CMST 446 Final Exam

Explain What a Brand is

Are a set of values that are embodied in an identifiable object, product, service, person, or place that communicates what it stands for and offers a functional, symbolic, and/or experiential promise to customers and other stakeholders

High and Low Stakes

Low Stakes - when stakes are low in a situation, time is of the essence, then groups tend to be more effective High Stakes - when stakes are high and quality is critical, then teams tend to be more effective

What is Social Media Usage?

When working with social media, organizations benefit from having social media policies in place, they serve to make sure everyone involved behave ethically when engaging with others on the platform

Definition of a Group

They are a collection of individuals who seek to achieve their purpose through a series of discrete contributions - They typically have members that have specific roles that they play

Define Agenda-Setting Function of Media and its 2 forms (Issue & Attribute Salience)

This is based on the concept that mass media tells us not what to think, but rather what to think about Ex.) This is based upon what news stories media covers, how they position those in the media (e.g., lead stories), and how media presents those stories (e.g., bold headline above the newspaper fold or w/ accompanying visuals) Issue Salience: The way people will then come to attach MEANING to a topic's importance Attribute Salience: The ways that media influences HOW we think about issues

What is the "Face" of Yourself?

This is what you value, believe, how you behave, your com style, and even the clothes you wear

Define Trust

Trust indicates a willingness to be vulnerable in the presence of others b/c one expects the other(s) to behave w/o taking advantage or being opportunistic

Explain What Volunteer Cadres Are

Volunteer Cadres are groups of people, who agree together, to help multiple organizations - They develop their own org culture and build relationships among the volunteers before entering a nonprofit org - Not all volunteer cadres must be in-tact groups or teams

Define the Characteristics of a Group

- Single leader and multiple followers - Individual accountability - Purpose/goals created by the org - Individual products - Meetings and asynchronous com - Individual and team evaluations - Time efficient

What are the 4 Mistakes to Avoid in the Decision Making Process?

1.) Procrastination: when the team puts off making a decision until it's crunch time 2.) Groupthink: team members place more importance on maintaining harmony than making a rational or functional decision - Can happen b/c of relational/ID goals, avoid providing dissenting viewpoints, and engaging with outside influences 3.) Bolstering: After making a quick decision, the team emphasizes the positive aspects of the decision and minimizes the negative aspects of it 4.) Failure to share information: there's always going to be info that are known to some but not known to others

What are the 3 Reasons that People are attracted to Toxic Leaders and/or Followers?

1.) Psychoanalytic Explanation of Toxic Behaviors - Grounded in our basic evolutionary needs for an authority figure to fulfill our needs/desires for protection and security Ex.) May be because this person wants to fulfill their esteem needs or to reach their own personal goals. Most obvious when people are less mature and competent, inexperienced, have insecure forms of attachment, or lack basic needs for survival 2.) Cognitive-Psychological Explanation of Toxic Behaviors - Based in how people make sense of reality Ex.) May be because this person matches their implicit theories of Lship and Fship. Most obvious when people attempt to reduce uncertainty or have no other comparative alternatives available 3.) Social-Psychological Explanation of Toxic Behaviors - Anchored in identity, specifically social identity, the need for ID and the need to belong Ex.) May be because this person can confirm or effect one's self-concept, which touches on people's emotions. Most obvious when people feel the need to belong or the need for identity

Define GrassR.O.O.T.S 5 Approaches to Handling Public Social Problems (Hint: merges leadership and followership behaviors)

1.) R-ely upon different power bases - Referent, more than legitimate, reward, or coercive 2.) O-perate using a 3-pronged approach - By focusing on the individual, organization, and community 3.) O-ptimal = deliberate, proactive, & consistent - These process are more effective when they are deliberate, proactive, intentional, and consistent 4.) T-hrive when designated donor resources - Grassroots efforts thrive when those involved in implementation determine how donor resources are going to be used rather than the donor dictating how the funds are going to be used 5.) S-ucceed by exceeding expectations - Grassroots efforts exceed expectations when the community/social issues are prioritized, rather than the leaders and followers

What are the three dimensions of Social Capital?

1.) Relationships - Form b/c these individuals communicate competently to build connections with others 2.) Resources - Both tangible (e.g., money, access to media/social media outlets, space on which to put forward a platform) and intangible (e.g., status, ready-made follower relationships, expertise) 3.) Relative Impact - About reaching as many people as possible, finding a way to make social justice issues ring true for those who may not be directly involved with the issue

Identify and Explain the 6 Principles of the Sense-Making Process

1.) Retrospective and Prospective - Sense-making has to be retrospective (drawing upon observations that have occurred over time to show us a level of contradiction) which makes our actions that are associated with the sense-making (can only occur in the present/future; prospective) 2.) Plausibility - About people's perceptions of the truth. We ask ourselves whether the stories being created to explain the contradiction ring true for us, based on past experiences/any additional data we have access to 3.) Identity - Who we believe WE are, as individuals or an organization at any given point in time. Influenced by how we behave and the meaning we attach to events/by who others believe we are 4.) Socialization - All of our background experiences (cultures, education, norms, attitudes, etc.) that help us shape how we interpret a situation 5.) Ongoing - We're continuously shaping/reacting to the environments around us to enhance the story that will soon be part of the data we us in the sense-making process 6.) Cues - Each piece of info we encounter helps us determine what's relevant, a reasonable explanation for the situation, and a link to a broader network of meanings

Define and Explain the Different Types of "Faces" (3)

1.) Self-Face: - Concern for one's own image - at cultural level, this is valued more when the culture leans towards individualism, low-context com, and low power distance 2.) Other-Face: - Concern for the other party or persons' image 3.) Mutual-Face: - Concern for both your own and another's self-image - More valued by cultures aligned with certain culture dimension like collectivism, high-context com, and high power distance

What are the 5 Strategies for Long-term Celebrity Activism Success?

