Topic 6 (Chapt. 16) Flashcards
Define ‘alignment strategy’
Ensuring that all messages communicated to audiences within an organisation are consistent with messages communicated with audiences outside the organisation
Define ‘organisation’
A group of people who work together to acheive a common purpose
Define ‘synchronous communication’
Commonunication that is sent and received at virtually the same time
Define ‘asynchronous communication’
Communication that is sent at one time and received at another
Define ‘organisational design’
The structure of an organisation
Define ‘hierachy’
A system of organisation involving ranks or levels, witheach level having power or influence over the level immeidately below it
Define ‘chain of command’
The system of power, communication and decision making within hierarchies, with people at different levels staying in rigid roles, deferring to those in the next level above them
Define ‘formal organisation’
The ‘official’ structure of an organisation, usually represented in an organisational chart, most communicaiton occurs through formally sanctioned channels, and reflects the legitimate or sanctioned chain of command
Define ‘informal organisation’
The ‘unofficial’ structure of an organisation, rarely if ever represented on a organisational chart, most communication occurs through unofficial channels, and can reinforce the norms and goals of the official organisation or can work against the norms and goals of the official organisation
Define ‘vertical communication’
Sending and receiving messages between the same level or layer of a hierarchy
Define ‘horizontal communication’
Sending and receiving messages between individuals at the same level or layer of a hierarchy
- meetings, grapevine, cross-departmental projects, telephone, email, social actitities, textingm, blogs, podcasts, wikis, training programs, messages re silos or rivalries
Define ‘downward communication’
Sending messages from upper levels to lower levels or a hierarchy
- job instructions and descriptions, appraisals and performance reviews
- policies and procedure manuals
- new employee info, memos, emails, newsletters, training programs, annual reports, blogs, podcasts
- social activities, nonverbal communication of culture
Define ‘upward communication’
Sending messages from lower levels to higher levels of a hierarchy
- meetings, participative decision making, ‘captain table’ lunches, upwards appraisal/360 degree feedback, email, telephone, ombudsman, counsellors, union newsletter, training programs, open-door policies, exit interview, grapvine
Define ‘diagonal communication’
Communication that cuts accross existing vertical and horizontal channels
- telephone, email, ‘going over the head of those immediately in chain of command’, social activities, information org, staff personnel, expertise-to-expertise communication
Define ‘spain of control’
The number of people who report directly to the person immeidately above them in the hierar0hcy
Define ‘flat organisation’
An organisational structure characterised by fewer middle layers, a shift in decision making power to groupsor teams, andincreased workerempowerment
For flat org:
- encourages decentralisation, self-control and autonomy
- simplifies vertical communication by stripping out layers
- useful when subordinates are experienced, needing minimal supervision
- good in turbulent environments
Define ‘de-layering’
Reducing the number of layers or levels in an organisaton, especially the middle levels
Define ‘downsizing’
Reducing staff numbers in an organisation, especially in the middle levels
Define ‘empowerment’
Transferring decision-making power to others, especially teams
Define ‘tall organisation’
An organisational structure chracterised by more layers, narrower spans or control and more centralised decision making
For tall org:
- close supervision can be supportive, encourages centralisation, establishes clear lines of communication, useful when work is non-routine, good in placid environments
Against tall orgs:
- Close supervision can be intrusive, encourages centralisation, vertical communication becomes distorted as msg do through many levels, decisions can be slow, promotions can be slow
Define ‘placid environment’
A situation, society or market in which the rate of change is low and the future is fairly predictable
- mechanistic
Define ‘mechanistic’
Organisational design or structure that depends on tall and centralised structure, with mainly downward vertical communication; flourishes in placid environment
- tall, centralised, many rules, communication is mainly vertical (mainly down), rigid standards, specific roles, little deligation, leadership is autocratic (legitimate, coercive, reward power bases), highly skilled, extrinsic motivated staff, frequent performance appraisals, not so good management of risk, optimal environment is placid
Define ‘organic’
Organisation design or structure that depends on flay and decentralised structure, with mainly all-directional communicaitons; flourishes in turbulent environments
- flat, decentralised control, few/broad rules, communicaiton flows from all directions, standards are flexible, roles are broad, a lot of delegation, leadrship is more democratic (expert, referent power bases, tream based), job potential is looked for, intrinsic motivation, infrequent performance review, managment of risk is good (flexible responses), optimal environment is turbulent
Define ‘turbulent environment’
A situation, society or market in which the rate of change is high and the future is uncertain
- organic
Define ‘small world phenomenon’
The idea that any person on the globe may be seperated from any other person by no more than six steps or ‘steps degrees of seperation’, and we are now only becoming aware that there may be patterns or networks of interconnection
Define ‘virtual organisation’
An organisation comprising a network of geographically dispersed workers connected to one another, and sometimes to a central workplace, via computer, phone, video and other links
Define ‘telecommuting’
Working from home using computer, phone, video and other links to communicate with fellow workers and/or a central workplace.
List some ‘network roles’
Wheel, Chain A (horizontial), Chain B (Vertical), circle, all channel
Define ‘network analysis’
A technique for mapping communication roles played by people within organisations
Define ‘clique’
A group or individuals at least half of whose work-day contact are with each other
Define ‘boundary spanner’
An employee of the organisation who routinely moves between the organisation and the external environment
Define ‘networking’
Deliberately cultivating contact with others in your own organisation and in other organisations in order to create an informal system of relationships and the development of your career
- seeking out the kingpin (finding person who is in charge and developing friendship and solidarity)
- matchmaking people to get the right things done (build synergy, good hosts)
- proactively enhancing network access (tirelessly cultivate new connections)
- interacting amiably with others to build positive relationships (work hard at conveying positive emotions and interpersonal support)
Define ‘the grapevine’
Informal communication system; flourishesin a knowledge vacuum
Define ‘macro-culture’
All the arts, beliefs, social institutions, etc characteristics of a community race etc
Define ‘macro-culture’
The predominatring attitudes and behaviour that chracterise te functioning of an organisation or group
List some ‘culture types’
Clan: emphasis on loyalty, mutral trust, commitment, like an external family, leaders are mentors, flexible operating procedures
Adhocracy: emphasis on innovation and development, risk-taking valued, leaders are visionary and innovative, focus onunique and new products and services
Hierarchy: emphasis on formal rules and policies, focus on smooth scheduling, low cost, leaders need to be good coordinators and toes the party line, focs on economy, formality, rationality, order
Market: emphasis on achievement, goal, accomplishment, focus on market share and penetration, aggressiveness, personal initiative favoured
Define ‘silo culture’
A culture of noncommunication between separate parts of one organisation
List some ‘bad cultures’
- Silos
- Silence
Define ‘shoot-the-messenger ethos’
The tendency to punish people for communicating bad news about the organisation
Define ‘organisational silence’
The tendency of lower levels of staff not to speak out on significant issues
Define ‘knowledge mangement’
Tapping into an organisation’s intangible assets to systematically organise the knowledge of all its members so that it can be more effectively used for the organisation’s benefit
List some ‘knowledgement management models’
- the knowledge spiral (tacit, explicit, explicit, explicit, tacit, tacit, tacit (p.540)
- the knowledge management technology stage model (person to technology stage, person to person stage, person to information stage, person to system stage (p.541)
