Org Comm Final Exam

globalization from below

Efforts by grassroots organizations and peoples around the world to resist the economic and cultural imperialism often associated with globalization; focus on transforming power relations and empowering local groups.

transformational leadership

The active promotion of values to provide a shared vision of the organization. Leader and members are bound together in a higher moral purpose. The leader raises the aspirations of followers such that they think and act beyond their own self-interests.

precariat

Workers in all segments of the workforce who are in extremely precarious economic environments and are constantly under threat of losing their jobs.

Working Class Promise

positions being working class as "an esteemed endpoint, a social position one should strive to maintain" a value system that one feels connected to

no-collar worker

A "free agent" worker with a nontraditional career path who engages in creative, "knowledge work" and rejects the idea of stable, long-term employment at a single company; creation of ideas ("symbol manipulators"), not things. in many respects, is the product of the post-Fordist, knowledge-based economy in which we now find ourselves. To understand the significance of this shift to no-collar work, or what sociologist Richard Florida (2003) has called the "rise of the creative class," we can briefly compare the new no-collar worker to a classic account of the nature of white-collar work. Writing more than 60 years ago, sociologist C. Wright Mills (1951) depicted the shift in the United States from an economy consisting mainly of farmers, entrepreneurs, and small-business owners in the 19th century to one characterized by the "white-collar man ... the small creature who is acted upon but who does not act, who works along unnoticed in somebody's office or store, never talking loud, never talking back, never taking a stand" (p. xii). K., Mumby Dennis. Organizational Communication: A Critical Approach (p. 198). SAGE Publications. Kindle Edition.

new leadership

A broad term that describes innovations in leadership research, including leadership as symbolic action, followership, transformational leadership, and a view of leadership as socially constructed. Symbolic Action Transformational leadership, neo-charismatic Greater focus on followership Leadership as an everyday, informal process Leadership as a socially constructed phenomenon Questioning the idea of leadership as commonly understood

work teams

A collection of individuals who are interdependent in their tasks, who share responsibility for outcomes, and who see themselves and are seen by others as an intact social entity embedded in one or more large social systems.

symbolic action

A conception of leadership that focuses on the ways the leader is able to frame and define reality for others. Leadership is conceived as a process of interaction rather than a thing.

tokenism

A condition in which a person is visibly identified as a minority in a dominant culture. These people are identified as representative of their minority groups, and any failure is viewed as a failing of the minority group to which they belong. Tokenism is a creation of the perceptual and communication practices of those who shape the dominant culture of the organization.

quid pro quo

A form of sexual harassment in which the harasser demands sexual favors with the promise of preferred treatment regarding employment or evaluation. K., Mumby Dennis. Organizational Communication: A Critical Approach (p. 363). SAGE Publications. Kindle Edition.

hostile environment

A form of sexual harassment where conduct directed at a person because of her or his sex or sexuality unreasonably interferes with the person's ability to perform her or his job.

One-dimensional model of power

A has power over B to the extent that they can get B to do something that B would not otherwise do -power in terms of direct influence; exercised when one person or group is able to influence directly the behavior of another person or group - a boss exercises power over an employee when that employee chooses to forgo an evening out when instructed by the boss to deliver a report by 9 am the following morning - the individual or group with the most power is the one that has issues resolved in its favor