1.) Shared Understanding - Competent com (involves ensuring appropriate framing of the social issue being addressed for potential supporters) 2.) Set Winnable Milestones - Setting incremental, achievable goals and creating opportunities to celebrate successes along the way 3.) Think Massive - Whatever the scale of the problem that's being addressed, the solution MUST match 4.) Drive Demand - Making sure to meet the needs of those involved in the situation - Most difficult aspects of being competent in these situations 5.) Embrace Corrections - Competent leaders/followers must be willing to evaluate the situation and change direction when necessary

Define and Explain What the Sense-Making Process is and Why/How it Occurs

- They may engage in these processes when their expectations do NOT match their experiences (EVT) or when they believe they can no longer function in a particular situation - We do this to bring order and organization to our lives - Occurs when situations are unpredictable, inconsistent, open to interpretation/multiple interpretations, etc. and all these situations may lead one to react defensively as a mechanism of self-protection A continuous process that bridges one's past and present experiences with one's expectations - Occurs during situations involving uncertainty, equivocality, and paradoxical

Define the Cultural Metaphor

-This metaphor views orgs as communication, with culture as a socially constructed process among leaders and followers - Through interaction, leaders and followers create, maintain, and/or change a shared reality - Views organizational culture as something an org is, not what it has

Define and Explain the 3 Stages that Characterize the Socialization Process

1.) Anticipatory Socialization - Involves our ideas and expectations of what a job is like before entering the organization, (e.g., what we learn from everyday experiences and job-specific research) 2.) Assimilation - Involves the processes of how people become accepted members (socialized) into an org's communication cultures and make changes to those cultures to meet their needs and goals, which happens after they are hired (e.g., encounter/entry stage, how we are expected to do a job and the way members of the org do/say things) 3.) Metamorphosis - Occurs when a leader or a follower becomes an accepted member of the org. as an accepted member, Ls/Fs participate in learning behaviors/attitudes, and/or modifying existing ones

Define and Explain the 6 Facework Behaviors of Face Negotiation Theory

1.) Autonomy face: - The need for others to acknowledge our individuality apart from the group and privacy 2.) Fellowship face: - AKA: inclusion face, the need for inclusion 3.) Status face: - The need to be respected for our assets (e.g., prestige, power, position, etc.) 4.) Reliability face: - The need for our verbal/nonverbal behaviors to be seen as trustworthy, loyal, and consistent 5.) Competence face: - The need to be recognized for our abilities (e.g., intelligence, expertise, social skills, etc.) 6.) Moral face: - The need to be valued for one's ethics, honor, and integrity

Identify and Explain the 5 Conflict Management Strategies

1.) Avoiding (lose/lose) - using no personal or positional power bases b/c one or both parties are operating as if there's no conflict 2.) Dominating/Forcing (win/lose) - using legitimate or positional power bases to require someone to resolve the conflict in a desired manner 3.) Compromising (kind of win/kind of lose) - combo of personal and positional power bases where the solution is partially acceptable to everyone and completely acceptable to no one 4.) Accommodating/Obliging (lose/win) - uses no personal or positional power bases b/c one of the team members simply gives in to the other team member's wishes 5.) Collaborating/Integrating (win/win) - primarily personal power bases where both parties listen to each other's concerns and work together to reach a mutually satisfying solution to the conflict

What are the 4 Competencies Necessary For Political Skill?

1.) Social Astuteness - The ability to informally adapt in order to understand one's own and others' behaviors, while being keenly attuned to diverse situations - Plays critical role in breaking glass ceiling barriers for women's and minority's career progression 2.) Interpersonal Influence - Ability to exert powerful influence to adapt one's own behavior to the situation and alter another's attitudes, behaviors, or beliefs - The foundation for Fs/Ls capability in forming coalitions/relationships with others that result in personal status gains 3.) Networking Ability - The capacity to develop a diverse set of connections for personal and professional success 4.) Apparent Sincerity - The ability to appear to others as possessing high levels of integrity, authenticity, and genuineness

What do Celebrity Leaders share in common?

1.) Social Capital - all about the relationships, resources, and relative impact a person or group of people has on the larger society

What are the 8 Dimensions of Charismatic Rhetoric and it's Benefits and/or Goals?

1.) Collective Focus: - Refers to employing more references to the group and less to personal self-interests - Benefit: creating sense of community/unity to promote trust/motivation 2.) Temporal Orientation - Involves making more references to the connections between the past and present - Benefit: useful for explaining a current position and substantiating a compelling vision for the future 3.) Followers' Worth - Spotlighting the supporters' value to the leader and the collective - Benefit: Beneficial for leaders to inspire others to strive for goals, increase support, and enhance followers' self-efficacy 4.) Similarity to Followers - Involves downplaying differences between leaders and supporters while drawing attention to the benefits of communality - Benefit/Goal: Building on the sense of community, can be done by referencing shared experiences 5.) Values and Moral Justifications - Referring to ethical beliefs and ideals - Benefit/Goal: Goal is to inspire followers by creating messages that both compliment and challenge followers' values to align collective goals w/ values of the individual followers 6.) Tangibility - Use of flowery or grandiose language that creates an intangible and less concrete vision of the future - Benefit/Goal: Goal is to maintain followers' commitment, yet not diminish motivation as certain goals are meant 7.) Action - Verbalizing and enacting a consistent. powerful, and meaningful vision (There's a difference between "telling" and "doing" - Benefit/Goal: Verbalizing/enacting behaviors that mimc core values embedded in a vision can be highly influential (Should be visible to followers through a leader's actions 8.) Adversity - Convincing followers that the leader's vision of the future is superior to their perceptions of the present (Ex.) Biden's America Vs. Trump's America) - Benefit/Goal: Leader may emphasize hardships or highlight current negative conditions to contrast with the vision or promote that following the vision is more of a necessity, rather than a desire

Identify the 3 Types of Trust

1.) Companion trust: 2.) Competence trust: 3.) Commitment trust:

