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Matrix Organizations

A team that uses a dual-authority system (to complete a complex project) in which members of specialized departments are assigned to one or more projects and report both the integrating manager and their project team and to their department manager. The members who are participating in the project still go back to their home team to keep their skills sharp. This is part of the structural integration methods. •Cons: having to report to so many people and having several meetings (home job and project job) can cause a lot of stress and miscommunication. •communication intensive •a lot of groups working on one big complex project •uses formal reporting system

Intranets:

: internal, private Internets that operate separately within a company to move documents and also emails.

Practical questions

: question such as "what level of environmental damage are we willing to accept in order to increase profits?" or "What proportion of a firms profits should be reinvested in the publicly funded infrastructure that the organization uses to produce profits?"

Retention:

: repeat effective processes. Part of sense making 3 step process. They are making sense of a situation. This is in bounded rationality model of decision making.

Knowledge Management Systems

: they offer another way to integrate organizations through technology. Whereas work integration systems lnk people and units through the common work they perform and communication systems integrate people by enabling contact and communication, knowledge management systems integrate people by building a common knowledge base that they can draw their work from. •putting a database that all employees can see with manuals (such as identification of best practices)

Internalization:

: third phase of when someone enters a company. When someone evaluates themselves with regard to their society's beliefs, and if they do something that is against these beliefs, then they have acted bad/negatively. They begin thinking they need to act in this new normal way of life.

Familiaslism:

: this is from the latin culture, and falls into the ways that latinos manage things. Familialism involves strong values attached to family and community, and a commitment to hard work and achievement as a way of honoring one's family. It also involves aiding those who are in need. This is why it is harder for Latinos to have lower paying jobs than any other nationality.

Bounded Rationality

A more realistic model like the classical rational model. It offers a more accurate picture of how most decisions are made by individuals, groups, and organizations. Through this way, people use a decision process called satisficing rather than optimizing.

Symbol-carrying capacity

Media vary in their ability to transmit the core values of the organization. For example, an organization that values efficiency will find email a better choice than snail mail. This makes an organization look tech savvy. But when you think about WW2 people were scared to see snail mail because of the past. It can symbolize something.

Change Agent:

Adoption of innovation is also influenced by change agents, which are people who want to bring the change about. They have 5 critical roles. 1. Idea generator: finding and creating new ideas. May work lone. Requires intense analysis of complex situations 2.Champion: recognize the merit of an innovation and will advocate for it until it is adopted. Advocates it to the entire organization. 3.Project Leader: the one who plans and coordinates the innovation project 4.Gatekeeper: collects and channels information about important changes inside and outside the company. This person has very good networks. 5.Sponsor: also called the coach, provides support without doing

Equal Participation strategy:

Approach to communicate change. employs interactive, two-way communication that invites stakeholders to contribute ideas, advice, and concerns. Even from outside the company. o Pro: truly open, allows to build a community of change o This may cause stakeholders that were suspected to surface to surface in case they really disagree.

Fidelity:

Dimension of implementing change outcome. Refers to the degree to which the intended design of the innovation is maintained during implementation. High fidelity means that when implementing an innovation, nothing is changed. Low fidelity means you experiment with the innovation during the implementation.

Uniformity

Dimension of implementing change outcome. Uniformity refers to the degree to which all adopters use the change in the same way and to the same degree. High uniformity: everyone having to do an ethics course. Low uniformity: not having all conform.

Subsystem

Each large system is made up of smaller parts (the subsystem). Within the system are the coworkers who are communicating, effecting behavior, and making an impact on the company. There are several little subsystems in a freight company, such as the loading crew who are workers with their own communications.

Working to Rule:

Employees causing strategic slowdowns in companies by doing things that are legal but slow the company down to fight back against their own company. Employees resist management. For example, American airlines slowing down the flights by doing a lot of extra safety precautions. Or Mexican organizations, maquiladoras, working very slow strategically.

Organizational Systems:

It is parts of the organization that include individual relationships (who reports to who), communication (who talks to whom about what), work roles (who does what), and interpersonal relationships (who is friends with whom). Every way that everything (departments, people) interacts works as one giant system, and although people normally pinpoint one thing, an organizational is affected as a whole and connected to everything. THIS IS ALSO THE PROCESSING OF THINGS. GIVES DESCRPTION OF ORGANIZATION

Transformation Vision

Provides goals and describes the commitments that must be done to reach these goals, which stimulates productive activity. The vision is realistic and credible. Ensuring that there will be teamwork involved and that everyone must be on the band wagon. It must be lead with someone who has charisma. Long term goals that have a series of short term goals. IT GIVES EMPLOYEES A SENSE OF DIRECTION.

Deep Structure

Taken-for-granted. operates below employees' conscious awareness. People act in ways that they have learned are normal and natural and usually do so without being aware. They somehow develop their role in society and nonconscious power is exercised (on themselves or on someone else). For example: a doctor is the one who makes important life or death decisions for coma patients people in the western country, while other countries the family can decide.

Boundary-Spanning

Teams must interact with individuals and groups in the organization who are important to the team's effectiveness, such as superiors who must evaluate the group, resourced providers, customers and clients, and parties affected for good or ill by group activities -Scouting or scanning activities -Liaison activities (someone who makes sure everyone understands requirements) -Campaigns -Buffering (not letting employees hear bad things supervisor says)

Media richness

depends on the number of cues the medium can carry (verbal and nonverbal), the timeliness of feedback via the medium, the use of natural language as opposed to numbers or other information, and the degree to which the medium allows the message to be personalized. •Face to face: good •Statistical report: not so good (information might not always be clear)

Counter biasing:

determine probable biases of each person who communicates, adjusts their interpretation of the message to compensate this bias, and actively seek out opinions from people who have different biases.

Accounting information system:

a work integration system that enables units to know what other units are contributing to the network and what earnings they are getting from it. This is good for motivation and surveillance in a network organization. It is a formal system for monitoring and controlling.

Enactment:

act based on current situation at hand. Part of sense making 3 step process. They are making sense of a situation. This is in bounded rationality model of decision making.

Mimetic influence

When an organization wants to be like exemplary organizations by imitating them. Such as when a company takes another companies communication style: Kodak outsourced their functions to other companies, and other companies (not kodak) copied this idea and started outsourcing their functions too. This is called the Kodak effect. It happens in companies that are have high uncertainty. They copy other companies.

Satisficing

When people consider a limited number of options on a few criteria that are important to them, and they stop searching for options when they find one that satisfies their criteria. Look for what is "good enough" and meets current needs rather than best possible option. This allows for faster decision making. Search for information until they get enough information to decide.

Unintended consequences

a consequence that happened without intention (was not thought would happen while the initial decision was made). These unintended consequences that were made in the early history of the company could of effected how the company acts now in the present.

