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CODC > Week 3 > Flashcards

Week 3 Flashcards

1
Q

What is the definition of Organizational Communication?

A

The policies and Procedures used by a company to provide a flow of information from top to bottom and to provide equally effective procedure for permitting the flow of information.

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2
Q

Any communication system whether formal or informal must be?

A

a two way system.

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3
Q

Fredrick Winslow Taylor was?

A

The father of Scientific management Influence not force oriented

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4
Q

Henry Fayol was focused on?

A

Principles, Chain of command

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5
Q

Six major principals used for organizational effectiveness

A 
Scalar Chain
Unity of Command
Exception Principle
Span of control
Specialization
clarity of responsibilities
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6
Q

Scalar Chain

A

Chain of command. People should know who reports to them and to whom they report, authority should flow in a clear unbroken line, decisions should take place as close as possible to point of action

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7
Q

Principals for organizational effectiveness benefits to Unity of Command

A

No one should receive orders from more than one superior, violation leads to role conflict employee dissatisfaction and ineffective performance.

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8
Q

Exception Principle

A

Recurring decisions should be programmed, and delegated downward, only non-recurring issues should be referred to superiors.

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9
Q

Span of Control

A

The maximum number of subordinates that can be effectively supervised (5-7), Should be based on Complexity of jobs, quality-ability of people holding the job, ability of the manager

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10
Q

Specialization

A

Labor should be divided so that common activities are meaningfully clustered into one job or department

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11
Q

Clarity of Responsibilities

A

Policies and procedures: Responsibilities should be clearly written and understood by employees

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12
Q

Information Filtering

A

80% of information is filtered out by the time it gets to the bottom.

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13
Q

Organizational barrier

A

Mismanagement of agreement

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14
Q

Four Functions of Organizational communication

A

Control
Motivate
Information
Emotional Expression

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15
Q

Organizational Framework (4 Frames)

A

Structural Frame-Formality
Human Resource Frame-Fit people with organization
Political Frame-Power Brokering
Symbolic Frame-Culture

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16
Q

Structural Frame (3 points)

A

Emphasizes rationality, formal roles and relationships
Rules, roles, goals, policies, and technology are key concepts
Division of labor and coordination of individual activities are key frame processes

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17
Q

Fish Philosophy

A

Play
Make their day
Be there
Choose your Attitude

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18
Q

Benefits to the organization with the Fish Philosophy

A 
Better Recruitment
Improved retention
better morale
greater acceptance of change
ability to deal with stress
enhanced productivity
greater integrity and trust
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19
Q

In what a speech looks like there are three parts, introduction body and conclusion. In the body the important parts are what?

A

The transitions

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20
Q

Effective communication must be?

A

Two way

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21
Q

Upward communication’s major problem is?

A

It often terminates with the supervisor

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22
Q

Benefits of Horizontal communication

A

It tends to be less formal
Usually takes place face-to-face
Contains fewer threats to status and ego
Less likely to create defensive attitudes and emotions

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23
Q

Rumors can be diminished by?

A

Providing the truth but it must come from someone who is trustworthy

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24
Q

How can you build trust in the organizational Culture?

A 
Maintain Vigilance
Value & Model Trustworthiness
Reward Trustworthy behavior
Encourage Communication & Feedback
Remain loyal to the absent
Condemn degrading communication
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25
Q

Benefits of Information Technology

A

Increased ability to monitor individual and group performance
better decision making based on more complete information
Provides a means for faster communication to large groups of people
More collaboration and sharing of information
Greater accessibility to coworkers

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26
Q

What are some electronic considerations

A 
Right to Privacy
Open Records
sexual harassment
no foundries
bypasses the chain of command
encourages the grapevine approach
can give fuel to rumors
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27
Q

Neologisms are

A

Words that are created by adding the suffixes “ize and wise”

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28
Q

Benefits of Synergy

A

Taps into the collective Knowledge of the individuals in the organization
Provides open dialogue and buy-in
Helps create momentum

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29
Q

Psychosocial stress

A

Environmental demands that tax or exceed the adaptive capacity of an organism, resulting in physiological and psychological changes that may place the organism at risk for disease

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30
Q

Psychosocial stress may occur as a result of

A

Unresolved conflicts
Role Uncertainty
Inappropriate person-environment fit

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31
Q

Upward Communication includes what the person says about?

A

Himself, his performance, and his problems
others and their problems
Organizational practices and policies
What needs to be done and how it can be done

32
Q

Major cause of rumors is?

A

A lack of information

33
Q

What is the Grapevine?

A

An informal organizational communication network that is active in almost every organization

34
Q

How does the grapevine work?

A

Provides a channel for issues not necessarily addressed by formal communication channels
Can be a barometer for organizational issues
Normally carries negative information
Can be used in a positive manner
Is more prevalent at lower-levels of the managerial hierarchy
The grapevine appears to be more influential in larger organizations

35
Q

Benefits to Downward Communication

A

Job instructions-specific task directives
Job rationales to produce understanding
Organizational procedures and practices
Performance feedback to subordinates
Indoctrination of goals–a sense of mission

36
Q

Tips for controlling agency image with the medial

A

The initial reaction is critical
Be accountable and accessible
Create a mechanism for receiving accurate information updates
Try to control the flow of information by keeping message simple focus on 2-3 main points repeat the message often
Plan briefings to match the news cycle

37
Q

Scientific Management ignores?