Identify and Explain the 3 Organizational Change Process Models

1.) Death and Decay Stage (ending/losing/letting go) - Where people recognize that change is needed 2.) Calm Before the Change Storm (neutral zone) - think about that gray-green sky appearing immediately before a tornado rips through an area 3.) New Beginnings - when the change has been executed, implemented, and incorporated into the org's culture

Define and Explain the 6 Aspects of Social Media Usage

1.) Engagement: - Statements that help people interact with others on social media (talking to audience) 2.) Responsibility: - Statements that help people interact with respect and restraint (content is accurate and reliable) 3.) Privacy: - Statements that ensure everyone's public image is meant for public consumption (Keep personal information private) 4.) Protection: - Statements that minimize negative consequences (ex. "we do not tolerate discriminatory behavior") 5.) Transparency: - statements that keep a nonprofit and its members real in the eyes of others ("build trust by being open and transparent") 6.) Respect: - statements that likely represent the "treat others as you want to be treated" adage.

What are the 7 Characteristics of Toxic Leaders & Followers?

1.) Incompetent - Lack the com and political skill required to use power positively 2.) Rigid - Lack the ability to adapt and accept new/different ideas, info, and changing circumstances 3.) Intemperate - Forceful and lack self-control 4.) Callous - Disconfirming; Ignore or put down others with a clear disregard for others' thoughts and feelings 5.) Corrupt - Driven by their own self-interest, rather than the interests of the collective, to the extent that they justify lying, cheating, and stealing 6.) Insular - They either lack adequate concern/awareness for others' well-being, or those who may be affected by their decisions 7.) Evil - Commit psychological and/or physical harm to others by using pain and suffering as an instrument of power

What are the Benefits of Cultural Sensitivity (7)?

1.) Increased trust 2.) Increased satisfaction 3.) Increased empowerment 4.) Increased morale 5.) Increased Motivation 6.) Increased follower voice (upward feedback) 7.) Increased sense of community

Identify the 3 Cultural Dimensions

1.) Individualism-Collectivism 2.) Uncertainty-Avoidance 3.) Power Distance

What are the 3 Elements Necessary to Facilitate Cultural Sensitivity?

1.) Knowledge - self and other awareness and willingness to learn 2.) Openness - Open-mindedness, empathy, and non-judgement 3.) Interaction Involvement - Being responsive, willing to listen and being receptive

What are the 6 Destructive Behaviors of Toxic Followers and Leaders?

1.) Lack of integrity and honesty - Lying to followers to bolster a powerful vision/misleading followers thorough lies 2.) Outsized ambition putting the leader's quest for glory above the well-being of others - Making an overthrow a trigger for downfall of the system 3.) Egotism and arrogance that foster incompetence and corruption - Building a totalitarian regime/failing to nurture other leaders 4.) Actions that "intimidate, demoralize, demean, & marginalize" others - Playing on fears and needs/setting one group against another and fostering hatred of other groups among followers 5.) Breaching opponents' and followers' basic human rights and stifling criticism - Violating the rights of followers or non-followers/blocking constructive criticism 6.) Holding tight to power by undermining potential successors - Feeding unrealistic illusions to followers and thereby fueling dependency (AKA: The glass ceiling phenomenon)

Identify Group & Team Developmental Process (3 Models)

1.) Life Cycle Model 2.) Telelogical Model 3.) Dialogical Model

Define the Characteristics of Nonprofit Organizations (9)

1.) Mission - A nonprofit fulfills a community need 2.) Funding - Nonprofits often begin in people's homes on a minimal budget. They originate organically, are generally funded by "start-up" donations, and depend on print, broadcast, and social media to promote themselves 3.) Feedback Processes and Audiences - Nonprofits serve multiple audiences and they must adapt their com to meet those various audiences' needs (e.g., volunteers who are part of the larger community, users of their products/services, donors/potential donors, and followers/leaders in orgs with which they might ally) 4.) Goodwill - Nonprofits must depend upon the goodwill they create in the community to remain viable (Goodwill = The behaviors perceived as compassionate, other-serving, and generous) 5.) Leadership and Followership Roles - In nonprofits, the leadership/followership roles are even more fluid than they are in other org structures 6.) Federal Status - BOTH for/non-profits must file annual income taxes even though the nonprofits don't have to provide a portion of their revenue to the government in the form of income taxes 7.) Organizational Culture - Nonprofits are more likely to have clan cultures (where organizational members operate similar to a family in a friendly work environment), people create long-term bonds with others, and Ls/Fs focus on mentoring, team-building, and facilitative behaviors - SOME nonprofits operate as person cultures (where the individual members are more important than the org; few hierarchical layers, and it is critically important for how employees, volunteers, and larger community are treated) 8.) Followers, Leaders, & Volunteers - Nonprofits tend to not be able to operate successfully w/o their volunteers or interns 9.) Power Bases - The effectiveness of power bases are more limited in nonprofits and volunteer-rich organizations - Volunteers are tied to the nonprofit primarily by their belief in its vision, mission, and values and can continue to support those principles w/o necessarily volunteering in the org

Identify the 4 Types of "Co-Cultural" Organizations

1.) Multicultural 2.) Multinational 3.) International 4.) Global

Identify and Explain the 7 Types of Crises

1.) Natural Crises - hurricanes, tornadoes, floods, etc. Types of disasters that come unknowingly and are "acts of God" 2.) Technological Crises - when complex tech and human error collide - Can cause explosions, crashes, and nuclear meltdowns, (think about the NASA Challenger explosion) 3.) Confrontation Crises - a human-made crisis and occurs when people organize to fight a business or policy - Ex.) Protesting for better pay and to end racial discrimination 4.) Malevolence Crises - Instigated by individuals using criminal or violent means to vent their anger and possibly destroy an org Ex.) Terrorism, kidnapping, firebombing, product tampering etc. Ex.) the Tylenol murders, where someone was putting cyanide into the bottles. The brand made bottle seals in order to product customers and gain back trust. 5.) Skewed Management Values Crises - when the spoken and unspoken culture of an org is "profits at any cost" - dismisses the importance of customer, shareholder, and stakeholder interests and is very self-serving (Putting cheap fillers in dog food) 6.)Deception Crises - when management hides info or misrepresents itself or its products 7.) Leadership Misconduct Crises - involves corporate skewed values, illegalities, and amoral behavior - Think Robert Kraft, (pats owner) that allegedly attempted to solicit sex

Identify and Explain the 3 Levels of Listener-Adapted Messages

1.) Person-Centered Messages - A tailor-made message for a specific individual and context; reflects the communicator's ability to anticipate response and adjust accordingly 2.) 3.)