Classical Relational Model

a part of decision making where you choose among possible actions (decisions) by comparing the probable outcomes of each alternative on the same criteria and selecting one that promises the greatest return. For example, someone looking for a job will find the importance for criteria x.y.z, then weigh it, and see which job the best for her is.

Wikis

a platform that lets several people edit the information contents inside. US Deepartment of State has a wiki called Diplopedia for internal use by its staff. This is helpful in relational strategy because everyone can have access to view/update/edit the wiki.

"Two step flow":

a process where innovations are spread 1.Opinion leaders learn about the innovation and adopt it and reports it 2.Opinion leader influences their network. Then other people will adopt the innovation and report it to others and the knowledge of the innovation will spread.

Global Positioning Systems

a satellite in space providing information on locations. Car electronics and telephones use GPS signals to be able to have electronic maps and routing anywhere.

Network organizations

aggregates of organizations whose component units are assembled to meet a particular set of demands. For example: Nissan developed a network of suppliers, shippers, and financial institutions that depend on the central firms business, thus providing them in return with exceptional services.

Cultural Homogenization

all of our cultures blending together and becoming one with standardized practices - McWorld. It is once a bland world and all of the cultures that already exist being blended together into a single, standardized culture.

Stakeholders

all those who have a significant stake in the change. Stakeholders include customers, employees, stockholders, and the general public who is concerned about the environment and their citizens.

Flextime

allowing employees to work schedules that fit their needs

Equivocality

ambiguity that leads to too many possible interpretations of the situation and events. This can happen when changes are happening in the work place that might lead to resistance.

Glass Ceiling

an invisible barrier beyond which "other" employees are not promoted. Women are starting to make it beyond the glass ceiling, as the percent of women in management are on the rise. This is mostly associated with women, but it also applies to members of ethnic, disabled, and other minority groups. THE GLASS CEILING ONCE WAS ASSUMED TO BE LOCATED AT THE LEVEL OF MIDDLE MANAGEMENT, but it is located even lower for black women.

Time Motion Study

a supervisor observes workers completing a task, breaks the process down into motions, and redesigns it to make it more efficient allowing the employees to work less. It also lets the employees work more efficient, let them earn more money, and thus the company will earn more money. For example, in a metal processing company the workers on drill presses were studied, and it was shown that workers who are taller than 6 feet can not do this job, thus removing them will make the work place more effective.

Sense Making

an organizations member learning through repeated interactions with the organizations internal and external environment through a 3 step process. They are making sense of a situation. This is in bounded rationality model of decision making.

Weak ties:

are connections to others with whom one has only occasionally contact

Heterarchies

are organizations (or networks of organizations) in which different units (organizations) are allowed to choose and develop their own particular organizational strategies and practices. These practice may vary and no uniformity is imposed on the units that make up the heterarchy.

Strategic ambiguity:

being open to more than one option, inexactness. This allows a manager to give someone permission to do something without actually giving permission, but he understands his new flexibility so then he does it and it works and it is good. It allows someone to speak without being held accountable for what he or she says. This can be bad, incase rewards that were trusted by someone who was manipulated is not given. But it can make an organization have the flexibility it needs.

Heterarchies:

organizations (networks of organizations) in which different units (organizations are allowed to choose and develop their own particular organizational strategy and practices. •Example: media advertising agency has several different types of media options, including traditional channels (television), and new channels like internet and blogs. They all do different things. This can be nice, because of the flexibility, but exhausting since there is a lot to know.

Cliques

people who are tightly interconnected who may be working together frequently, or privately. These can often arise out of informal communication groups.

Ratebusters:

people who produce too much or who go along with management to readily. Sometimes in a company, groups influence other members productivity. If someone is trying to push everyone too hard, this can cause some employees to be upset and make them feel they have to try harder to keep up with them. But it can also enhance productivity. Makes someone work harder because of the ratebusters high standard.

Liaison roles:

personnel are assigned specifically to link two units or organizations. •Example: social service agency woman (with soup kitchen) was a liaison to the county health department. She goes to the health department once a week to see the regulations to make sure that the soup kitchen was following all health regulations. •Pros: broadens liaisons outlook and sharpens communication skills •Cons: liaison can end up identifying more with the foreign company than their home company

Technical questions

questions about how best to maximize efficiency. This is not always good because then people are focusing only on value and experiences from the past and using their resources as a means to an end rather than caring for their ends.

Rationalizers:

reasons presented after a decision or action. This is used as a persuasive strategy when using power.

Justifications

reasons presented in public before an action is taken to persuade someone that the idea is a good idea. This is used as a persuasive strategy when using power.

Group Cohesion

refer to the degree to which members are attracted and committed to the group. Can be both good and bad. There are three sources of group cohesion: 1.Task cohesion: belief that work is valuable and significant 2.Attraction-based cohesion: liking other members of the group 3.Status cohesion: rewards received for reputation and status of group

Codes

repetitive behaviors that regulate work relationships. Courtesies (letting someone cut you in line), privacies (when and where secret conversations take place), and pleasantries (adjusting comm depending on who you are talking to). One of the most interesting codes in an organization is humor: can you be funny? Managers use it to tell orders, while line crew use it to say they don't want to.

Whistleblowing

reporting when someone has done something wrong and the company wont fix it internally. This can be unethical things that make someone feel guilty. Whistleblowing can cause damage to ones view and job status so many people do not like to do this. They can be punished by their coworkers. Telling government/media.

Task forces:

short term teams set up to deal with a specific problem or project. People are taken from different departments depending on the knowledge they have. This is part of the structural integration methods. •Challenging: overcoming communication barriers •Challenging: overcoming communication barriers (having to deal with different knowledge and terminology)

Isolate

someone who has few or no links to others in the network. This does not mean they are a bad worker, this could mean they are not very social or their working hours make it difficult for them to always be around (such as a janitor on the night shift).

Contracts

something that is agreed upon and signed to know how companies will work together. This helps two networks integrate and see the standards that are set for each other so they can legally meet their expectations.

Intervention

strategy starts with the problem or performance gap that motivates the change effort rather than with the solution (innovation). o Try to prove act by providing evidence to stakeholders of current problems or failures.

Unified messaging:

systems that integrate email, voice mail, and faces in a single message. This helps decrease the complexity of communication. This can be something like skype. Or also Microsoft Office for business.

Surface Structure:

the conscious level of power (being able to mentally and physically see it) and where you stand within this power. It involves open face (displaying power such as threats, orders) and hidden face (regulating public and private issues, such as some issues being considered privately or discussed privately or is taboo).

Centralization:

the degree to which one or two members can control most of the flow in the network. In traditional it is very high, but in relational there are only a few centralized people from each group.

Conflict Interaction

the parties response to a perceived conflict. For example, will they communicate through negotiating in a meeting or arguments or other strategies. Do they confront? The interactions can not be predicted (can end good or in yelling).

