Organizational Communication FINAL

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Organizational Communication FINAL
2013-05-01 06:46:32
organizational communication org com westmont dunn

Final May 1
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  1. Cold War Friedman Lexus and Olive Tree
    • isolated
    • 1 of 3 sides (American, Soviet, Neutral)
    • doesn't shape everything
    • its own power structure
    • squashing capitalism
    • world divided
  2. Globalization Olive Tree Friedman
    • dynamic
    • ongoing process
    • all-encompassing
    • the whole world involved
    • creative deconstruction
    • one step ahead 
    • only paranoid succeed
    • balance between: NS and NS, NS and global markets, NS and individuals
  3. Metaphors Olive Lexus
    • Symbol: Wall v. World Wide Web
    • Measurement: Weight of Missles v. Speed of Modem
    • Economist: Karl Marx v. Andy Grove CEO Intel
    • Sport: Sumo Wrestling v. 100M dash over and over
    • Defense Mechanism: Radar to expose v. X-ray to examine within
  4. Information Arbitrage Olive/Lexus
    having a wide net of informants and information and knowing how to synthesize in order to produce profit
  5. Lexus Represents
    • drive for sustenance
    • improvement
    • prosperity
    • modernization
    • global markets
    • computer technology
    • higher living
    • glibalization is to build a better lexus
  6. Olive Tree Represents
    • sense of home and family
    • rooted/anchored
    • feelings of belong
    • concentration: who owns the olive tree
  7. How to understand globalization
    multi-lens perspective, multi-dimensional, explain things in terms of stories and not grand theories
  8. Balancing Creativity and Constraint
    • metaphor: blanace
    • working out of individual creativity and org constraint in moment to moment interactions
    • micro level: people's creativity
    • macro level: soceities rules and constraints
    • we are rule followers and rule breakers
  9. Systems theory definition
    • systems are like biological organisms
    • they are greater than the sum of their parts
    • focus on interdependent processes
    • information flows
    • focus on external environments and contingencies
    • leaders should be adaptive
  10. Three parts of organizing Karl Weick
    • Enactment: members create environments through action and patterns of attention
    • Selection: deciding the best way to interpret the environment from several options
    • retention: successful interpretations are saved for future use
  11. Retrospective Sense Making Karl Wecik
    How can i know what i think until i see what I say
    • identity construction: who i am is indicated by how and what i think
    • retrospection: i learn by looking over what i said prior
    • enactment: i create an object to be seen by saying or doing something
    • socialization: what i said and single out are determined by who socialized me and the audience i anticipate will hear more conclusions
    • continuation: talking is spread across time and competing with other things; by the time i reflect on it, it may have changed
    • Extracted cues: you extract only a part of other's thoughts and use that to guide thoughts/feelings
    • plausibility: i only know what i desperate have to in order to get by
  12. Partial Conclusion
    at work we see some but ot all of people's behaviors
  13. Peter Senge-Learning Organizations
    • Systems thinking: for any one member to suceed, all must
    • personal mastery: all members share a personal commitment to learning and self reflection
    • flexible mental models: members should understand and change if necessary their mental models 
    • shared vision: tight hierarchical control is achieved because there is a common vision that everyone works toward
    • team learning: dialogue is key to learning that leads teams toward intelligent decisions
  14. thick description
    • Clifford Geertz
    • In order to understand culture you need a highly detailed description of it
    • Culture is a web and man is an animal caught in a web
  15. Martin and Meyerson Subcultures
    • Integrations: cultures are consistent without disagreement (strong cultures like disneyland)
    • Differentiation: highlighting difference and acknowledging inconsistencies
    • Fragmentation: ambiguity is inevitable and cultural manfestations can be interpreted in various ways
  16. Discourse
    • postmodernism: everything is a story
    • discourse shouldn't be just for the elites
    • look at where it intersects with power and knowledge
  17. Narratives
    • postmodernism: narratives need not be provide
    • resistance narratives: tell other side, those who don't always have a voice
    • interpretive approach: multiple stories are needed to fully describe an org
  18. Gabriel
    • stories are symbolic of organization cultural
    • express unconscious feelings
    • postmodernism allows us to privilege narrative over fact 
    • don't treat everything as a story--smoke screen
  19. Power 5 types
    • reward
    • coercive
    • referent: because you trust me
    • legitimate
    • expertise
  20. Surveillance
    • central feature of power
    • must be visible but unverifiable
  21. Manufacture of Consent
    employees at all levels willingly adopt and enforce legitimate power of the organization or system
  22. Ideology
    • represents section interests to be universal
    • denies system contradictions
    • naturalizes the present through reification
    • functions as a form of control
  23. Hidden power of discourse
    you always think of the minority (gender rights=women, ethnicity=black)
  24. Normative Era of Leadership
    born leaders who fall under a certain stereotyle
  25. Scientific era of leadership
    • who control knowledge of production
    • administrative sciences 
    • managers
  26. Fielder on leadership
    • task oriented is good: really bad or good
    • relational oriented is good: middleground
  27. Hershey blanchard
    • selling telling participating delegating
    • leaders change as groups change
  28. Blake and Mounton
    • managerial grid
    • task and relational
  29. LMX
    • leaders don't have an average relationship with followers but different ones with each perosn
    • in: more expectations but job security
    • out: less expectations but not job security
  30. Frames of leadership
    • position: where leaders operate
    • person: who leaders are
    • result: what leaders achieve
    • process: how leaders get things done
  31. 4 reccommendations of leadership
    • go from leaders to leadership
    • recognize that reality is a collective and ongoing accomplishment
    • encourage constructive dissent
    • focus on good followers ad whole organizational success
  32. Communicating with employees
    • openness: being willing to listen and receptive (monday notes)
    • supportiveness: listening and taking true interest in the employee (LMX)
    • motivation: degree to which an individual is personally committed to expending effort ao accomplish a goal
  33. equity theory
    relational satisfaction in terms of perceived fairness of distribution of resources in relationships
  34. expectancy theory
    intensity of work based on what you expect their outcomes to be
  35. Strategic thinking
    collecting relevant environmental data and making conscious choices about org values, niche, direction
  36. compettive strategy
    • definition: clear statement of why customers should choose a company's products over competing
    • low cast: it's cheapest
    • differentiation: it's special
  37. strategic alignment
    process of modifying organization systems and structures to support the compettive strategy
  38. organizational learning
    how orgz learn to adapt through strategy
  39. dialogue as mindful communication
    • mental and relational process that is both purposeful and strategic
    • promotes an environment where dialogue is possible
  40. Calvin tradition of work
    • mutual service
    • shouldn't be vilified or glorified
    • makes us into God's representation on earth
  41. flow state
    what makes you happy, three lists
  42. work life metaphor examples
    • my boss is a taskmaster 
    • i work from dawn until dust
  43. Types of individualists
    • utiliatarian: locate meaning in public world
    • expressive: locate meaning in private wpr;d
  44. corporate colonization of the life world
    • we are turning personal things into business matters
    • we make family matters public and instrument our business mindset on them