What are the 4 Levels of Personal Brands (4) and Who are They Valued By?

1.) Personal - Any individual Valued by: Universally valued 2.) Celebrity - Well-known identities Ex.) Oprah Winfrey, Danny Devito, etc. Valued by: users/consumers 3.) Business person - CEOs or C-Suite Ex.) Jeff Bezos, Mark Zuckerburg, Elon Musk, etc. Valued by: employees & stock markets 4.) Political - Leaders/candidates-government, civil rights, activists) Ex.) Biden, Trump, Sarah Palin, Valued by: voters/citizens

Define and Explain the 3 Types of Conflict

1.) Task conflicts: occur at the group level and concern disagreements regarding how best to accomplish team goals - Sometimes the disagreements can lead to enhanced productivity and innovation 2.) Relational conflicts: occur at the dyadic or triadic level and highlight interpersonal differences in attitudes, beliefs, or values - These differences have the potential to be even more detrimental to the team's functioning b/c they often remain unaddressed 3.) Identity conflicts: concern people who ARE in relation to each other and the larger team - may play out b/c people find themselves in competing roles or unable to play the role they desire or believe they are best suited to play

Define and Explain the 3 Assumptions of Organizational Culture Theory (OCT)

1.) Tribes: - Through interaction and its contextual features, Ls/Fs create, maintain, and/or change a lived reality, an organizational culture - Emphasizes the importance of interaction as well as contextual features influencing interaction. Not only is interaction required, but context also plays a critical role in organizational culture 2.) Webs: - Sense-making and the way symbols are used/interpreted among Ls/Fs play critical roles in the process and structure of organizational culture - This idea relies on sense-making processes and the web metaphor of culture to describe organizational culture as a process and culture as a structure 3.) Variation: - Cultures vary across orgs, accounting for the variability/variation of Ls'/Fs' communicative performances and serving as indicators of organizational culture - We develop a better sense of an org's culture web by examining the way followers/leaders communicate throughout 5 components of communicative performance (rituals, passion, sociality, politics, and enculturation)

What are the Characteristics of a Team (5)?

1.) Trust 2.) Psychological Safety 3.) Conflict & Negotiation 4.) Shared Leadership 5.) Decision-making Processes

What are the 4 Competencies for Managing Political Risk?

1.) Understand - Evaluate ways the company's brand/products lends itself to being served on the political risk plate - Questions to ask: think about the "what if?". "What if they are wrong? " and "What if something can or does go wrong?" 2.) Analyze - Info is key and quality info likes to play hide-and-seek. DO THE RESEARCH, hunt for good info, and test for groupthink. MUST put into practice distinguishing between valuable and vulnerable assets and integrating risk analysis into formal practice during decision-making - Questions to ask: "How can we get good info about the political risk we face?, "How can we ensure rigorous analysis? 3.) Mitigate - Leaders/followers should ensure they have built strong relationships with external stakeholder and established protocols/ways to monitor awareness (all this in order to preemptively minimize the potential damage of political risk) - Question to ask: "How can we reduce exposure to the political risks we have identified? 4.) Respond - Leaders/followers should assess whether they are capitalizing on near misses, reacting effectively to crises, and developing mechanisms for continuous learning

What Happens When an Expectancy is Violated?

1.) We try to make sense of what the behavior means 2.) We attach a positive or negative valence (value) to our evaluation of the violating behavior

Define and Explain the 4 factors that Best Predict Resistance to Change

1.) Weak leader-follower relationships predict resistance to change - if you're unhappy and don't have a strong relationship with your leaders/followers, helping them work through the change, engaging in new behaviors, etc. 2.) Personality traits and differences predict resistance to change - having negative personality traits that lead them to see a situation pessimistically 3.) the more leaders/followers participate in the decision-making process, the less likely they are to resist change - shutting people out of the process and springing changes on them at the last minute can stimulate resistance to change 4.) The less secure people feel in their jobs, the more likely they are to resist change - Because the outcomes of those changes are uncertain

Explain How Leaders & Followers may Experience the Socialization Process (2)

1.) Whey they're beginning work at an organization as a newcomer 2.) When they're entering a new role within an organization (promotion, position transfer/re-assignment, etc.)

Define and Explain the Top Mistakes that Nonprofits Make on Social Media

2nd Part of the Table: Reason: Boring Posts

Define Psychological Safety and What it is in a Team Environment

A belief shared among team members, encompasses relational and ID goals - In a team environment: it facilitates risk taking and authentic behaviors b/c people don't have to be fearful of how others will respond

Explain What a Crisis Is

A crisis is something that disrupts business, builds in intensity, produces extreme negative results (such as death or destruction to human life and property), can damage the reputation of an org's products and services, brings unwanted public attention from the media/government, and may result in irreparable harm to the org

Explain What Apologia Is

A formal defense of an attitude, belief, or behavior Ex.) how a person responds or reacts to a crisis and their different strategies to resolve, deny, or correct the crisis

Define "Face"

A metaphor for self-image - it's about identity respect and other-identity consideration issues within and beyond the actual encounter episode (e.g., the face of the company)

What is the 4D Model of Followership and Leadership?