Dispute resolution systems

the preferred way of managing conflicts. This is influenced by the development of an organization's culture and structure. This can include a grievance procedure or mediation procedure within the company. It can also include the court for larger problems.

Diffusion

the process involved in sharing new ideas with others to the point that they "catch on". Other people are seeing the idea, they like it, and they can recognize why and how other companies are implementing these things. Other Japanese countries caught on to what Toyota was doing and they also used their quality improvement innovation.

Optimizing

the process of when a decision maker weighs the pros and cons or alternatives based on complete information about each action they can take. Numbers can be used. This si in the classical relationship model, such as calculating a decision.

Procedural Justice

the process through which awards are allocated is fair. The process is just and fair (equitable). Then their trust in their supervisor will be stronger and they will commit more to the organization hey are working for. This is in a rule-rewards based traditional organization.

Sovereign power:

the processes through which the people who occupy positions at the top of hierarchies dominate people who are located lower in them. However people can misuse these powers and it is important to note that power is throughout a company and not just at the top. This is in traditional organizational structures.

Discursive closure

the ways in which discussions privilege one viewpoint and exclude or devalue another (someone who is black, women, etc). It is important to think of this as a term of organizational power and relationships.

Latent Conflict:

there is a potential for conflict, but the parties have not yet framed the situation as a conflict. This is one of the 3 phases of conflict. This can happen for reasons such as the relationship between co-workers, previous experiences, miscommunication, and power distance. The conflict is internal and not public.

Obtrusive control:

things that are known and visible to workers. Such as they should know the reward and punishment system so it makes them have effort to proceed. Employees can interpret these type of rules in unanticipated ways, causing for unintended consequences. Robs employees of the sense of autonomy.

Deconstruct

think carefully about something to discover what it says and what it doesn't say. If I say "that is the way we do things around here" it can have several meanings. The employee can then deconstruct that saying and see the implications and expectations that are expected without actually saying them (this is how the company does things and you are expected to do it this way too)

Feminist view of conflict

this is an alternative type of conflict resolution different from the confrontive resolutions. They try to have employees develop long lasting relationships and see a future together. It is important that there is a deep understanding need of both in the conflict.

Simpatia

this is from the latin culture, and falls into the ways that latinos manage things. It is a complex concept that involves engaging in positive, agreeing behaviors whenever possible, showing respect for one's superiors by conforming to their wishes, and avoiding conflict and confrontation in a public setting. It isn't just blind obedience, the superior must also offer respect.

Software as a service (SaaS):

this is like the cloud, running software across the internet. Spreadsheets can be accessed across the internet and not housed on the users computer as a separate program

Externalization

this is one of the phases when someone enters a company for the first time. They notice the ways in which others interpret and respond to their surroundings. To fit in, they begin to act like the locals.

Objectification:

this is the second phase when someone enters a company. they act and believe that the way that people are acting in their society is the right way to act. They do it unconsciously, not knowing how it is impacting their life.

Reinvention

this is when there is an original use for an innovation, however when an innovation is adjusted in some major ways in order to work that was unintended for the original use. For example, in the health care sector methods they will import techniques but are reinvented to meet the practices personal needs.

Confrontive Strategies

this is where you confront the conflict directly. This can be done in a competitive manner or an integrated, problem solving manner. Using both competitive and integrated work hand in hand. If not done probably, it can have a lot of negative costs.

Availability Bias

thoughts that come quicker to the mind are the things that you think have a higher probability of occurring, which cause you to be biased based on that thing that has come to your mind. For example, a manager remembers in the past that employees showed resistance to a new program. Because of this, she assumes again the employees will show resistance, even though other times employees didn't always show resistance.

Persuasion

to gather arguments and support for the change, including endorsement and advice from experts to make people accept and do the change. o Top down strategy, because it relies on management for success o Used to maintain high fidelity o Pilot project is done so those who oppose can see how it works

Essentialize

to generalize an individual member of different organizations, genders, classes, because broad generalizations invariably obscure important differences in the experiences of the members of different social groups. It is important to recognize similarities and differences.

Uncertainty

too little knowledge to enable clear interpretations of the situation and events. This can happen when changes are happening in the work place that might lead to resistance.

Information Overload:

too much information. This happens if the CEO is getting too many reports from lower management and not having it organized in a certain matter where the upper management has organized all of the information into one so it is not too much to understand.

Manipulation

disguising one's goals and one's strategies. There is evidence that this might be the most used form of persuasion in a company. One way to do this is load a target with a lot of information so they get confused and then agree with you.

Regression:

employees reducing their performance to the minimum acceptable standard that the rule-award system allows for. This is so they are still following the orders, however it is not their best work.

Creativity

feeling of pride that comes from asking something that did not previously exist or in doing something better than or in a different way than anyone else. Often there needs to be some type of autonomy to be creative, rather than doing the same thing over and over which allows you to not be creative.

Autonomy

feeling that an employee are in control of their actions and destinies. This is very important need for an employee, in case for their own individual need and happiness they want to be autonomous and creative. This is difficult and a fundamental paradox: the organization needs control, but also an employee wants to be autonomous.

The Aftermath

final phase of conflict. Can judge how good the aftermath is based on the decision and the ending relationship between the conflicters. If it did not end well, there can be unresolved issues that will resurface in the future. If it went well, then it was efficient and good for the organization. How employees feel after the conflict.

Informal Communication Networks

finding out information that would normally be given by a manager through other formal channels. This happens when supervisors leave employees "out of the loop" on important topics, people find other channels to obtain information. This happens in the traditional strategy.

Disidentify

forced to think about issues that normally are nonconscious because they are no longer identifying themselves with the company. This can happen if the company begins to have a bad image that they do not want to associate themselves with. Such as the oil spill. Or in the case that they simply do not feel they belong there.

Standard Agenda

from the individual model, it is the general steps to follow in order to make an effective group decision (rational model)

Exemplification:

going "beyond call of duty" through actions such as arriving to work early, volunteering to take on difficult projects, and helping other employees complete their assigned tasks. This enhances one's image and potential influence.

Circumvention:

going around or above one's immediate supervisor to complain to people higher up in the organization. This threatens a supervisors face and invites a defensive response. In hierarchies where following the chain of command is valued, this as seen as a big violation.

Subcultures:

groups of people whose shared interpretation of their organization helps bind them together and separate them from the other group of employees. This can happen between organizational hierarchy, where people are from, etc. Subcultures talk in us vs them. (IT). Could be one department is a subculture of other departments. In this case, culture is located both inside each member's head AND in their communication with one another.

Routinization

if an innovation is implemented through the implementation process and it goes well, then the innovation may be incorporated into the everyday working of the organization.

Nullification

if someone is disagreeing with you, you try to attempt to persuade the dissenters that they are wrong or mistaken. It is an overt/direct strategy of suppressing dissent.

