Organizational Communicaton – Flashcards

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