A useful resource for nonprofits to assess how followers and leaders interact and react to stressors within an organizational setting

Define and Explain Accommodation, Non-Accommodation, Over-Accommodation, & Under-Accommodation

Accommodation: - Occurs when followers and leaders, who seek social approval from others, try to recognize when it's considered competent to alter our own com behaviors to better match (CONVERGENCE) or mismatch (DIVERGENCE) the communication behaviors of others Non-Accommodation: - Occurs when people do not alter their com behaviors to meet the needs of others and thus maintain and/or increase social distance - Leaders with formal power, more likely to use non-accommodation strategies b/c they don't need to accommodate to maintain the power structure Under-Accommodation: - Involves attempting to engage in adaptive com behaviors w/o achieving the goal of convergence Over-Accommodation: - When leaders/followers engage in so many com behaviors to promote convergence that they actually end up patronizing or condescending to others in the out-group

Define and Explain What Communication Accommodation Theory Is

According to this theory, language, context, identity, and power interact as people decide what communication behaviors to use during an interaction - We use those 4 factors to develop messages with the goal of having others perceive us as being in tune with them Consists of convergence/divergence within the aspect of accommodation, non-accommodation, under-accommodation, and over-accommodation

Define and Explain What Situational Crisis Communication Theory Is

According to this theory, the circumstance should determine the response

Teams Vs. Groups "Motto"

All teams are groups but not all groups are teams

Define and Explain What a Communication Plan Is

Because all crises have three things in common (a high degree of uncertainty, a short time to respond, and increased pressure for information), to handle the upsurge in expectations, it requires a lot of planning and practice Therefore, a communication plan is something that's set in place for a crisis BEFORE it actually happens - The preparation that an organization and/or leaders/follower may have before a crisis happens

Identify and Explain Socialization Strategies and it's 3 Categories

Category 1: Context - focuses on situational aspects that one may find themselves as they are provided/presented w/ role-related info Category 2: Content - Involves understanding the behaviors/expectations of a job and the organization (focuses on the way Ls/Fs acquire time-related knowledge about assuming their roles) Category 3: Social - Involves understanding the way organizational members do or say things through different layers of interaction

Define Conflict and Negotiation

Conflict and negotiation generally focuses on task communication, relational communication, and identity communication - Because conflicts occur between, and among people, they MUST be both expressed and involve affect

Identify & Explain Cultural Ethnocentrism is and it's 3 Stages

Cultural Ethnocentrism is when leaders and followers aren't interested in acknowledging that cultural differences exist, so they are said to be in the ethnocentrism stages: 1.) Denial State: - People who only recognize their own culture; they may stereotype other cultures or interact only with their in-groups 2.) Defense State: - People who recognize there are other cultures and believe theirs is the best 3.) Minimization State: - People who acknowledge cultural differences and believe they are being culturally sensitive even though they aren't

Define & Explain What Cultural Ethnorelativism is and it's 3 Stages

Cultural Ethnorelativism is when leaders/followers are interested in cultural differences and thus are motivated to seek out those differences 1.) Acceptance State: - People who're motivated to learn about other cultures and recognize the same com behavior can have different meanings in different cultures - though they may not agree w/ the cultural practices/meanings of others, they're genuinely curious about how other cultures operate 2.) Adaptation State: - People who have learned to use the norms and can empathize with people from another culture - People recognize their own values and respect the values of other cultures 3.) Integration State: - People who seamlessly transition from one set of cultural norms to another - often multi-lingual, multi-racial, and/or multi-cultural, and have spent significant amounts of formative time in multiple cultures

Explain what Cultural Sensitivity Development Is

Cultural sensitivity development provides a framework for understanding people's perspectives on co-cultural interactions and becoming more culturally sensitive

Define Uncertainty-Avoidance, both High and Low (Cultural Dimension)

Deals with how well a society handles ambiguity and unstructured environment High Uncertainty Avoidance Cultures: - Tend to think "what is different is dangerous" - Power of superiors depends on control of uncertainties; task orientation - Superiors are pessimistic about employees' ambition and leadership capacities Low Uncertainty Avoidance Cultures: - Tend to think "what is different is curious" - Power of superiors depends on position and relationships; relationship orientation - Superiors are optimistic about employees' ambition and leadership capacity

Define and Explain Constructivist Theory

Definition: - Says that people construct knowledge rather than just passively take in information. As people experience the world and reflect upon those experiences, they build their own representations and incorporate new information into their pre-existing knowledge (Schemas) Example: - If i believe that friends are always nice and I meet a new person, who is always nice to me, I may call them a friend. Thus, I am now assimilating them into my schema. BUT, if I meet a different person who sometimes pushes me to try harder and is NOT always nice, I may decide to change my schema to accommodate this person by deciding a friend doesn't always need to be nice if they have my interests in mind (Related to assimilation and accommodation)

Define Intermedia Agenda Setting

Examines the ways in which different forms of media interact with each other Ex.) How do bloggers and traditional social media interact to help us determine what to think about and how to think about issues? (How "fake news" sites interact w/ traditional media, which are assumed to be factual)

What is Face Negotiation Theory?

Explains how culture (norms and values) impact the way leaders/followers orient and manage face as well as how they manage conflict situations

Explain the Life Cycle Model and it's 5 Stages

Focuses on the stages thru which groups come together and come apart 1.) Forming - followers are assigned to work together and begin the uncertainty reduction process by getting to know each other/what needs to be done 2.) Storming - members seek status/specific roles, such as leader, and question the group's structure 3.) Norming - "righting the ship", members develop guideline for operating/move forward to complete task 4.) Performing - "light at the end of the tunnel", members complete the task/implement the decision 5.) Adjourning - group comes apart and disassembles

Define and Explain Socialization

Focuses on understanding "what we do" - Defined as the process through which individuals acquire the knowledge, skills, attitudes, and behaviors required to adapt to a new work role and become an accepted member

Both Groups and Teams can be...But only teams can be...