Discontinuance:

if the implementation process goes badly, the innovation may be rejected, so it is discontinued. (Such as a company trying to adopt and implement an innovation that is used in Japan but the company is unable to use the innovation).

Storytelling

important communication process (for change) in an organizational change. This is where you try to have those involved to have a narrative understanding. This provides people with a logical and comprehensive understanding that clearly identifies how parts interact. o Helps people see who changes impact them, that they are involved, and how it can help o Reduces uncertainty if the plotline offers information o Can be symbolic

Rituals:

informal celebrations that may or may not be officially sanctioned by the organization (office parties). When a work crew gets together at a local bar every Friday evening, then it is a ritual. This helps companies identify who they are in an organization. Helping employees feel like part of the community.

Edict Strategy

involves issuing a directive to implement the innovation without consulting with stakeholders. oIt is top-down strategy where top management makes the changes and tells the lower level to implement the innovation. oThis is used when change needs to be done rapidly oIt relies on drive and power

Avoidance Strategies

is a course of action which someone avoids a threatening issue/conflict. This can be done through refusing to admit the conflict, regression, commitments to revenge, etc. Avoidance does not fix the issue.

Centrality

is the degree to which an actor is central to a network. The more information you can control in a network, the more influence you have. The admin assistant normally is very central.

Selection:

learn from the result and the environment and discover why the actions had the results that they did. Part of sense making 3 step process. They are making sense of a situation. This is in bounded rationality model of decision making.

Mentor

minorities can use a mentor to tell them information about the organization and its culture so they help navigate the entry experience. They establish close, personal mentoring relationships with one or more senior employees. However, you can see that it is difficult for minorities it can be more difficult to find a mentor.

Unobtrusive control

not aware, this is used by cultural strategies as a form of control. Unobtrusive control is simultaneously the most potent and most fragile form of control. If workers really believe in the core beliefs of the company and support it they make good decisions. If not, then bad decisions. This is used with self-surveillance

Myth:

not true (although can be) taken literally to describe a situation, or make people be familiar with their surroundings. It points out truths that are normally taken for granted. Myth and stories point out potentially dangerous topics, events, or persons present in at least one of the organizations subcultures.

Open Persuasion:

occur when employees make their goals and methods clear to their targets. They can even bargain to both get what they want in the end. These are cooperative. This can also become competitive, where threats are made for people to do things.

Perceived Conflict:

occurs when one or more parties come to believe that someone stands between them and achieving their goals. This is created from someone actually telling someone they do not agree, and then both parties realize an actual conflict exists.

Accommodation

one party avoids conflict by simply giving it to another. This is a type of avoidance strategy when resolving a conflict by not resolving it at all.

Leadership moments:

opportunities to suggest a particular way to view events, messages, and communication (acting like a leader). You can communicate a frame this way if you are a manager. A frame which lets people know and believe they are working for a similar good goal. When you take control of a situation and people find that very management like and the inspire to also be like this.

Mixed-motive situation

two parties have incentives to cooperate and to compete at the same time. Even though two employees might disagree, they will still have to depend on each other in the future, which gives them the motive to be cooperative.

Convergence:

two things coming together (being able to take a picture and it is now digital and not on paper). Things such as a phone and a computer. Convergence makes it possible to link together two totally different types of applications.

Work Integration:

used to manage organizational work processes. Enterprise resource planning (ERP), electronic data interchange (EDI) systems, and office automation systems. The social intranet. Extranet (linking outside companies too)

Internetworking

using internet to deliver and access ICT (information and communication technology) applications. Rather than having all of the programs (skype, mail) separate, it was all put together. Such as Microsoft office Suit at Daimler.

Wholeness

variables that can be defined independently of each other, however when these systems interact it is what makes the organizational a "whole". It is never just parts of an organization, but the whole thing for it to work. In case the organization changes or brings a new variable, the entire system as a whole will change.

Telepresence

videoconferencing that delivers high quality video and audio. This is because it is very expensive, high definition, and allows it to feel like the person on conference call is in the same room as you.

Glass walls:

walls that are the greatest barrier to upward mobility for women and minority managers. This is due to some companies marginalizing others: they accept the presence of these people being in the organization, but they isolate them into spaces that have relatively low levels of power.

Surveillance

watching to see if someone is conforming to the policies (video cameras watching the workplace). This can also motivate employees to follow the rules.

Outsourcing:

when a company has a task that they pay from someone outside of the company to do. This person is not actually working for the company they are doing business for.

Development

when a dissenter has an opinion and he shares it to his supverisor instead of his boss's boss. The supervisor actually listens, thanks, and might even agree with the idea. When this happens it is development.

Groupthink:

when a group places consensus above all other priorities. Examples of this can happen in the political and corporate world. These people can receive information stating that their groups decision is unwise, but they still follow their idea due to the strong support the group had for it. It can also lead to an illusion of invulnerability for someone who disagrees with the group, seeing themselves separate from other groups if they do not conform.

Role Encapsulation:

when a newcomer comes to an organization, they experience role encapsulation, processes through which individual employees are perceived through racial or gender stereotypes. For example, some people may expect a male engineer to burn out and not care so much about his family, because in some cultures this is what proves masculinity, when instead the engineer is actually nurturing (like women)

Adoption

when companies start implementing innovations that they have caught on to through diffusion. This happened when all Japanese companies started adapting the quality improvement innovation. Then, after doing so, people around the globe also started adopting these innovations. Depending on the company's goals and needs, the type of adaption are different.

Manipulative Persuasion:

when influencers disguise their strategies but not their goals. Such as "going over someone's head". Seeking support from coworkers then going to the boss. Also seeking support from coworker, and manipulating interpersonal relationships. Integrating: making others feel important to get more followers.

Testing limits:

when newcomers intentionally violate the informal rules of the organization and observe and interpret other employees' responses to their actions.

Concertive control

when peers monitor and control one another in team arrangement: making sure people are well aware of all of the rules and regulations. Robs employees of the sense of autonomy.

identity

when someone begins to see their continued connection to an organization as an important part of who the are as a person. Particularly important, because it can also cause bad things (such as those who worked for BP and people were threatening them). But if the firm has a good image it is great.

Reification:

when someone identifies something that they created as having its own identity existence, and power. Giving something its own identity. For example, someone saying that they are a team. It is important for this to happen in companies, since this helps their relationship as a team grow but also they see themselves as representing the company than just speaking for themselves alone when doing a task.

Hostile environment sexual harassment:

when someone is making an employee uncomfortable by saying things and making them feel uncomfortable even if they are not having sex with the person. They are making the employee feel unsafe within their working environment.

