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Organizational Communicaton

Anticipatory Socialization
What is the first phase of socialization?
Encounter Phase
Assimilation Phase also known as “point of entry”
Socialization Phase where an employee transitions from outsider to insider
Organizational Exit
An often overlooked final stage of Socialization:
LMX Theory
Involves “in group” and ” out group” placement:
Cultural Approach
6. Which Approach views assimilation as a process through which newcomers come to understand assumption, values, and norms of organizational culture?
Older models of decision making were:
2. Searching for a solution that works well enough rather than the ideal solution
Multiple Pathways or sequence
3. Model of group decision making represents variety of decision paths taken by groups:
Challenger or NASA
Video viewed in class that’s an organizational example of groupthink:
Bona Fide Groups
Multiple group members, permeable group boundaries, interdependence with organizational context:
Participative Decision Making
Quality circles are a form of:
Intergroup Conflict
Conflict that considers aggregates of people within an organization as parties:
Manifest Conflict
Phase of conflict enacted through communication:
High in concern for self and others:
Integrative Bargaining
Maximize joint gains, overlapping positions, creative solution and open sharing
Alternative Models of conflict and negotiation
Models that account for gendered processes that drive conflict:
Systems Approach
Which approach views conflict as cycles of activities that can escalate and deescalate:
Organizational Resistance
A reaction to organizational change defined as “behaviors intended to prevent change”:
Underscore and Explore
A managerial strategy for communicating change where managers focus on fundamental issues related to change success:
Trait Theory
3. Model of leadership that proposes that there are particular qualities that are associated with effective leaders (personality tests are given to determine leadership qualities):
Transformational Leadership
Model of Leadership that proposes “Do as I say and as I do”:
Contingency Theory
Model of leadership that proposes the “matching” of style to the situation:
Critical Approach
Approach uses planned organizational change ans leadership as mechanisms through which hegemonic relationships are maintained with employees:
Surface Acting
Emotional Labor that involves pasting on a smile:
This is reportedly experienced by 90% of adults:
Emotional Display Rules
Rules that we informally follow in displaying emotion in the work place:
Support that is physical or material in nature that usually comes from a supervisor:
Critical Approach
Which approach views emotions as an indicator of strain between employees and owners and educates workers to resist acceptance:
Glass Ceiling
Barrier so subtle that is it transparent yet so strong that is prevents women in minorities from moving up in the work place:
Prejudice is behaved and enacted:
Mentor-Protégé Relationship
Relational barrier to many women in the work place
1st Generation Affirmative Action
4. Organizations are concerned with meeting legally mandated requirements for gender or ethnic diversity:
Problem Solving Argument
Opportunity realized through diversity argues that decision making and problem solving produces better choices through a wide range of perspectives:
Sexual Harassment is not an expression of sexuality but rather an expression of
Postmodern Approaches
Approach views our society and organizations as postmodern characterized by speed, fragmentation, and consistency:
Social Information Processing Model
Media usage model considers ” Social Presence”:
Dual Capacity Model
Media Usage model considers symbolic aspect of messages:
Media Richness Model
Media Usage model considers medium and task:
Laisez Fairre
5. Assumption that a free market system has sufficient checks and balances in place to ensure legitimate interests of members:
Disposable worker
Freelancer, part time, fill-ins, contingent workers:
Metaphor for Classical
Metaphor for Human Relations
Metaphor for Human Resources
Metaphor for Systems
Metaphor for Culture
Metaphor for Chorus
T/F: Employees prefer having negative information about an upcoming change to having no
T/F: Spray and pray is the most effective strategy for communicating change.
T/F: Organizations advocating a trait approach to leadership often use personality tests to select people for leadership roles.
T/F: Blake and Mouton’s leadership style argues that the team management style is the most effective leadership style.
T/F: Change can occur at various levels of the organization.
T/F: Planned change always involves top management dictating change processes to lower level employees
T/F: Perceived quality of information was the strongest predictor of workers’ openness to organizational change attempts
T/F: A leader should avoid using metaphors to frame communication when a word or phrase is in danger of overuse
T/F: A cultural scholar would view organizational change practices as reflections of organization values and assumptions
T/F: A classical scholar would view planned organizational change and leadership as mechanisms through which management establishes and maintains a relationship of power and authority over employees
T/F: Individuals with Type A behavioral patterns have a strong tolerance for stress and burnout.
T/F: Because they are often unaware of the organizational context in which stress occurs, friends and family members are less able to provide effective informational support.
T/F: Depersonalization refers to the feeling of not being able to face another day at work.
T/F: Cultural scholars view workplace emotion as one aspect of the values and assumptions held by organizational members.
T/F: Emotional communication at work is only stressful if the emotions communicated are “fake” or ingenuine.
T/F: Burnout tends to have a negative impact on work satisfaction and employee commitment
T/F: Jobs that are characterized by emotional labor emphasize the expression of genuine emotions or feelings.
T/F: Emotional intelligence indicates that an individual knows how to handle emotion effectively in the workplace.
T/F: Support from supervisors is most likely to come in the form of informational and instrumental.
T/F: Classical scholars view organizational emotion as a nonissue except to the extend that it lowers productivity
T/F: A systems scholar would view technology in the workplace as a way to link organizational subsystems and to link the organization with the environment.
T/F: A critical scholar would view communication technology as a means for repressing workers through the deskilling of jobs and control over information.
T/F: Proponents of the social information processing model argue that communication with coworkers and supervisors has an influence on media usage.
T/F: A medium’s symbol?carrying capacity refers to its ability to effectively and efficiently convey task?relevant data.
T/F: Organizations that adopt new technologies are marked by an overall increase in the amount of communication.
T/F: The media richness model is a very rational model of technology choice.
T/F: The post-modern era is characterized by logic and rationality of science and technology
T/F: In a global economy, communication helps an organization obtain the resources, information, and experience needed to survive
T/F: One positive aspect of the disposable workforce is that when individuals do find work, they are more committed and identify more with the organization.
T/F: A multinational organization is one that identifies with the global economy rather than with any nation or nations
T/F: Anticipatory socialization primarily involves the process of learning about work, occupations and particular organizations.
T/F: The role making phase of development is a two?way exchange between the boss and the subordinate, where the subordinate moves past taking the role that is given to them.
T/F: Asking questions about the organization during an interview is considered by experts on interviewing to be inappropriate behavior.
T/F: In an optimizing model of decision making, the search is not for a single optimal solution but for a solution that will work well enough.
T/F: Bounded rationality suggests that decision makers make decisions that are limited by human cognitive practices of organizational life.
T/F: Theory and research suggest that decision making is a perfectly rational process of information search and decision choice.
T/F: The main difference between the accommodating and the avoidance conflict management styles is the level of concern for self.
T/F: One of the criticisms of the “grid” approach to organizational conflict is that it does not adequately regard the nonverbal nature of conflict.
T/F: In distributive bargaining, the parties are working with a “fixed pot” from which each wants to create a win?win solution.
T/F: The communication in integrative bargaining is characterized by accurate and open information flow

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