Formal or informal... evaluated in terms of collective effort

Define Grassroots

Grassroots organizing and implementation is a mindset and a process - To be effective, everyone involved must be empowered to make a difference (power is distributed and shared among everyone rather than located within a specific position, such as a leader)

Identify and Explain the 7 Principles of Creating and Maintaining a Successful Brand

Great Brands: 1.) Start inside - Internal aspects of orgs such as vision/mission, org culture, and competencies extend to the customer or external stakeholder experience 2.) Avoid selling products - They sell promises and succeed by seeking/making emotional or interpersonal connections with stakeholders 3.) Ignore or challenge trends - Brands that follow dominant trends in the industry place themselves in a one-down position 4.) Do NOT chase customers - A single brand can't be all things for all people and successful brands do not try to be 5.) Swear the small stuff - Attention to detail matters for the customer's experience 6.) Commit and stay committed - Focusing on the core of your brand and staying committed to that focus builds a strong brand identity and a great brand 7.) Never have to "give back" - This implies that you've taken something that needs to be paid back

Choosing Between Groups and Teams

Groups: - Simple tasks or problems - Cooperation is sufficient - Concrete tasks - Few competencies needed - Quick decisions or task completion Teams: - Complex tasks or problems - Collaboration or consensus are required - Abstract or ambiguous tasks or purposes - Differing/competing competencies needed - Long term commitment needed

Define Shared Leadership and it's 2 Important Requirements

Happens when multiple members of the team collectively engage in social influence, goal attainment, and visionary development 1.) Cohesiveness: both individual and collective phenomenon that indicates the extent to which members feel connected/identify with the team - When members feel more connected, they're said to be more cohesive and tend to have more positive performance and relational outcomes 2.) Active Adaptation Competency: people need to actively adapt because leadership roles are fluid and switch among team members throughout the process

High Vs. Low Context Communication

High Context Com: - (AKA: Connotation), relies on people's knowledge of the situation and the other person to convey the meaning - Implicit language and indirect messages; Rely on context (and relationship) for information and meaning of behaviors Low Context Com: - (AKA: Denotation), uses language or other cues to carry the message's meaning - Explicit language and direct messages; rely on the message(s) itself for information and meaning

Explain the Telelogical Model and its 4 Factors

Indicates that groups and teams change because of changes in their environment Environmental changes can come from: 1.) Input Factors - purpose, reward structure, goals 2.) Process Factors - com, how task and relational conflict are handled, whether team gets caught up in orgal politics 3.)Emergent States - norms, cohesion, emotional expression 4.) Output Factors - task performance, member satisfaction, or team growth

Define & Explain Individualism and Collectivism (Cultural Dimensions)

Individualistic Cultures: - emphasize personal rights and responsibility, privacy, voicing one's own opinion, freedom, innovation, and self-expression - Encourages leaders/followers to think in terms of independence, autonomy, and critical thought Collectivistic Cultures: - Place higher value on the group rather than the individual by emphasizing community, collaboration, shared interests, harmony, tradition, the public good, and maintaining face - Encourages more dependent and non-critical thinking, leading to higher expectations for conformity and obedience

What is a Toxic Leader?

Individuals who, by virtue of their destructive behaviors/their dysfunctional personal characteristics, inflict serious and enduring harm upon the individuals, group, organizations, communities, and even the nations that they lead or follow

Define and the Characteristics of a Team

Interdependence, synergy, collectivity. - They share followership and leadership - They have individual and team accountability - Their purpose and goals are created by the team - Collective products - They use discussion and asynchronous com - They have team evaluations - Task efficient

Define Selective Exposure

Involves favoring information that REINFORCES one's own pre-existing views while avoiding contradictory information Ex.) An anti-vaxer may avoid reading studies about the positive effects of vaccinating children and instead read more studies about the "negative" effects of vaccinations

What is Organizational Culture Theory?

It describes workplaces as TRIBES - All of us are members of different cultures and each culture is comprised of different leaders and followers - As a member of an organization, you are a member of a particular culture (tribe) Ex.) A college student is a member of an institution but their major is their tribe

What is the Web Metaphor?

It explains the process and structure of organizational culture - This theory highlights three assumptions of organizational culture theory (OCT)

Identify and Explain the 7 Information Seeking Strategies

Ls/Fs may want to seek info in order to reduce uncertainty and/or clarify ambiguous information 1.) Overt Questioning - Asking for info in a DIRECT manner 2.) Indirect Questioning - Getting others to give info by hinting and using non-interrogative questions 3.) Third-Part Questioning - Asking someone other than the primary information source 4.) Testing - Breaking a rule, annoying the target, etc. and the observing the target's reaction 5.) Disguising Conversations - Use of joke, verbal prompts, self-disclosure, etc. to garner info from the target without the person's awareness 6.) Observation - Watching another's actions to model behavior or discern meanings associated with events 7.) Surveillance - Indiscriminately monitoring conversations/activities to which meaning can retrospectively be attributed

What Does Formulaic Mean?

Means that the responses, in reaction to the crisis, lacked creativity or specificity to the situation - Formulaic responses are seldom effective because they are not appropriate and not authentic

Explain What Multicultural Organizations Are

Multicultural organizations identify with the values of one country (nationality), but recognize the need for diverse workforce and diverse contracts outside the company - primarily importers and exporters Ex.) local retail shops selling imported products (exotic teas) or local manufacturers who export the nearby countries

Define the Decision Making Process in Teams

Occurs when a team comes together to evaluate a set of alternatives and choose the best one - Teams determine what's best based on the available resources (e.g., money, people, etc.), time constraints for implementation, org bylaws or legal requirements, and the extent to which it matches to org's/stakeholder's objectives

Define and Explain What Skills-Based Volunteering Is

Occurs when for-profit or educational orgs partner with nonprofits to provide a specific set of needed services with the goal of teaching followers and volunteers in the nonprofit how to do the task in the future - Follows the adage of "give a poor person a fish and the person is fed for a day. Teach a poor person to fish and the person is fed for life."