Systematically Distorted Communication

when someone or upper management makes decision that is only good for their own wellbeing. This is like what happened with the banks and the financial crisis in 2008. Someone disguises their interests by saying it is in everyone's interest, or they simply do not tell the company and keep it a secret.

Egocentric influence

when you want to impose all of your own ideas and beliefs onto a group. You ca assume a person is like this if they are defensive, say they know what they are talking about, and have win-lose situations.

Quid pro quo sexual harassment:

where a person is promised rewards in exchange for sexual activity or threatened with punishment or job loss if they reject sexual proposals. This is a form of expressed denial (resistance of others) that is frequently expressed as harassment rather than discrimination.

Virtual Organizations:

: an organization that has no physical location. No building, no campus, no office. It exists on a computer network. Such as sales representatives for companies working from the comfort of their own homes. Or when customer service people working for an online company who does their business at home.

Broker:

: (either a central person or an organization) assembles and coordinates network organization. Such as you find an apartment broker to find you an apartment if you do not want to look yourself. The broker can be used in a network design. For example, a network of community mental health agencies might find that its clients need help with job placements. They could then approach a job-training and placement agency and arrange for it to join the network

Suprasystems

: a group of large systems within a company grouped together. The suprasystem can be a freight company, who has a subsystem of loading crew, and they are all a part of and even larger part, which is the actual trucking industry. Communications made between and in each system has an effect.

Maslow's Hierarchy of needs:

5 types of needs that employees need to work in a company. The lower level needs must be fulfilled, which makes the upper level needs become salient. 1.Physiological 2.Safety 3.Belongingness 4.Esteem or ego 5.Self actualization

Self-surveillance

: a process in which employees act in ways that are desired by the organization because they have internalized its core beliefs and values, identify with it, and feel positive emotions when they comply with its commands.

Anticipatory socialization:

Already having an idea of what to expect when starting a new job to fit in. If someone has already gone to several jobs, they have a good understanding of what to do when they enter a new organization. Employees know that they shouldn't slack off. Or that you expect a man to be higher in office than women. Some anticipations can be wrong. If anticipations are not filled, it can lead to low moral of the worker. If they are filled, it can lead to a very happy worker.

Compatibility

An influence on whether to adopt an innovation. Does the innovation meet the needs of potential adopters? If so, it is highly likely it will be adopted.

Relative advantage

An influence on whether to adopt an innovation. Is the effectiveness better? Does it have an economic advantage? The higher the advantage of the innovation the more willing people will want to do it.

Complexity

An influence on whether to adopt an innovation. It is the degree to which the innovation is relatively difficult to understand and use. If it is difficult, then there is a lower chance of adoption.

Observability

An influence on whether to adopt an innovation. The degree at which an innovation and its results are observable to others. If the advantage is good and the results are good and people can see this, it is likely it will be adopted. However, tings with stigma this well not happen. For example, giving out condoms for sex ed because sex is a stigma.

Trialability

An influence on whether to adopt an innovation. The degree to which users may experiment with the innovation before making a commitment to adopt. Higher degrees of trialability make adopting the innovation reversible. The greater the trialability of an innovation, the higher the rate of adoption. (Being able to try the item out. Like a cell phone, you can try out your friends cell phone relatively easy)

Equal Dissemination strategy

Approach to communicate change. change agents communicate to all stakeholders. This strategy emphasizes information sharing about the change, and information is shared readily and often. All types of media is used. o Pro: very open and projects image of fairness because everyone is communicating o Cons: uses a lot of resources and time. Sometimes those who disagree will have negative things to say.

Quid pro quo:

Approach to communicate change. involves concentrating communication efforts on stakeholders who have valuable resources that the organization needs, such as its key sources of funding and individuals with important contacts. Those with the most value are given privileges access to information. This is in case there is limited resources and that it would be good for the organization in the future. Hinges on restrictive involvement. o More efficient than first two. o Lets the change "sneak under the radar" o Con: those who are left out of the loop are likely to be angry, which can have negative long term effects

Reactionary approach:

Approach to communicate change. is where change agents do not engage in planned communication with stakeholders and communicate only when required to do so. These can be efforts that do not have to be communicated.

Need to know

Approach to communicate change. strategy is when change agents do not communicate about the change except with those who really have to know or who express desire to be informed. This can lead to people feeling left out, but it is the most efficient to transfer communication

Marketing

Approach to communicate change. strategy which hinges on tailoring messages to the variety of stakeholders involved. Agents must adapt communication depending on who is receiving it. For example board members may get an economic perspective, whereas clients would be informed about the improvement of the service. Tailored messages is a great way to communicate.

Organizational Culture:

Both managers and workers jointly create, sustain, and transform organizations. This was created because some people were offended without getting to choose about the corporate culture. This culture is not manipulated by the managers. It is complex , ever-changing collectives which are defined, stabilized, and sometimes transformed by the mutual actions of knowledge. IT IS AN EVOLUTIONARY PROCESS. Characteristics that all employees bring to the company.

Reformer Sinner

Confrontive Conflict Strategy: Integrated Strategy. One party takes a tough stance until the negotiation reaches an impasse and then makes a significant concession. This signals the party could compete but is willing to cooperate. This can be because one party really doesn't have a big priority of the issue. Makes a sense of empowerment.

Toughness

Confrontive Conflict Strategy: a competitive strategy in which the party takes a firm stance and refuses to make concessions at the outset. If everyone in a party does this, it will lead to everyone taking each other seriously and deciding on a fair decision for everyone.

Personalization

Confrontive Conflict Strategy: attacking the person of one's opponent(s), especially when the attack of impugns morals, reveal secrets, or makes accusations of assorted "-isms" (racist, sexist)

Coercion

Confrontive Conflict Strategy: comes in two forms as threats or promises. For example, Threats/Promises: Three conditions for success: I am going to do XYS if you do not do X. Plus over displays of power example: I am powerful so you must do what I say

Problem Solving

Confrontive Conflict Strategy: parties utilize one of the decision-making models defined earlier to work jointly through the conflict issues and identify options that meet both parties' needs. This requires both parties to think outside the box and not their original ideas.

Compromise

Confrontive Conflict Strategy: parties work together to find a resolution that partly satisfies both parties. Both gain and lose 50-50. Both parties must have some degree of willingness to sacrifice what they wanted. However, problems may still arise since parties didn't get 100% of what they wanted.

Cultural traffic

Global organizations' members bring a complex and varying set of understanding with them when they enter the organization, and these "imported" perspectives change as the surrounding cultures change. The changes can include environmental protection advocacy, ethnic relations, attitude toward work, new ideas for management, etc. It is because of their cultural background.

Intuition

Part of decision making. When a decision maker is faced with complex information and a demand for fast decision making, managers go "with their gut feeling" or "hunches". Rational decisions and previous experience and cues can suggest a true course of action. Can be gained through experiences.