fordism

A highly bureaucratic organizational structure. This involves a clear chain of command, rigidly defined roles, and an extremely centralized decision-making system. The military is the archetypal example of such a bureaucratic form, where strict adherence to chain of command is imperative for the execution of military strategy. In civilian life, government agencies tend to be highly bureaucratic in structure. A highly differentiated labor process. In the Fordist organization, most production jobs are generally unskilled or semiskilled, with the labor process itself broken down into its basic components. Workers may have little or no knowledge of how the entire production process operates. For example, McDonald's produces a 700-page operations manual that dictates in minute detail every employee task and organizational function. Charlie Chaplin's film Modern Times is a classic parody of work on the Fordist assembly line. Large economies of scale. Many Fordist organizations are designed along mass-production principles, with huge levels of investment in plants, machinery, and a large workforce. Profitability is based on the ability to produce goods in large quantities, cheaply and efficiently. For example, the Foxconn company in China—a major outsourcing firm that makes iPads, Kindles, and Xboxes, among other products—employs more than 800,000 workers. Despite small profit margins on its products, its net income in 2010 was $2.2 billion, due mainly to its sheer size and large economies of scale. Standardization of products. The more standardized a product is, the more cheaply and efficiently it can be produced (because the work process does not have to be changed constantly to adjust to product variation). Henry Ford once famously said that the consumer could have any color car he wanted, as long as it was black! Stable, lifetime employment. While this characteristic varied from industry to industry, the employment norm in the 1950s and 1960s (the height of the Fordist organization) was for employees to spend their entire working lives with the same organization. A social contract between workers and employers ensured job security and benefits in exchange for company loyalty. The transfer of these Fordist principles to society as a whole. In this sense—and particularly after World War II—Fordism became not just a system of production but also a lifestyle for people. This meant mass consumption of standardized products, homes in the suburbs that all looked alike, and the creation of a mass popular culture. K., Mumby Dennis. Organizational Communication: A Critical Approach (pp. 184-185). SAGE Publications. Kindle Edition.

Followership

A leadership approach in which leaders don't exist without followers; most people are followers most of the time. Exemplary followers are highly committed to the organization, self-managing, and willing to provide honest, independent, and constructive critique to leaders.

trait approach to leadership

A leadership approach that argues that the qualities of a leader are embodied in his or her innate personal characteristics—physique, intelligence, and personality. Leaders are born, not made.

style approach to leadership

A leadership approach that argues there is a specific set of skills managers can learn to become effective leaders. Focused on formal leaders A leader has a title; presidents, CEOs; people who are obviously leaders based on where they sit in management structure Specific behaviors became focus of study Three types of leadership: autocratic, laissez-faire, and democratic Two main components of leadership behavior: consideration, initiating structure Five styles of leadership: impoverished, country club, authority, compliance management, team leader, middle-of-the-road Difficult thing to actually prove over and over again Impoverished: Country Club: Middle of the Road: Team Leader: Focusing on the tasks and the structures that can make it happen Can you create a way in yourself that make things happen

murketing

A marketing strategy that attempts to integrate brands into the expression of individual identities by blurring the distinction between marketing and everyday life and popular culture.

Capitalism

A mode of production in which owners of capital ("capitalists") purchase labor power from workers at the market rate in order to produce surplus value and hence make profit. In this system, workers are "expropriated"; that is, because they do not own the means of production, they must sell their labor power in order to survive.

difference

A mode of production in which owners of capital ("capitalists") purchase labor power from workers at the market rate in order to produce surplus value and hence make profit. In this system, workers are "expropriated"; that is, because they do not own the means of production, they must sell their labor power in order to survive.

reflexive modernization

A new period of modernity in which the traditional stability-maintaining structures of class, family, and industrial forms of production have waned, placing greater pressure on people to create their own sense of stability and identity.

globalization

A political, economic, and cultural process that involves the intensification of consciousness of the world as a whole and an increased interdependence between nation-states and cultures.

cultural hybridity

A process in which two or more cultures intersect, producing cultural artifacts that did not previously exist in either culture. Rather than increased cultural uniformity, hybridity points to more heterogeneity, or variety, amongst cultures.

invisible knapsack

A set of privileges and practices that white people carry around with them that largely protects them from everyday injustices.

Whiteness

A socially constructed racial category that consists of institutionalized practices and ideas that people participate in consciously and unconsciously. Whiteness is simultaneously taken for granted, largely invisible, and a yardstick for judgment of behavior and ideas.

emotional branding

A term used by marketers to describe efforts to connect brands to customers in an "emotionally profound way"; a strategy to strengthen the "brand relationship" to customers. K., Mumby Dennis. Organizational Communication: A Critical Approach (p. 359). SAGE Publications. Kindle Edition.

achieved self

Achieved selves reflect more fluid social structures where greater onus is placed on the ability of individuals to create stable, coherent identities. Demands on the self are constantly changing and thus create precarious identities.