Explain What Organizational Change is (both planned change and unplanned change)

Organizational change is the inevitable part of keeping an organization moving forward. People are more willing to engage in the uncomfortableness that comes with change when they respect each other and the leader(s) 1.) Planned Change - Merging with another organization, upgrading the organization's technology, etc. 2.) Unplanned Change - Sudden death of a CEO or found, a natural disaster such as a hurricane or tornado, etc.

What is Division of Labor? And is it a Part of Groups or Teams?

Part of GROUPS: In which different people are responsible for different parts of a larger task - The group can remain efficient w/o overwhelming the leader or any of the followers - Each follower is individually accountable to the group for completing the assigned task

What is Synergy? And is it a Part of Groups or Teams?

Part of TEAM: Indicates that the team can achieve more than any of the individuals participating on the team could alone

What is Collectivity? And is it a Part of Groups or Teams?

Part of TEAM: indicates that all of the team members work together to accomplish goal, share mutual commitment to purpose/norms they have created together, and place group well-being above individual well-being

What is Interdependence? And is it a Part of Groups or Teams?

Part of TEAMS: indicates that a change to one aspect of the team has an impact, positive of negative, on the team

Personal Vs. Organizational Brands

Personal: Ex.) Michale Scott & Dwight Schrute (The Office), Dumbledore & Harry Potter, Chuck Bass & Blair Waldorf Organizational: Ex.) IKEA, Apple, Instagram, Nike

Define and Explain the 4 Stages of Crisis Communication Planning

Preparation is the most essential aspect of crisis communication management ***Each of the following stage build on the previous stage(s)*** Stage 1: Risk Assessment - All phases of the org must be analyzed for potential crises, create an assessment grid as an initial evaluation sheet for determining potential risk Stage 2: Communication Plan Development - Devise a com plan with input from a variety of relevant personnel from senior management, legal, safety, sales and marketing, and human resources Can be separated into 4 categories: a.) Time Frame: plan for staying on top of the situation before, during, and after the crisis b.) Internal & External Messaging: Info on who needs to know what when c.) Delivery System: how info will be delivered to interested parties d.) Tracking & Managing: The team should know who the important influencers are and how to reach them, before the crisis occurs (com w/these people need to be tracked and managed) Stage 3: Responders - Who will be the one responding to the crises/the face of the organization and who talks to the people the most/who do they trust the most? Stage 4: Recovery - Begins after the crisis has been addressed, but may be the most important stage b/c this is when credibility and trust are re-established

Define Divergence

Process of altering one's com behaviors to EXAGERATE or maximize the social distance between oneself and other(s)

Define Power distance, both high and low (Cultural Dimension)

Refers to how people in lower positions anticipate that influence and control are unequally distributed High Power Distance Cultures (HPDC): - Adhere to hierarchically based social systems where control and influence are given and limited to a select few members - No grey area in HPDC followership, differentials is expected, accepted as normal, and preferred - Leaders have ultimate power Low Power Distance Cultures (LPDC): - Flat pyramid organization; decentralized decision structures; less concentration of authority - Managers rely on personal experience and on subordinates - Subs expect to be consulted

Define and Explain Political Risk

Refers to the probability that a governmental or activist action will significantly (either + or -) impact their business or brand - In the technological era, political activities can impact anyone and anywhere, by people recording and taking pictures/posting them to social media

Define and Explain Resistance to Change and it's 3 Levels

Resistance can come from any challenge, obstacle, or refusal that is employed by organizational members to counteract the differences in policies and procedures - May occur at any of the following levels: 1.) The Individual Level - Appears when people engage in selective listening, perceive behaviors differently when intended, and/or poor socialization processes that don't minimize uncertainty or maximize feeling of security 2.) The Group Level - Appears when people have different perceptions of the task and relational norms, when group members engage in groupthink, or when there's too much/too little group cohesiveness 3.) The Organizational Level - Appears when there are organizational-level culture differences, like subcultures and counter-cultures, conflict among organizational members, and power differentials

What are Situational Features?

Situational: - Who, where, and what

Explain what Celebrity Leadership is

Some people achieve celeb status b/c of their connection to the music or entertainment industries OR through their experiences that elevate their social position in the eyes of others - Not always something conferred on a person or a group of people for life (Think of childhood stars that slowly become unknown, OR one-hit-wonders)

Define Technology-mediated communication (TMC)?

Technology is becoming more sophisticated and appealing for orgs to connect people, near or far, and reduce costs - TMC is an ability that is now a job requirement rather than a conditional asset for effective workplace com - The ability to engage in competent com, especially in situations characterized by cultural differences

Identify and Explain the 4 Categories of Behavior in the 4D Model

The 4 categories reflect how followers and leaders think/feel about an organization and their position within it ***(NOT ENDURING OR FIXED TRAITS)*** - The categories specify the general focus (or source), attitude, and type of involvement that's associated with each behavior 1.) Disciple (serving others' needs and fully committed) - Refers to focusing on serving the needs of others while conveying a high interest in pursuing tasks and goals, - Buying into the org's mission and/or vision, and seeing one's personal efforts as valuable Mindset: "Our work is the best of the best" 2.) Doer (serving their own needs/invested) - Focusing on serving one's OWN needs while demonstrating an interest in pursuing tasks/goals - Buying into the org's mission at their own benefit and believing their personal efforts are valuable to the org - Can cause stress and burnout Mindset: "Grass is always greener" 3.) Disengaged (uninvested, passive, and/or apathetic reaction to stress) - Being disinterested in pursing tasks/goals and NOT buying into the org's mission/vision - But still believes that their personal efforts are valuable to the org Mindset: "Do the job to keep the job" 4.) Disgruntled (Active reaction to stress, avoidant, and/or neglectful) - An ACTIVE reaction to stress referring to the act of being highly disinterested in pursuing tasks/goals - Not buying into the org's mission/vision and believing one's personal efforts and the org have little to not value to one another - Based in thoughts/feelings of being wrongs (rejected, subbed, devalued, etc.) Mindset: "Anyplace is better than here"

