VIds

Question 1

Human Relations

Answer 1

Hire the right people
The gut is crucial
Reach a group consensus (family meeting)
Look for Passion and Excellence
Temporary as speed dating

Question 2

Ford

Answer 2

Team oriented 
Work with Union
Poor finances put a strain on system
Selective plans 
everyone still specialized but working together more

Question 3

Org. Comm. Scholar

Answer 3

Muneo Yoshikawa: University of Hawaii. Yoshikawa studies primarily organizational and intercultural communication and developed the double-swing model (also known as the Möbius integration philosophy) which is a model of communication conceptualizing how individuals, cultures, and intercultural notions can meet in constructive ways in the workplace. The communication is understood as an infinite process where both parties change in the course of the communicative exchange, emphasizing that both communication parties play the role of addresser and addressee.

Question 4

HUman relations/resources

Answer 4

Org. is like a garden, feed members self actualization, employees grow

Question 5

Human Relations

Answer 5

• People want to be respoected and recognized
• People want to be important and useful
• People want to share their opinions about the company
• Superficial attitude about employeses abilities/assets

Question 6

Human Resources

Answer 6

• Employee is valuable resource to be tapped
• Recognize superficial approach of human relations as inadequate
• Employess should be respected
• Employees can be tursted and are of value
• led to participant management approach

Question 7

Maslow

Answer 7

1: .Physiological
2: Safety
3: Affiliation
4. Esteem
5: Self-Actuilization

Question 8

System

Answer 8

Any organism or mechanism that processes raw materials to a finished product through combined efforts (processes) of its components

Question 9

How is the human body like a system?

Answer 9

• Depends on subsystems to survive (cardiovascular system)

- Depends on the environment (temperature)

Question 10

Components of System

Answer 10

Permeability: degree to which it is open or closed
Synergy: energy created through working together, coordinated activities
Homeostasis: systems like to be balanced, ideal baseline, desires stability
Hierarchical ordering: subsystems: active processing of inputs and outputs
Supersystems: every system is apart of a larger system
Interdependence: one function relies on other components of the system
Exchange processes: input-throughput-output
-input/output exchange with the environment, throughput exchanges within system
-Feedback: negative Corrective, serves to keep system on a steady track
growth (positive) serves to transform or change a system

Question 11

Entrophy

Answer 11

Natural process of decaying and dying, if a system is closed. Natural tendency of closed systems to run down, if a body doesn’t eat you die

Question 12

Negative Entrophy

Answer 12

Activities to reverse the entropy process, susatian themselves and grow by working with the environment, system success depends on working with environment (car industry, ford)

Question 13

Systems New Science

Answer 13

Adaptive, complex, innovative, be open to information environment

Question 14

Cybernectic Theory

Answer 14

• Goal: a target to reach in the control center
• Mechanisms to achieve this goal
• Performance level
• Feedback

Question 15

Karl Weicks

Answer 15

-Goal: Reduction of uncertainty and equivocality
-Requisite variety: complex problems need complex solutions
-Sensemaking process:
-assembly rules- use when equivocality is low (rule book, syllabus)
-communication cycles: use when equivocality is high (travel agents, reporting emergencies
-Sensemaking process
Enactment process: determine level of equivocality of a problem
Selection process: when a person uses rules (low uncertainty) or cycles (high uncertainty) to solve the problem
Retention process: person remembers the solution for future use

Question 16

Weicks sensemaking process

Answer 16

Enactment: determine level of equivocality of a problem
Selection: use rules (low uncertainty) or cycles (high uncertainty) to solve the problem
Retention: remember solution for future

Question 17

Communication in Human Relations

Answer 17

Content: task and Social
Direction of flow: Vertical and Horizontal
Channel: Often face to face
Style: informal

Question 18

HR Approach in Organizations Today

Answer 18

• Impact on managerial attitudes, recognize that employees have needs and desires that must be considered
• Job enrichment: tasks that satisfy higher-order needs

Question 19

Likerts System of Organizational Design

Answer 19

System 1: Exploitative Authority
classical approach
Motivation: threats and fear
Comm: downward & inaccurate
Decision-Making: Top-level
System 2: Benevolent Authority
Motivation: economic & ego rewards
Comm: limited
Decision-making: top
Similar to level 1 except does not try to exploit workers
System 3: Consultative Org:
Descisions made at the top, but before they are made employees are consulted

Question 20

Ouchi’s Theory Z

Answer 20

Compares U.S. Organizations with Japanese organizations

• Individualist vs. collectivist
• emphasize importance of hr

Question 21

Communication in Human Resources ORrganizations

Answer 21

Content: Task, Social, and innovation
Direction of Comm: All directions, team-based
Channel of Comm: All channels
Style: both, but especially informal

Question 22

Human Resources in Organizations Today

Answer 22

Learning Organizations: mental felxibility, team learning, shared vision
Knowledge management: cycle of knowledge creation, development, and application

Question 23

Components of Organizations

Answer 23

2 + people
Division of tasks and sharing of resources to attain goals
Must mutually perceive their interdependence
Strength in working together
Cooperative effort
Transactional nature of comm
Relatonships building
Coordination of purpose
Task orientation
Controlling efficiency and effectiveness

Question 24

Edgar Shein Onion Model

Answer 24

Level 1: Behavior and Artifacts: most visible, physical and social environment that organizational members have created. Things displayed by members and the overt behavior or orgs. members
Level 2: Values: preferences or what “ought” to happen
Level 3: Basic Assumptions: “core” assumption about the world and how it works
-Layered with interconnected levels

Question 25

Excellent Cultures Peter and Waterman

Answer 25

Emphasize organizational intangibles like values, provide prescriptions for managerial practice rather than descriptions.  Call for 
Bias for action
close relation to the customer
autonomy and entrepreneurship
Productivity through people

Question 26

Complications

Answer 26

Globalization: outsourcing, companies with international presence, domestic job loss, exploitation of workers, environmental problems
Terrorism: conflict arises between need for security and preservation of civil liberties
Climate Change: attributed to organizations, companies need to be environmentally responsible
Changing demographics: multicultural workplaces, increasing responsibilities of aging family members, workers with longer commutes, telecommunicaiton

Question 27

Transmission Model

Answer 27

S-M-C-R (source transmits Message through a Channel to Receiver)

• Supervisor (source) asks for volunteers to work on the weekend (message) through an email (channel) sent to all employees (recivers)
• fails to consider how we think about comm
• creation of meaning systems in cultures is not included

Question 28

Constitutive Model

Answer 28

Comm is seen as a process that produces and reproduces shared meaning

Question 29

Requisite Variety

Answer 29

Successful organizations and groups need to be as complicated as the problems that confront them

Question 30

7 Domains of Communication Theory

Answer 30

Rhetorical- practical art of discourse
Semiotic- intersubjective mediation by signs
Cybernectic- information processing
Sociocultural- production of social order
Critical: power imbalances