Organizational Communication Exam CH 5,11,12

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Organizational Communication Exam CH 5,11,12
2013-10-27 02:06:15
Organizational Communication

Exam 2
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  1. Define: Emotional Labor
    Jobs in which workers are expected to display certain feelings in order to satisfy organizational role expectations.
  2. Define: Bonded Emotionally
    Central focus of organizational research and to pay attention to emotion might lead to new ways of understanding the workplace
  3. Define: Bonded Rationality
    Decision making couldn't be perfectly rational because of cognitive and situational limits on rationality
  4. Prejudice vs. Discrimination
    Prejudice is the negative attitudes towards an organization member based on his/her culture group identity.

    Discrimination is observable behavior based on his/her culture group indentity
  5. Define: Affinity Group
    • "minority employee networks"
    • When members of a particular gender or ethnic background meet
  6. Could Affinity Groups be discriminatory?
    Yes, the groups cater to  a specific gender or ethnic background. someone no matching the required gender or ethnic background wouldn't receive favor if he/she tried to join.
  7. Define: Glass Ceiling
    Describes a barrier that's transparent preventing women and minorities from moving up in the management hierarchy
  8. Define: Mommy Track  & Career Track
    Woman are assumed to want flexible work arrangements and family support in exchange for fewer opportunities for advancement.

    Mommy Track- Moms choose family rather then work to have children and go back to work several years later.

    Career Track- Have restricted access to power and by being assigned suboptimal tasks in the workplace.
  9. Define: Ethnography
    • "writing of culture"
    • Ethnographic methods differ dramatically from traditional social science techniques.

    Getting first hand cultural experience and knowledge investigative research to write
  10. Explain The Onion Model
    • "Example of organizational culture"
    • Pattern of assumptions, values, and behaviors

    • Center: Level 3 Assumptions "change is good"
    • Middle: Level 2 Value for innovation
    • Outer: Level 1 Behavior and Artifacts
  11. Name Deal's and Kennedy's "Strong Culture"
    • 1. Values
    • 2. Heroes
    • 3. Rites and Rituals
    • 4. Cultural Network
  12. Deal and Kennedy's "Strong Culture"
    Define: Values
    The beliefs and visions that members hold for an organization
  13. Deal and Kennedy's "Strong Culture"
    Define: Heroes
    Individuals who come to exemplify an organizations values. Heroes become known through the stories and myths of an organization
  14. Deal and Kennedy's "Strong Culture"
    Define: Rites and Rituals
    • The ceremonies through which an organization celebrates tis values.
    • Example Company picnic or award banquet
  15. Deal and Kennedy's "Strong Culture"
    Define: Cultural Network
    • The Communication system through which cultural values and instituted and reinforced.
    • Example: Newsletters on informal interactions.
  16. Define: Intractable Issues
    • Company rituals, original order or way of doing things
    • Example Task not specifically assigned to someone but everyone working at the office knows a certain person only does that task.
  17. Peter's & Waterman's "Excellent Cultures" (1-4)
    1. Bias for Action: Excellent Organizations react quickly and do not spend excess time planning and analyzing

    2. Close Relations to the Customer: Excellent organizations gear decisions and actions to the need of the customers

    3.Autonomy and Entrepreneurship: Excellent organizations encourage employees to take task risk in development of new ideas

    4. Productivity through People: Excellent organizations encourage positive and respectful relationships among management and employees
  18. Peter's & Waterman's "Excellent Cultures" (5-8)
    5. Hands-on, Value-Driven: Excellent organizations have employees and managers who share the same core value of productivity and performance

    6. Stick to the Knitting: Excellent organizations say focused on what they do best and avoid radical diversification

    7. Simple form, Lean staff: Excellent organizations avoid complex structures and divisions of labor

    8. Simultaneous loose-tight properties: Excellent organizations exhibit both unity of purpose and the diversity for innovation.
  19. Schein's Definition of Organizational Culture
    A pattern of shared basic assumptions that the group learned to solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems
  20. Define Organizational Culture
  21. List and Explain 4 tensions of public and private work relationships.