Define and Explain the 5 Components of Communicative Performance

The 5 components serve as indicators of organizational culture and offer insightful info regarding questions about "how things work in this place" across a variety of organizational culture 1.) Ritual Performances - How people work in this place - The habitual behaviors that characterize the way people use/spend their time. It occurs regularly and involves: 1.) Personal rituals 2.) Task rituals 3.) Social rituals 4.) Organizational rituals 2.) Passion Performances - How work life place out in this place - The stories that Ls and Fs tell about themselves or others, to illustrate what org life is like. These stories include: 1.) Personal stories 2.) Collegial stories 3.) Corporate stories 4.) Passionate repartee 3.) Sociality Performances - How people interact in this place - Involves the interpersonal or group aspects of interaction among Ls/Fs, they reveal the way members interact w/each other/how "smooth" those interactions are, and they include: 1.) Courtesies 2.) Pleasentries 3.) Sociabilities (reveal/create intimacy among leaders and followers by joking, gossiping, venting, etc.) 4.) Privacies 4.) Political Performances - How people use com strategies in this place - When followers' and leaders' com strategies for political performances highlight power, control, and influence, it reveals: 1.) Personal strength 2.) Cement allies 3.) Bargaining or negotiating 5.) Enculturation Performances - How people become a member of this place - The learning processes required to become a competent member within that org's culture. To do this you must acquire: 1.) Knowledge & Skills (done by satisfying the expectations related to the person's role/gaining a deeper understanding of org life within that workplace culture)

Define Cultural Sensitivity

The ability to assume a perspective of understanding and appreciating cultural differences that promotes appropriate and effective behavior in co-cultural communication

Define Political Skill

The ability to effectively understand others and use such knowledge to influence others to act in ways that promote one's personal and/or organizational objectives Political skills is essential to success, now more than ever, for both leaders and followers

What is Value Proposition?

The brand's promise(s) offered to customers and how they view and interact with the brand itself - Part of a brand's external aspect

What is the Opinion Leader Phenomenon?

The fact that we tend to look to people, with strong brands, for information and often find we are influenced by their opinion

What is the "Face" of a Company?

The people who embody and represent the values, beliefs, and ethics of an org's ID and culture

Define Brand Position

The place in the minds and lives of customers and stakeholders that you want to own Ex.) Most people have a preference for one ride share company over another. the one that a person prefers has a stronger brand position in people's minds than the one they will take only if their preferred one is not available - Part of a brand's external aspect

Define Convergence

The process of altering on's com behaviors to REDUCE the social distance between oneself and other(s)

Define and Explain Sense-Breaking

The process of changing the ongoing story through persuasion or inappropriate use of power Ex.) in situations where there is extreme uncertainty or contradiction, providing an alternative story to help people make sense of the situation is easier for them

Define and Explain Sense-Censoring

The process of creating obstacles to the meaning-making processes in which others are engaging Ex.) an organizational leader may look to bury information about a lawsuit against a supplier or they may offer to switch vendors while slowly returning to business with the original supplier under investigation

Define and Explain Sense-Giving

The process of using the meaning one has attached to an uncertain or ambiguous situation to influence the meaning-making process of others - Because a leaders usually hears about an org change before followers, the leader will make sense of the change and then convey the change to the followers - THUS, how the leader conveys that change influences how the followers make sense of the change b/c they trust that the leader is providing them w/ an accurate representation of the situation

Define "Facework" Related to Face-Keeping & Face-Saving

The strategies (specific verbal and nonverbal behaviors) one uses to maintain, protect, challenge, defend, or restore one's own and another's self-image - the claimed sense of positive image in the context of social interaction

Explain What International Organizations Are

These ID with 2 or more countries with different cultural qualities - their different culturally based values exist among employees, customers, and management and they typically build their largest arena in their home country (headquarters) Ex.) Sodexo's headquarters are in France but they span across Europe and America

Explain What Global Organizations Are

These Identify with the worldwide system rather than any particular country - They also maintain a headquarters while also having many other headquarters and distributing decision-making power across these various national headquarters Ex.) Toyota, Nestlé, and General Electric (GE)

Explain What Multinational Organizations Are

These identify with one country while doing business across several countries - they retain their nationality of origin, yet their products and management models are responsive to the local cultural values of their foreign locations Ex.) McDonald's IDs with American culture but you can't buy their staple cheeseburger in India where cows are considered sacred

What is an Opinion Leader who is a Follower?

They are simultaneously followers themselves and influential leaders within their own network - They can encourage others to get involved or persuade them to change their mind or attitude about an issue - One of the most valuable assets any leader can have Ex.) Vice presidents

Explain What a Slow/Smoldering Crisis Is

This crisis often starts as a little problem, which grows into a bigger problem, and eventually becomes a fast-moving disaster - Leaders/followers may have time to react if they catch the initial problem

Definition of a Team

an interdependent collective working toward a common goal greater than what any could attain individually

What is the sense-making process and its four parts?

describes organizational culture as a process and culture as a structure - as leaders and followers com, they're spinning a web; each thread of the web is a product of an interaction among or between leaders and followers - An ongoing process

Define Expectancy Violations Theory and communication expectancies

helps explain what happens in communication situations when a person expects one message or behavior and experiences something else Com expectancies: - enduring patterns and anticipated verbal/nonverbal behavior which contain predictive expectancies (what we anticipate as typical behavior that will occur) and prescriptive expectancies (what is appropriate, desire, or preferred).

Explain the Dialogical Model and Beneficial Conflict

highlights the team changes that occur as a result of tension, conflict, or opposing forces Beneficial Conflict - these changes have to bring about a synthesis that resolves conflict or opposition Ex.) where teams seek to reframe the conflict so that they are no longer seen as oppositional

Define and Explain Sense-Making

the process of using past experiences to attach meaning to a current situation that is contradictory, paradoxical, or uncertain - At it's Core, it's About Answering 2 Questions: Q1.) How does something come to be an event for organizational members? Q2.) What does an event mean?