paradoxes of participation

Although the implementation of a participatory model of organizational decision making typically leads to greater worker commitment to decisions and a higher-quality work experience, it also leads to a more complex communication environment that can create irreconcilable conflicts for workers

neoliberalism

An economic philosophy that argues for the sovereignty of the free market without any government intervention. The sole responsibility of a company is to make a profit for its shareholders.

ascribed self

Ascribed selves are identities assigned at birth because of social or class position; unchangeable but providing a clear, stable sense of identity.

liquid/light modernity

Bauman's view of the current state of capitalism in which change is constant, the social contract no longer exists between employers and employees, and the powerful are those free from geographical constraints.

resistant selves

Employed in organizational contexts where employees are attempting to resist managerial control efforts. Resistant selves attempt to negotiate or subvert the dominant, or official, meanings that organizations attempt to foster.

resistance leadership

Everyday organization members can challenge taken-for-granted realities, create possibilities for change Employed in organizational contexts where employees are attempting to resist managerial control efforts. Resistant selves attempt to negotiate or subvert the dominant, or official, meanings that organizations attempt to foster.

disciplinary power

Executives as valuable intellectual capital, employees as expendable through downsizing and cost saving under a system of concertive control an employee will arrive on time because the team members have collectively generated a "value premise" within which timeliness is seen as integral to both the successful performance of work and the team's own definition of excellence. K., Mumby Dennis. Organizational Communication: A Critical Approach (p. 191). SAGE Publications. Kindle Edition.

glass ceiling

For example, many women continue to experience the glass ceiling phenomenon, where they reach a certain level of the organizational hierarchy and then have great difficulty progressing any further.

critical feminism

Gender is socially constructed, subject to change Organizations are gendered, organizational roles are gendered We gender roles before we know who is in the role Airplane pilots Gender as an ongoing accomplishment Argues that all genders are constrained by societal gender roles and by patriarchy organizations are "gendered" structures of power; gender is an everyday, constitutive feature of organizational life that implicates both women and men. First, it views gender neither as an individual variable (liberal feminism) nor as a natural, stable feature of women and men (radical feminism) but, rather, as a socially constructed phenomenon that is subject to change. For example, in the past 100 years what counts as "feminine" and "masculine" has altered considerably as the norms for gender-appropriate behavior have shifted over time. For instance, the phrase "woman leader" is not the oxymoron it was 50 years ago (though it's interesting that we'd never think of saying "man leader"—an indication that the term leader is still heavily gendered). In the early 1980s I remember having a discussion about gender issues with students in a class I was teaching; two male students in the class indicated that they would never be able to work for a woman boss because it would be demeaning for them and would run contrary to the "natural" differences between men and women. I can't imagine any but the most conservative of men taking such a position today. Second, the critical feminist perspective views gender not as an organizational variable that can be isolated and studied separately from other organizational phenomena; rather, gender is seen as an integral and constitutive feature of daily organizational life. In this sense, we can think of organizations as "gendered." Sociologist Joan Acker (1990) defines this term in the following manner: To say that an organization ... is gendered means that advantage and disadvantage, exploitation and coercion, action and emotion, meaning and identity, are patterned through and in terms of a distinction between male and female, masculine and feminine. Gender is not an addition to ongoing processes, conceived as gender neutral. Rather, it is an integral part of those processes, which cannot be properly understood without an analysis of gender. (p. 146) This definition gets at the idea that gender is not only a routine feature of daily organizational life but also impossible to escape because it lies at the very foundation of how we define ourselves, the world, and others. All our identities, sense-making efforts, and organizational meanings are therefore gendered. Thus, many jobs are gendered and hence coded as either masculine or feminine. Secretarial work, nursing, and grade school teaching are gendered as feminine, while airline pilot, bank manager, and surgeon are coded as masculine. This does not mean, of course, that men can't be nurses or that women can't be surgeons—many are. The point is that the organizational roles themselves are gendered such that the people occupying them have particular expectations placed on them by the organization and those around them. In other words, gender is a structural feature of organizations rather than simply a characteristic of individuals. For example, a female airline pilot might have to work very hard in her organizational performance to be seen as equally competent as her male colleagues (aren't we all still at least a little surprised to hear a female voice coming from the cockpit over the PA system?). As Karen Ashcraft (2005) has shown, the airline industry historically has deliberately constructed an image of the airline pilot as coolly rational, professional, in control, and paternalistic—a gendered professional identity intended to make us feel safe while we are flying in a metal tube at 30,000 feet.