A

The human aspect

38
Q

Two major aspects of Organizational communication

A

Technological and informational. Both control information.

Both flow on the structure and culture

39
Q

Negatives to electronic communication

A

Bypass chain of command

40
Q

symbolism includes

A

Culture

41
Q

Ways to improve Upward communication

A 
Suggestion systems
grievance procedures
employee committees
employee surveys
exit interviews
employee focus groups
42
Q

Organization communication functions Overview, what do they provide

A

Control, Motivation, Emotional Expression, Information

43
Q

Millennial are not interested in?

A

The job or the organization they are looking for a mentor.

44
Q

Five keys to bridging relationships and building leadership

A

Awareness, Commitment, Participation, Support, Accountability

45
Q

P4T2

A

People, Policies, Practices, Perception, Training, and Traditions

46
Q

Prejudice + Power put into action =

A

“Ism”

47
Q

Three different types of power

A

Positional Personal Institutional

48
Q

Prejudice becomes harmful when?

A

Put into action

49
Q

Gentrification

A

The process of renewal and rebuilding accompanying the influx of middle-class or affluent people into deteriorating areas that often displaces poorer residents

50
Q

Definition of Prejudice

A

A set of attitudes, opinions, and feelings formed without adequate prior knowledge, thought, or reason; prejudgment

51
Q

Definition of Racism

A

An attitude, action, or practice backed by institutional “power” which “puts down” an individual or group of people because of their race or the color of their skin.

52
Q

Selective perception is

A

We often normalize things s they fit with previous expectations

53
Q

Ethnocentrism

A

The belief that the behavior of others can be interpreted according to the rules and values of one’s own culture. Believing our way is the only way of thinking and/or doing

54
Q

Confirmation Bias definition

A

Resisting new information bout other and trying to fit new information into old categories.

55
Q

Perceptual Sets:

A

We often see what we expect to see. Things are not always what they seem to be

56
Q

Closure:

A

We often are restricted by our own self limiting boxes

57
Q

Knowing that your actions convey many potential messages is important, especially when?

A

Engaging in intercultural communication

58
Q

Diversity has many dimensions. What are two of them?

A

Stable and unchanging

unstable and changing

59
Q

Cultural Awareness

A

Cultural awareness is the recognition that culture affects perception and that culture influences values attitudes and behavior

60
Q

Integration is what?

A

Individual or group retains its original cultural identity but also seeks harmonious relationships with other cultures

61
Q

Assimilation is what?

A

Individual or group takes on new culture’s beliefs values and norms

62
Q

Separation is what

A

If forced by the more economically and politically powerful = segregation; If chosen by non-dominant group = seclusion

63
Q

Marginalization is what

A

Individuals or groups neither retain their cultural heritage nor seek positive contacts with other groups

64
Q

Key points about culture

A

Culture is learned not inherited
Culture comes from one’s social environment; while it is not in the genes, it can be passed down from one generation to the next
Culture rules are usually informally agreed upon but they have an amazing ability to determine what one thinks and how one behaves
Culture is determined by where we live who we interact with and what we are exposed to. these influences determine one’s etiquette personal styles and values.
Culture “colors” our interpretation of the behavior of others.
EVERYTHING about one’s culture is learned?

65
Q

R.E.A.C.H. Back stands for?

A

Respect, Educate, Assess, Caution, Honor

66
Q

Values & Cultural Group Norms #1 Relation with people is

A

The preferred way of relating to others-Acquired, loosely, formally, etc.

67
Q

Values & Culture Group Norms #3 Communication Style is?

A

The preferred way of expressing oneself verbally and non-verbally and in activity and behavior

68
Q

Values & Culture Group Norms #4 Relation to Authority is?

A

Preferred way of communicating and interacting with leaders and people in perceived positions of leadership and/or power.

69
Q

Values & Culture Group Norms #5 Approach Activity is?

A

The preferred way of doing or not doing things

70
Q

Values & Culture Group Norms #6 Perception of self & the individual is

A

The preferred way of acknowledging one’s self-worth or one’s importance and values

71
Q

What are stereotypes?

A

Preconditioned ways of thinking which support group superiority-inferiority views.

72
Q

By negating people’s individuality and their values, stereotypes often have a destructive and negative impact. In most situations they?

A

Minimize the talents, potential and accomplishments of others
Inhibit the development of authentic relationships among diverse people
Ignore or discount the full range of an individual’s behavior

73
Q

If stereotyping is left unchecked in can play a major role in?

A

Lowering creativity, productivity and employee morale of a team. It can often become a negative predictor of behavior

74
Q

A model for addressing Intercultural Conflict is S.T.A.N.D. which stands for?

A

State the situation you want to discuss (objectively)
Talk about your reactions to the situations
Acknowledge the other person’s point of view.
Negotiate with the other person
Discuss the possible options behavior or changes

75
Q

Values & Culture Group Norms #2 is time orientation. There are two groups. What are they?

A

Linear and Relational

CODC (5 decks)

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