Mythologies:

This can be made up of stories and myths combined. groups of interconnected symbols that support one another. Myth and stories point out potentially dangerous topics, events, or persons present in at least one of the organizations subcultures. Gains power from the process in which it is told.

hidden face:

This is an example of a surface structure (the conscious level of power that you can mentally and physically see). Hidden face is regulating public and private issues, such as some issues being considered privately or discussed privately or is taboo.

open face:

This is an example of a surface structure (the conscious level of power that you can mentally and physically see). Open face is displaying power such as threats, orders. This is one dimension of surface structure.

Deep acting

This is one way to manage display rules that a company expects. It can be done by learning to actually feel in the actions that they have to display. Because surface acting causes a lot of stress, deep acting can be better.

Surface acting:

This is one way to manage display rules that a company expects. One should pretend to feel the emotions that they must display. Displaying inauthentic emotions. This can lead to burnout and low self esteem having to act as something else.

Threats/Promises:

Three conditions for success: I am going to do XYS if you do not do X

Integrating teams

a dedicated team that is formed to help another teams form. Such as two joint ventures coming together and this team helping them overcome any issues of integration. This is part of the structural integration methods.

Framing

a leader develops her or his own view of reality and makes sense of the organizations past, present, and future in terms of that view. Then this person will communicate that view to subordinates. The key to framing lies within the employees memories. Can develop slogans to get it stuck in employees head.

Indirect questions

asking something that is not the actual question which gives them the answer to their real question. This is a way to some how find out about something that might not be good to discuss to prevent them from feeling embarrassed.

Conflict Frames:

assumptions about what a conflict or issue is about, predictions about the costs and rewards associated with different outcomes, definitions of one's position on a particular issue or group of issues, and preferences about how the conflict should be managed. This can be based on previous experiences. For example, if they are "Framing" an event that it may lead to a loss, their communicative strategies are less flexible. This also sets expectations on how parties in a conflict should act.

Participation strategy:

change agents delegate various aspects of the change effort to stakeholders when using this strategy. They allow the stakeholders in the process and final product so they feel they have control. o Complete participation: all stakeholders in specific roles o Delegated participation: people are formally selected to make decisions, such as being on a counsel.

Cooperatives:

collective organizations around specific economic philosophies. These cooperatives, especially in agriculture, were designed to empower smaller companies in the struggle against monopolies, primarily banks and railroads. This can help fix network organization problems

Conflict:

communication between people who depend on one another and who perceive that the others stand between them and the realization of their goals, aims, or values. This is also having discussions and negotiations about these agreements to find an agreeable solution. It can be hostile or not hostile.

Storytelling:

is an interactive process in which the teller presents his or her version of a story, usually leaving out many details, and other people can assume things. The storyteller can tell the story any way how the want, including with lies or without lies, with information or without information. But stories are normally never neutral.

Power:

is in the eye of the beholder. It is the belief by some members of a society or organization that they should obey the requests or commands and seek the favor and support of other members. Power is not possessed by a person, it is granted to that person by others. One person may have power to order people what to do, the other person may feel they have no power over the other. Power is a feature of interactions and interpersonal relationships not of individuals or organizational roles.

Politics

is power in communicative actions. It uses the influence of strategies to pursue one's own interest. It is the way that people try to communicate and persuade. This is why politicking is active when a lot of changes are taking pace that everyone might be questioning, such as hiring, firings, and promotions.

Implementation

is the translation of any tool or technique, process, or method of doing from knowledge to practice. Depending on the company's goals and needs, so the implementation involves adapting the innovation to the specific context of the organization. For example, Japanese innovation of quality management that worked in Japan that didn't work in the USA had to be adapted to the US context. For example, implementation is different from healthcare industry vs automotive

Empowerment: example:

knowledge (obtained from prestige or top secret files, or simply knowledge), is often used to dominate people, which is empowering. However, if the degree of balance in power is shared and this knowledge is then shared, then that means other are also being empowered.

Corporate Culture:

managers make organizations succeed by learning to use seemingly simple and relatively easy ways to work (a company culture), such as they are all sharing the same strategy paired with the same set of desired beliefs, values, loyalties, feelings, and the ways of viewing reality. These persuasive messages, rituals, rites, and so on generate significant increase profitability in their firm.

Rhetorical Messages:

messages which allow employees to pursue multiple objectives simultaneously - express feelings, create harmony, foster relational development, demonstrate sensitivity to others, obtain and/or use power, and generate productive outcomes. This is usually ambiguous. This is a persuasive strategy used for power.

Ceremonies

planned, formal, and ordained by management. Ex: when all employees are asked by their supervisor to appear at a media event to kick off a new line of shoes. This helps companies identify who they are in an organization. Helping employees feel like part of the community.

Stories

present events in sequences rather than in a list or chart. These stories can provide explanations of events, policies, procedures, and so on that are beyond doubt or argument. Myth and stories point out potentially dangerous topics, events, or persons present in at least one of the organizations subcultures. This helps people make a sense of their surroundings.

Groupware:

refers to networked ICT that enables members of a group to make decisions and coordinate their work in both short and long term projects. Microsoft office: able to save everything on the cloud, Microsoft Sharepoint and other type of project trackers that will be stored on a cloud for all to access.

Innovation:

refers to the creative process of generating ideas for practice. It may occur within the organization, but it also can happen from outside of the organization as well. For example, the quality improvement processes that revolutionized manufacturing during the late 20th century were developed in Japan as that country rebuilt its industries after WW2. They brought in a quality engineer from the USA who helped them produce better quality factories, like Toyota.

Self-disclosing

revealing a relatively private aspect of one's experiences or identity (saying how you like things to be done at work). For example, saying you would rather stay up all night working than miss a deadline at work, hoping your boss would also disclose something.

Disciplinary power

team surveillance/Concertive control, self-surveillance/unobtrusive control, and lastly control through rewards. These are not direct controls. This is as important as sovereign power. They oversimplify (so much information it is distorted) "power over" relationships.

Sociability

the feeling that they have meaningful interpersonal relationships with other people. This is important for you to feel like you are part of the team and needed at work.

Workflow

the flow of how the organization is working: where do departments fit into the workflow of the organization, and which departments work with which. Such as HR doing one thing, while Engineering does another, and what their work is, and how it all comes together.

Charisma

the image that someone possesses some divine, supernatural, or otherwise special talents or ambitions. A leader with Charisma can share where they see the organization going and get other people to follow along and make these changes. The envision holds all of the organization's desires.

Principles of systems thinking

the key parts of a successful organization : -the whole is more than the sum of its parts -cause and effect relationships in systems are complex - it takes time to find the right levers =to understand a system, don't just focus on the system itself -systems must adapt or they perish -history is important in organizational structures -systems must constantly learn and renew themselves

Identity:

the sense of who someone is as a person. These are tied to their society and is accepted assumptions. This is because people can form their identity through externalization, objectification, and then internalization.

