?

A

manifest; conflict being enacted through communication and cycles of escalation/de-escalation

72
Q

what is the final phase of conflict? how is it characterized?

A

conflict aftermath; conflict episode has both short- and long-term effects on the individuals, their relationships, and the organization

73
Q

which conflict style is most frequently used?

A

avoidance

74
Q

maggie and moo are required by missy at bougie co. to spend the weekend working on a bomb-ass presentation unveiling their team’s new product proposal: stay matte, bitch–a primer that swears all day matte wear. moo thinks the presentation should be flashy and maggie thinks the presentation should be minimalistic, and nothing’s getting done and tension is building.

how would maggie deal with the conflict if she were practicing the avoidance conflict style? how is this characterized? is this method effective?

A

-maggie would not speak with moo
little concern for maggie’s or moo’s needs
-rarely

75
Q

maggie and moo are required by missy at bougie co. to spend the weekend working on a bomb-ass presentation unveiling their team’s new product proposal: stay matte, bitch–a primer that swears all day matte wear. moo thinks the presentation should be flashy and maggie thinks the presentation should be minimalistic, and nothing’s getting done and tension is building.

how would moo deal with the conflict if she were practicing the accommodating conflict style? competition? how are these characterized?

A
  • she would give in to maggie’s demands and go for a minimalistic presentation
  • she would fight to have HER flashy presentation
  • DEFERMENT OF GOALS; PURSUIT OF OWN GOALS
76
Q

what is accommodation motivated by?

A

power and love

77
Q

what is competition motivated by?

A

negative thoughts

78
Q

what can competition trigger?

A

defensive communication and escalation

79
Q

what are the risks of an avoidance conflict strategy?

A
  • cumulative annoyance where irritation builds to boiling point
  • pseudo conflict where you believe the conflict exists but it really doesn’t, and you take unnecessary actions to avoid this perceived conflict
80
Q

maggie and moo are required by missy at bougie co. to spend the weekend working on a bomb-ass presentation unveiling their team’s new product proposal: stay matte, bitch–a primer that swears all day matte wear. moo thinks the presentation should be flashy and maggie thinks the presentation should be minimalistic, and nothing’s getting done and tension is building.

how would maggie deal with the conflict if she were practicing the reactivity conflict style? how is this characterized?

A
  • maggie would dead-ass start screaming and spitting on moo in order to get her way
  • yelling and physical abuse; lack of strategy
81
Q

which conflict style is triggered by a lack of respect?

A

reactivity

82
Q

maggie and moo are required by missy at bougie co. to spend the weekend working on a bomb-ass presentation unveiling their team’s new product proposal: stay matte, bitch–a primer that swears all day matte wear. moo thinks the presentation should be flashy and maggie thinks the presentation should be minimalistic, and nothing’s getting done and tension is building.

how would moo deal with the conflict if she were practicing the collaboration conflict style? how is this characterized?

A
  • moo would suggest a presentation that combines the best elements of both flair and minimalism
  • mutual problem solving
83
Q

what is the focus on in the collaborative conflict style?

A

common interests, attacking the problem, and the generation of multiple options

84
Q

what is power?

A

the ability to influence or control people and events

85
Q

what does power affect (3)?

A

how people treat one another, who controls decisions, and who gets their way

86
Q

how is a symmetrical relationship defined? a complementary one?

A

balanced power; imbalanced power

87
Q

how can power be used?

A

mutual benefit or for unethical reason

88
Q

according to the dyadic power theory, who is most likely to use controlling communication?

A

people with moderate power because they cannot be sure people will listen (insecurity) while people with higher power know people will listen

89
Q

maggie is a mid-level manager at bougie co. and missy is the ceo of the company. according to the dyadic power theory, who is most likely to use controlling communication? why?

A

maggie; she has moderate power and cannot be sure people will listen (insecurity). missy, with higher power, knows people will listen

90
Q

what is predictive of an individual’s conflict style preference?

