Social Networks Flashcards

1
Q

Social Networks

A

set of actors and ties/ relationships connecting them
- vital to organizational life

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2
Q

pros- advantageous social networks

A
  • better positioned to accumulate valuable resources over time and exert influence
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3
Q

Willam Dawes vs Paul Revere

A
  • both did the same thing
  • Revere was so well connected he know which people to connect to make the biggest impact
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4
Q

Capital as

A

an asset or currency: human, financial, cultural.
more capital -> makes it easier to acquire desirable outcomes

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5
Q

social capital

A

is the potential to acquire resources, favors, or information through personal connection
TLDRL it’s about who you know and what they can offer you

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6
Q

social capital short term impact

A

-75% of jobs are filled through personal connections

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7
Q

social capital long term

A

the longest studies of happiness have found that having high quality relationships is the strongest predictor of life satisfaction.

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8
Q

social capital leads to

A
  • greater likelihood of finding jobs or earning promotions
    -higher levels of power and influence
    -hires levels of job performance and career success
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9
Q

central connector

A

people who are linked to the greatest number of people

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10
Q

benefits of central connector

A
  • greater access to information and expertise
  • more resources at your disposal you can use
  • greater visibility
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11
Q

central connector and job performance (+)

A

controlling for KSAs, central actors tend to perform better than peripheral actors

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12
Q

Boundry spanners

A

People who connect one disconnected cluster to another

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13
Q

benefits of boundary spanning

A

-Access to unique and nonredundant information
- control over what information gets passed back and forth
- leverage over how two groups will coordinate work and communicate

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14
Q

Boundary spanner and job performance

A
  • Particularly if innovation is a key measure of performance
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15
Q

Advice (Instrumental) Ties

A

relationships that people seek out for inherently task-related issues

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16
Q

Pros of Advice Ties

A

people who can offer expertise or guidance to help carry out a task
- help reduce ambiguity or uncertainty about how to navigate the job

17
Q

Advice (instrumental) ties

A

people with more advice ties are more likely to develop workable solutions

18
Q

Friendship (Expressive) Ties

A

Relationships that people seek out for deeper level concerns that extend beyond job-related information

19
Q

Pro friendships ties

A

people who can offer emotional support and connection
- generally require spending time outside of work

20
Q

friendship ties associated with turnover

A
  • having friends at work promotes positive job attitudes
21
Q

strong ties

A
  • people know v well
  • people you interact with regularly
    -ex. fam, friends, significant others
22
Q

strong ties marker

A

intimacy: offer you a sense of belonging, companionship, and comfort

23
Q

weak ties

A
  • people you know not well
  • infrequent interaction; need to basis
    -ex. classmates, admin, staff
24
Q

weak ties marker

A

distance: offer different perspectives, unique info, and novelty

25
Q

strength of weak tiems

A

Mark Granovetter found 56% of people found job from contants they spoke with occasionally.
- 17% of people - often

26
Q

Strength of weak ties key findings

A

info. from strong ties tends to be redundant
- people regularly interact with likely to occupy the same social circle as you
– this means they largely operate with the same facts and information with you

27
Q

Acquaintance Strength

A

acquaintances are more likely to know something you don’t already know which can be crucial for identifying job opportunities

28
Q
A