Organization Communication Test 2

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Anonymous
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210895
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Organization Communication Test 2
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2013-04-02 03:13:56
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communication studies organizational communications westmont dunn
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Test 2 4/2/13
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  1. Discourse Power
    • not a repressive form of control but productive
    • producing people that align with preferred ideology
  2. Mumby on Discourse Power
    power to withhold or share information based on predetermined rules on what is acceptable to talk about
  3. Truth and Relativity PM
    • idea of englightenment is that truth is objective 
    • idea of PM: truth is relative to context
  4. Toulmin on Postmodernism
    Postmodernism is not new but a return to old, prior to modernism
  5. 4 Assumptions of PM
    • form self-concepts through stories we are told
    • morality and ethics are forged in dialogue and choice 
    • art and culture: there is no one way to perceive and express the world 
    • shift toward globalization
  6. PM frightening to Christians because
    it takes away the idea of absolute truth (truth with a capital T)
  7. PM  exciting to Christians because
    reintroduces the validity of faith
  8. Modernity
    • Time of enlightenment
    • focus on fact and objective truth through reason
  9. Postmodernism Beginnings
    • sometime between 1875 and 1970
    • emotion and intuition are valued are truth 
    • truth becomes relative and contextual
  10. Impact of PM organizations
    • value non-linear, counter rational models; more differentiation
    • loss of certainty on management and leadership styles
  11. Bell's characteristics of post-whatever organizations
    • decentralized authority
    • individualized markets
    • informal democratic processes
    • empowerment
    • negotiation instead of conformity
    • diversity
    • customization
  12. Role of discourse in PM
    • discourse is not just for elite, but should be equally distributed throughout 
    • where does discourse intersect with power and knowledge?
  13. BMW as PM
    • value of communication
    • employee voice
    • equality means shared responsibility 
    • encourage divergence 
    • adaptability
  14. Disneyland as PM
    • escape of reality and therefore Truth
    • through mastering our world we can become free of our world
  15. Gabriel's thoughts on storytelling and sense
    • stories can be unconsciously symbolic of org culture
    • PM allows us to privilege these over fact
    • stories act as sense making device
  16. Evolutionary Biologists on Leadership
    • during times of war alpha males became leaders 
    • they had very specific leadership characteristics
  17. Art of War by Sun Tzu on Leadership
    • the art of war is avoiding conflict whenever possible
    • warfare is the last thing leaders should engage in 
    • commit to goals you set 
    • burn bridges so there is no easy way out
  18. Athenians
    • athenians educated their boys in philosophy, rhetoric and physical education
    • spartans simply had soldiers
  19. Machiavelli
    • wrote on political realities of his day
    • leaders often manipulated the weak and exploitable to defend the state
    • it is better to be feared than loved 
    • act for the greater good: choose the lesser of two evils
  20. Biblical leadership
    • ideally, leaders are called by God
    • they don't need to be born into privilege but need to be divinely granted 
    • wisdom lit: all could be wise but most ignore the call of wisdom
  21. Normative Era of Leadership
    • "great men of leadership"
    • those who are traditionally masculine, heroic, and individualistic
  22. Scientific Era of Leadership
    • leaders are those who controlled the knowledge of production
    • this led to a deskilled labor force so leaders could have more power
  23. Fielder (Leadership)
    • task oriented: a group is really good or really bad
    • relationships oriented: group is just okay
  24. Hershey/Blanchard
    immature groups need telling, then selling ideas, then participation in ideas, the delegation of responsibilities
  25. Blake and Mouton's Managerial Grid
    • score on a scale of 1-9 in task and relational scales
    • the best leaders score nines on both
  26. Leader Member Exchange Theory LMX
    • there are always in groups and out groups and not just average relationships
    • in groups: more benefits but more obligation
    • out groups: loss job security but also less responsibility at work
  27. Frames of Leadership
    • position: where leaders operate
    • person: who leaders are
    • result: what leaders achieve
    • process: how leaders get things done
  28. Charismatic leaders
    magical inspiration. can inspire good but also can undermine society. appeal to values and not just interests
  29. 4 Grint recommendations on leadership
    • shift from leaders to leadership
    • reality is a collective and ongoing accomplishment
    • encourage constructive dissent
    • focus on good followers and whole successes
  30. Max Depress's 5 foundations
    • gratitude
    • trust
    • respect
    • personal restraint
    • courage to be human
  31. Warren Bennis Ingredients
    • guiding vision
    • passion
    • integrity
    • trust 
    • curiosity
    • daring
  32. org culture applied to individuals
    culture provides a framework of values that employees may use to craft/regulate identities at work
  33. Alvesson and Wilmott 9 Practices
    • define person directly: title in their job
    • defining the person by defining others: lower person says they have more hands on experience
    • specific vocab of motives: a teacher who is in it for the kids
    • explicating morals and values: using specific company policies to shape employee values 
    • knowledge and skills: specific skill sets allow one to define themselves in specific ways
    • group affiliation: sense of community breeds commitment to an organization 
    • hierarchical location: knowing whether or not you are superior/inferior to others
    • distinct set of rules: rules naturalize ways of doing things 
    • defining context: globalization is trending so adaptable people are trending
  34. Ashcraft 4 frames of identity
    • Gender differences at work
    • gender identity as organizational performance
    • gendered organizations
    • gendered narratives in pop culture
  35. Frame 1
    • Gender differences at work
    • communication styles are an effect of gender
    • individual identity is socialized and stable
    • org is a physical site where predictable com patterns occur
  36. Frame 2
    • Gender Identity as organizational performance
    • everyday interaction is influenced by social scripts
    • identity is constantly negotiated as an effect of discourse
    • org. is a physical site where identities are continually produced and reproduced
  37. Frame 3
    • Gendered Organizations
    • gendered narratives are embedded in systems and enacted in day to day interactions
    • identity is a product of organizing
    • org is the subject and object of gendered discourse
  38. Frame 4
    • Gendered narratives in pop culture
    • narratives are embedded in societal representations of organization
    • identity is a process and object of gendered social discourses

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