A

personality factors e.g. agreeableness, extraversion

91
Q

how does an effective leader handle conflict?

A

by choosing styles that best match the situation

92
Q

what strategies can you follow for successful 3rd party conflict? (5)

A
  • help avoid emotional contagion
  • help identify emotional states
  • look out for emotional flooding
  • identify serial arguments
  • manage image
93
Q

what will influence how a conflict is managed?

A

the way an individuals frames it

94
Q

what 4 features characterize conflict?

A

conflict:

  • begins with perceptions
  • involves clashes in goals/behaviors
  • is a process
  • is dynamic

(BIvII)

95
Q

what is kitchen-sinking?

A

when combatants hurl insults and accusations at each other that have little to do with the original disagreement

96
Q

what are the 3 characteristics of power?

A
  1. it can be used ethically or unethically
  2. power is granted
  3. power influences conflicts
97
Q

which power currency influences material things such as money, property, and food

A

resource currency

98
Q

which power currency is comprised of special skills or knowledge

A

expertise currency

99
Q

which power currency is characterized by a network of friends, family, and acquaintances with substantial influence

A

social network currency

100
Q

which power currency is characterized by characteristics like beauty, intelligence, charisma, etc., or characteristics that people consider desirable?

A

personal currency

101
Q

which power currency is characterized by sharing a close bond with someone that no one else shares

A

intimacy currency

102
Q

how is social network currency characterized?

A

by the power and influence of the network of family, friends, acquaintances

103
Q

how is personal currency characterized?

A

by characteristics that others find desirable

104
Q

how is resource currency characterized?

A

by material things like money, property, food

105
Q

how is intimacy currency characterized?

A

by the exclusive bond with someone else

106
Q

how is expertise currency characterized?

A

by special skills or knowledge

107
Q

maggie and moo are required by missy at bougie co. to spend the weekend working on a bomb-ass presentation unveiling their team’s new product proposal: stay matte, bitch–a primer that swears all day matte wear. moo thinks the presentation should be flashy and maggie thinks the presentation should be minimalistic, and nothing’s getting done and tension is building.

if maggie laughs off or jokes about moo’s confrontational statement, which avoidance tactic is she using? if maggie calls moo a ‘fucking gaudy housewives of new jersey ass bitch’ and then storms out of the room before moo can respond, which avoidance tactic is she using? how are they characterized?

A
  • skirting; avoiding conflict by changing the topic or joking
  • sniping; communicating negatively and then abandoning the encounter by physically leaving
108
Q

what is the most constructive way to deal with conflict online? why?

A

take the encounter offline; boosts empathy and reduces likelihood of attributional errors

109
Q

if a situation must be dealt with online, what are the 5 steps you should take?

A
  1. wait and reread
  2. assume the best and watch out for worst
  3. seek outside counsel
  4. weight options carefully
  5. communicate competently
110
Q

what are 3 third party approaches to conflict?

A
  1. emotional flooding/contagion
  2. managing image of self
  3. recognize circumstances
111
Q

characterize the avoid emotional contagion stage.

A

destructive cycle, automatically mirror others

112
Q

characterize the identify emotional states stage.

A

consider their associatioins

113
Q

what are the 3 key factors of making serial arguments?

A

make them apparent, avoid reoccurrence, avoid demand/withdraw pattern

114
Q

characterize the manage image stage.

A

constant evolution

115
Q

what are the 3 effects of intragroup conflict on proximal and distal group goals?

A
  1. task conflict
  2. process conflict
  3. relationship conflict
116
Q

how is task conflict characterized?

A

disagreement about decisions and outcomes; what was done or should be done

117
Q

how is process conflict characterized?

A

by the logistics of task accomplishment or delegation of tasks

118
Q

how is relationship conflict characterized?

A

by incompatibility of group members, including tension, annoyance, animosity

comm 3325: intro org comm (3 decks)

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