Two-dimensional model of power

Independent critical thinking vs. dependent, uncritical thinking Positive energy and active engagement vs. negative energy and passive engagement Actively engaged: sharing thoughts in the conversation; people who are going to meetings and talking, and doing work and in the team, usually pretty positive the two faces of power not only is power exercised when someone persuades another person to engage in behavior he or she otherwise would not have, but it is also exercised when someone PREVENTS someone else from doing something he or she otherwise would have A has power over B when A prevents B from doing something that B would otherwise do

Uniqueness Paradox

Organizational cultures, and in particular stories, carry a claim to uniqueness - that an institution is unlike any other. This paper argues that a culture's claim to uniqueness is, paradoxically, expressed through cultural manifestations, such as stories, that are not in fact unique.

situational approach to leadership

Rejects the idea of a universal leadership style or trait; views contextual factors such as the structure of the task at hand, the power of the leader, and the size of the work group as shaping the leadership approach adopted. Asks the question "what makes a good leader?" but understands that it depends on the context Also called the contingency approach Contextual factors have a mediating effect on the leadership approach that different leaders adopt No single leadership style of trait is consistently effective across different situations There's no one way to be a leader Effectiveness of an organization depends on two interacting factors: the personality of the leader and the extent to which the leadership situation provides the leader with influence and lack of uncertainty (if it's something they can really do) Personality of leaders: relationship-oriented or task-oriented Organizational situation is measured by: leader-member relations, structure of task (what are you asking your employees to do?), position power (are you in a position of power? How much power do you actually have? Who is above you?)

grobaliziation

Ritzer's term describing the imperialistic ambitions of nations, corporations, organizations, and their desire to impose themselves on various geographic areas, resulting in greater cultural convergence; associated with "nothing".

glocaliziation

Ritzer's term to describe the intersection of local cultures and globalization processes, with the result that a hybrid culture is produced that is reducible neither to the indigenous culture nor the global culture; associated with "something".

narrative leadership

Stories exhibit the functions of leadership A "decentered" model of leadership that sees stories as exhibiting a leadership function and playing a central role in shaping organizational vision.

dramaturgical selves

The employment of visible communicative performances aimed at enabling employees to survive and prosper in the workplace. They frequently emerge in organizational contexts where employees feel under constant surveillance, threatened, defensive, subordinated, and/or insecure.

outsider within

The experiences and perceptions of a person with minority status from a position within a dominant culture.

hegemonic masculinity

The historically dominant, socially constructed form of masculinity—characterized by physical prowess, individuality, aggressive heterosexuality, and independence—against which other forms of masculinity are measured.

entrepreneurial self

The increasing expectation that company employees will brand themselves through constant performance of a carefully nurtured professional identity that visibly contributes to the company's bottom line; involves an increasing blurring of the professional and private self.

emotional labor

The management of feeling to create a publicly observable facial and bodily display. Emotional labor functions in the service of organizations to increase profitability.

floating signifier effect

The notion that the meaning of any particular brand is arbitrary. Literally any meaning or quality—any "floating signifier"—can be attached to any object, product, company, or person.

solid/heavy modernity

The old, Fordist style of modernity based in the social contract, where relations between management and employees were clearly defined. Solid modernity was rooted in bulk and size and mass production of solid goods.

Glass cliff

The precarious position women managers often find themselves in once they have succeeded in "shattering" the glass ceiling. Women are often appointed to senior positions associated with a greater risk of failure and thus are often set up to fail.