Reality shock:

the sudden realization that what they took for granted in their previous organization is not what people take for granted in their new one. Or just that some of their views are different in their new organization from their old. So entering a new place, new employees must learn how to cope with these changes.

Environment:

the surroundings that you are in that can cause pressures (private organization environment includes its customers, its competitors, it stockholders, etc). The system has to adapt to new environments.

Organizational politics

the way in which power is exercised in organizations. It is potential sources of power and communicative strategies that can be used to manage organizational power relationships.

Display rules:

the way that employees are supposed to display their emotions at a job. Someone on a cruise ship should be happy so others feel happy, while a bill collector should be serious and make people feel guilt around them, and firemen should remain calm so those around them do

Telework:

A work arrangement in which employees spend at least part of the time working at home or off site, as a growing trend supported by the new ICTs. A number of telemarketers have this job.

Concertive control:

: control that arises from the concerted action of peers. Such as a few of the members wanting to work differently or harder than the others, creating a natural hierarchy. This can cause some members to feel frustrated. However, sometimes this is more effective because it is often much harder to recognize than control by managers or top-down rules, and the team sees it as their own development since it is established by themselves.

Self-managing teams

: intended to empower team members by enabling them to organize and govern themselves as they see best. This gives them the ability to be creative and feel important. They see their new power as a privilege and rise to the occasion, learning new skills and attitudes of leaders by making their own mistakes and correcting the course. Happy employees!

Routinized

: performing the same task in the same way every day, which can cause daydreaming, socializing with other frustrated workers and rebelling, defensive, leaving the organization

Information work:

: supports knowledge work by gathering entering, formatting, and processing information. These jobs include data entry and telemarketing (Data analytical!!) Often called pink collared work because it is middle pay that is normally staffed by women.

Futility Thesis:

A view of the government's role in economy. It states that governments simply cannot effectively direct a society or economy. IN a capitatim free market, the processes work invisibly and thus do not have to be managed or understood. Prevention of having leaders base their decisions on themselves and not what is best for the market.

Perversity thesis:

A view of the government's role in economy. It states that it is much more likely a government intervention on the free market economy will worsen the condition rather than solve the problem

Jeopardy Thesis

A view of the government's role in economy. It states that when government activities inevitably produce serious, perverse, unintended, and unanticipated consequences, so that whenever a government acts, it is likely to jeopardize the virtues of a society or the economic gains that have already been achieved.

Quality Improvement Teams

Charged with studying and solving problems in some organizational process and task forces, which focus on important high-profile problems to fix. It is composed of high-status members who bring credibility to the group

Knowledge Management:

Knowledge Management: practice and procedures that organizations use to identify, catalog, harness, and utilize valuable knowledge. Two types of knowledge management exists: ◦Organizational knowledge: consisting of accumulated experience in an area, such as an extensive database of customers or experience with developing and operating specialized product, for example computer-assisted inventory systems. ◦Expertise of employees: the employee can not keep all the knowledge they have learned to themselves, because the company invested in them and their training and let them use the computer.

Social Institution

They are institutions that have the legal power to regulation organizations, such as congress and the courts. For example: women in the work place can not be discriminated against as it is against the law

Normative influence

This is what is normal and what everyone else should live up to. When professionals go to work for an organization, they bring these values with them and influence the organization to adapt in ways consistent with professional norms. You conform so you are not ridiculed. Everyone should act professional if they want to work in a professional business.

Participatory Decision Making (PDM):

When all employees, even lower level, are allowed to make judgements and not be highly observed and taking orders from their managers. This is a relational strategy.

Centralized

When large decisions are set to be made at the top of the hierarchy. This means that all the major decisions facing the organization are made by the people who occupy the positions located at the top of the organizational hierarchy. Centralized decision making is at the top (only the CEO makes the big decisions).

Blended Relationships

When two employees relationships are not only professional, but also personal, because they begin to trust each other, tell each other secrets, and begin to form a very close relationship and become important people in each others lives. These are more complicated that natural relationships. One reason this can go bad is sharing private company information to the other, or having a falling out (in case it is in love) during the relationship.

Polarization

When western cultures tries to influence themselves on another that they do not want. people in non-western countries will be alienated due to their differences and will get angry from the cultural invasion, resulting in an increasingly hostile world.

Specialized

a field that one can do better than most who do not know the knowledge it requires. In a traditional system, you just work in the part that you are specialized in.

Laissez-Faire Capitalism:

a free market economic system has sufficient checks and balances in place to ensure that the legitimate interests of all members of a society will be met. (If everyone does their own thing their own way, the good companies will live and the bad companies will die). Government does not take part very much. SELF REGULATING SYSTEM. Hegemony in America.

Distributed Justice

allocation of rewards is just and fair (equitable). Then their trust in their supervisor will be stronger and they will commit more to the organization hey are working for. This is in a rule-rewards based traditional organization.

Knowledge Work

creating and applying knowledge (whereas production work is working on farms, etc and does not take knowledge). Knowledge work is done by scientists, engineers, etc. Knowledge that is intangible. Performing abstract operations (not a convayer belt). This can also be legal and financial advice and having the ability to come up with new ideas.

Redundancy:

causing the communication to fail due to non-useful communication since it is distorted

Wireless technologies:

cell phones, tablets, etc. These are a lot easier to make because it does not require (for like landline) to have to build big telephone towers and wires. They can also operate on batteries and have a long life, so it can be used on the road and you do not have to be at home.

Levers:

critical parts of an organization that can be used to change and control the system. These critical parts can be interdependent, some variables, people, and units. They will influence a number of other variables, effecting the entire system. For example, finding a way to maintain service quality or adding other variables can be a lever.

Prestige

degree to which a person is contacted by others as opposed to having to contact them (popularity). People with higher power are sought out by people with lower rankings. This simply can do with having people want to contact you.

Transactional leadership

develop because of the mutual exchanges that take place between parties, which is where the supervisor-subordinate communication is a two-way interactive process. There must be a lot of trust between the two. They naturally develop their own rules (pop in office or set up meetings). They focus on development or particular kinds of supervisor-subordinate relationships, where they recognize that neither person is wholly in charge. Leaders don't just make a decision alone but consult the group.

Electronic Data integration

enable the management of data exchange among units, divisions, and companies that have to coordinate their work. Having automated data passed to each other (such as ordering something), then it saves time and money rather than an employee always doing it.

Geographic information systems (GIS

enables us to see relationships that statistics and text cannot easily convey. It integrates hardware, software, and data for capturing managing and analyzing and displaying forms of geographically referenced information . Gov use to see how to deal with natural disasters like earth quakes

Action Team

engage in brief performance episodes that have clearly defined goals and end points. (Ex: surgical teams, firefighter teams)

Job Enrichment/enlargement

ensuring that workers are finding happiness within their work place and seeing their work as a benefit to their life and not just a mundane task

Production/Service Team:

factory assembly tea, a sales team, or a crew of flight attendants (the blue collars sort of, the ants of the mound). These are formal units that range in size. They define goals and tasks, they tend to repeat their work cycles, and their relationships with other work groups are often specified in form terms.

Bandwidth

greater bandwidth, the faster and more amount of information can flow. A range of frequencies within a given band, in particular that used for transmitting a signal. These are the pipes in which digital flows.

Cyberwarfare:

hackers getting into government bases, allowing them to turn off power grids and also steal our secret information.

Principles for team effectiveness

having 8 characteristics: 1.A clear, elevating goal 2.Results driven structure: members engage in performance monitoring and feedback 3.Competent team members: having the right skills for the project 4.Unified commitment 5.A collaborative climate 6.Standards of excellence: pressure to perform, a clear sense of the positive consequence for success 7.External support: ceo saying good job 8.Principled leadership: leadership saying why change is needed and how it benefits them and they empower all of the members

Diversity:

having a group filled with several different things (heritage, origin, sex, color, etc). It can bring potential new ideas and different views of situations and ways to interact with employees. It can also cause problems in case two people are not seeing eye to eye.

Cloud Computing

houses large data in a cloud - able to run SaaS programs through the cloud. It is a giant bank which can store files from many different servers. This allows people to access their stored files anywhere and also share them. It is remote access, not on a local server.

Density

how dense the communication network is and is measured by the ratio of how many links are actually in the network and how many links there could potentially of be between members. In traditional organizations density is low on purpose, so information sharing is restricted. Whereas in relational it is more dense.

Hegemony:

is when something has a predominant influence over others (these social norms have a dominance of how organizations act). Imperial dominance is established by means of culture, and this culture is what dominates the company. These consist of societal values and social myths. America naturally just believes in capitalistic natures. They can be natural (inevitable) and normal (what is expected and morally correct. THE IDEA THAT HIERARCHICAL RELATIONSHIPS THAT EXIST WITHIN A SOCIETY COME TO BE TREATED AS IF THEY ARE NORMAL. They are "taken for granted". Laissez-Faire Capitalism in US make us assume the free market and make us act independent, unlike other country culture.

Liaison

links cliques that would not otherwise be linked but is not a member of either clique, providing links between groups that would normally never be linked. They tend to be people with high prestige and good communication skills.

A Bridge

links two cliques but is member of both of them. This is a linking role that can be used in relational strategy.

Trained incapacity

only being good at the thing you are specialized in. You can see the largest difference between management and lower level workers. Managers are not actually able to understand the process that lower level hand workers are doing, so they do not fully understand the problem or appreciate the workers.

Legal Authority

organizations should be formed with rules, policies, and procedures that are unbiased. People are viewed in terms of the roles that they play in the organization, and view person's values, rights, and obligations in terms of the formal positions they hold.

Uniplex Relationships

parties always talk about the same topics (ex: work or sports). They do not go into much detail of anything personal.

Multiplex Relationships:

parties communicate about a wide variety of topics and play a number of different roles with one another (boss and also a fellow soccer player). These tend to be long term, complex, and emotional, and trusting.

Power Distance

people learn to accept and value hierarchical power relationships. For example, lower level employees know they are low level and do not try to cross the upper level employees, since they are a higher hierarchy and thus have more power and should be respected. This means technicians accept that management makes all the decisions for them.

Decentralized:

power is not at the top in one place and decision making is distributed throughout the organization. This can be helpful because the fewer exchanges means less interpretation and less alternation of messages.

Process System

process order that can have an influence on an organization. Gives an understanding of processes that influence the organization. The relationships among the variables include causation and influence in this type of system. Such as if HR

Closeness

refers to the ease with which a person can reach others in the communication network. The more people someone can reach without going through others, the easier. They receive more communication than they must send. An example is an administrator assistant, anyone can contact them.

Face Management

related to the culture/gender idea of respect while communicating so they aren't publicly embarrassed. You must allow people to save face in case you are confronting them about something instead of embarrassing them. This is especially for people with communitarian orientations such as woman, Latin Americans, and Asians.

Deskilling jobs

segmenting simplifying and routinizing them - making them as "impoverished" and "small" as possible so that people will fit into their roles as parts in an organizational machine. This causes for the employee to have little flexibility.

Project/development teams

set up on a temporary basis to carry out a specific task within a specified time frame that can be from a few months to a few years. This is sometimes to develop new products or promote new strategies. The members are borrowed from other departments of the company and can be made up of cross-functional members, bringing in other aspects.

Integrating Teams

set up specifically to coordinate activities of different groups or departments in an organization. (Ex: merger team helps two companies merge together, or two departments solving a problem to come together).

Cyberespionage:

simple hacking into a computer, where an outsider gets on a company computer and steals valuable information, such as credit and banking information.

Legitimized

something (regulation) that has become obvious. This happens throughout the companies earlier history which builds its culture/regulations. It can be NATURAL (obvious beyond debate) or NORMAL (expected and morally correct).

Unintended consequence

something that happens that was not intended, such as specialization, causing employees to be good at only one thing and not be able to perform other objectives in the company.

Chain of command

subordinates reporting to manager, who then reports to those higher than them, who then reports to the CEO. Nobody goes over their supervisor's head. This way of communicating is slow because ideas must go through multiple people and can get distorted.

Hybridization:

that it is a challenge imposed by globalization is for countries and individuals to find a healthy balance between preserving their own sense of identity, home, and community while living with a global economic system. Local places adapting outside culture. Modifying moral values but retaining distinct character.

Tightly Coupled:

when (systems) something goes wrong in one part of the system, other parts are effected almost instantly because the two variables are so close together.

Coercive Influence

when organizations are forced to adopt certain structures or practices by other institutions (caused by larger social/political systems). Ex: wal mart makes their suppliers attach digital identification devices to their products sold to wal mart, even though it costs a lot of money for them, they wanted to stay in business.

Specialization

when you learn a lot about how to do a certain task. Specialization can be a problem because it makes an employee very inflexible and unable to do other tasks.

Ubiquitous computing:

where computing is made to appear anytime anywhere. It can occur on any device, on any location, in any format. For example, computers are even now in sewing machines. This is due to the advance if OCTs and also the increasing miniaturization.

Hierarchy

where supervisor is on top and employees are on the bottom, it is a lineage that shows who is the most important and who will be reporting to who. This creates a status within the work place.

Stability/Predictable/Structure

who they are, where they fit, and how they and their peers are likely to act in different situations. This allows them to see where they are in their life.

Bureaucracy

working by following a set of rules and processes (which can cause inefficacy). This seems to be natural to the western world. Rules are in place to ensure that nothing unfair happens.