Organizational communication

The process of creating and negotiating collective, coordinated systems of meaning through symbolic practices oriented toward the achievement of organizational goals.

passing

The process of creating and negotiating collective, coordinated systems of meaning through symbolic practices oriented toward the achievement of organizational goals.

post-fordism

The process of creating and negotiating collective, coordinated systems of meaning through symbolic practices oriented toward the achievement of organizational goals. More flexible structure Flexibility in relation to the work process Flexibility in labor markets Increased geographic mobility Differentiated labor process Knowledge worker (employees are encouraged to use initiative and creativity) Human capital (employees) Limited production run, niche markets "Just in time" production methods → minimal inventory, employment of information technologies to adapt quickly Tailored products that are made in limited quantities Commodification of everyday life, products as lifestyles Fordism is production based economy (how much product can be made?) and post-fordism is consumption based economy (how can we shift toward creation of services and lifestyles for folks?) People define themselves and are defined by being consumers, more than citizens, increasingly Increasingly unstable, insecure employment Workers change an average of 11 times during their working lives Decline in blue-collar work, increase in low-wage pink-collar and white-collar work in the service sector Blurring of distinction between work and home Distinctions between work and home are blurring more and more The development of a more flexible organizational structure. Geographer David Harvey (1991) has outlined three dimensions of flexibility that characterize the post-Fordist organization. These include (a) flexibility in relation to the work process itself (e.g., job enrichment, work teams, decentralized decision making, etc.); (b) flexibility in labor markets (the extensive use of subcontracting and part-time and temporary employees); and (c) greater geographic mobility, including the development of telecommuting and the shifting of manufacturing to wherever labor is cheapest (i.e., outsourcing). The development of a "dedifferentiated" labor process (Clegg, 1990). Post-Fordist organizations have increasingly recognized the importance of their "human capital" (i.e., employees) and tap into the large stock of knowledge workers possess about the work they do. The "knowledge worker" thus takes center stage; work is not divided among many deskilled workers but comes together in the knowledge worker. Hence, employees are not provided with a narrowly defined job description and set of rules and guidelines; rather, they are encouraged to use their initiative to carve out their own sphere of responsibility and competence (Stark, 2009). For example, in his study of Gore Company (makers of Gore-Tex), Mike Pacanowsky (1988) describes how new employees are not given a job description but, rather, are encouraged to develop their own networks and define their own roles in the company. Limited production runs and the development of "niche" markets. While the post-Fordist organization has shifted toward dedifferentiation of the work process, it has moved in the opposite direction in the area of consumption, targeting specific groups of customers. Such an orientation to the market can succeed only if companies develop flexible and adaptable systems of production. This involves the use of "just-in-time" (JIT) production methods (i.e., the maintenance of minimal inventories that speed up production and allow fast retooling for new products) and the employment of information technologies to allow companies to adapt quickly to changing consumer patterns. Thus, it is fairly routine these days to be able to order items ranging from sneakers to automobiles that are tailored to the specific desires of the consumer. For example, I suspect a number of you have ordered sneakers online for which you designed your own color scheme and perhaps added a stitched, personalized message. The increased commodification of everyday life and the creation of products as lifestyles (Hall, 1991). While Fordism is a production-based economy, post-Fordism is a consumption-based economy with a massive shift toward the creation of services and lifestyles for people. As such, the brand takes center stage in post-Fordism. While we will devote Chapter 12 to branding and consumption, it's important to note here that while branding of products has been around for 150 years, it has taken a particular turn in the past 20 years, as companies increasingly shape people's everyday lives and identities through branding (Klein, 2001). In this sense, people are increasingly defined (and define themselves) as consumers rather than as citizens. Moreover, in a consumption-based economy, everything is potentially brandable, from individual people to water. This shift from a production-based to a consumption-based economy is perhaps best encapsulated by Nike Chairman Phil Knight's invocation of the mantra, "Brands, not products." In other words, post-Fordist companies do not sell products but, rather, lifestyles and systems of meaning. Increasingly unstable, insecure employment. Workers in the post-Fordist organization face an increasingly precarious work environment, as companies constantly adapt to changing economic conditions and the need to stay competitive in a turbulent marketplace. Few industries provide the stable, lifetime employment of the Fordist era, with workers changing jobs an average of 11 times during their working lives. Part-time and temporary work is increasingly the norm, and companies frequently outsource work to countries with lower labor costs and less-restrictive labor laws. Moreover, the shift to a consumption-based economy has led to a decline in blue-collar manufacturing work and an increase in low-wage pink-collar (female) and white-collar work in the service sector (Kalleberg, 2009). A blurring of the modernist distinction between work and home. Along with the increasingly precarious employment picture are greater demands on employees' sense of self. Although companies no longer provide stable employment, they frequently demand a level of commitment from employees that goes well beyond 9 to 5. Post-Fordist organizations often not only expect employees to take work home but also try to create the home at work. For example, corporate campuses are self-contained worksites that often provide all the amenities (child care, Bible study, medical facilities, gyms, etc.) for a "well-rounded" life (Mansnerus, 1999; Useem, 2000). Richard Florida (2003) has stated that, in many respects, the implicit statement to employees behind such work culture engineering is, "No need to go wandering off; stay right here at work" (p. 123). In other words, many of the distinctions between work and other aspects of our lives (including family and social life) have been subtly and not-so-subtly eroded by the post-Fordist work environment. Although many of these perks have disappeared with the long-term economic recession, companies still try to create employees whose sense of self is intimately tied to their professional selves. If we add to this picture the communication technologies that enable work to be performed almost anywhere, then it is clear that a corporate logic and value system pervades all spheres of life in the post-Fordist organization. As we discussed in Chapter 7, the idea of "corporate colonization" (Deetz, 1992a) effectively characterizes this increasing blurring of the corporate world and the social world of self, family, and community. What happens, then, when the company we work for is the primary provider of the sense of community that makes us human? What are the consequences of privatizing community? If corporations are creating branded lifestyles for us as consumers, and creating communities in the places where we work, what's left of our lives that is not a postmodern corporate construction?

deteriorializing

The process of globalization in which money, information, and people flow around the world without regard for national boundaries. Globalization is based on virtual communication networks rather than geographic regions.

Leadership

The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement.

corrosion of character

The result of the shift to the new form of capitalism, in which loyalty and long-term employment are no longer key to professional success and a strong work identity. It is difficult for people to develop a stable "life narrative" on which to build a sense of character.

nag factor

The strategic marketing of products to children to encourage them to "nag" their parents to buy those products. narrative leadership:

homosocial reproduction

The tendency of the dominant men in organizations to reproduce themselves in their own image through their hiring practices.

identity workers

What most workers are required to become—in addition to performing work tasks—by developing a professional identity that meets the needs and goals of the organization.

clock time

The use of norms of heterosexuality to evaluate and make sense of the world and people around us. Such norms position heterosexuality as the implicit ideal against which other forms of sexuality are measured.

heteronormaativity

The use of norms of heterosexuality to evaluate and make sense of the world and people around us. Such norms position heterosexuality as the implicit ideal against which other forms of sexuality are measured.

glass escalator

This phenomenon suggests that while women in male-dominated organizations frequently have difficulty advancing, men in female-dominated professions (e.g., nursing, grade school teaching) experience a pressure toward upward mobility that sees them promoted more quickly than women. Thus, even in professions where women have a distinct numerical superiority, they still experience difficulty in their efforts to progress professionally.

sexual harassment

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitutes sexual harassment when submission to or rejection of this conduct explicitly or implicitly affects an individual's employment; unreasonably interferes with an individual's work performance; or creates an intimidating, hostile, or offensive work environment.

time famine

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitutes sexual harassment when submission to or rejection of this conduct explicitly or implicitly affects an individual's employment; unreasonably interferes with an individual's work performance; or creates an intimidating, hostile, or offensive work environment.

gender accountability

each of us is constantly being held accountable for our adequate performance of masculinities and femininities, with each performance judged in terms of the social context in which it occurs. The process through which we are judged and evaluated (i.e., held accountable) on our appropriate performance of gender identities. Such accountability occurs in an everyday, ongoing fashion.

Three-dimensional model of power

power is exericsed when people's behaviors are affected in some way (people are persuaded to do something or persuaded not to do something) power can also be exercised in situations where no form of conflict exists A may exercise power over B by getting him to do what he does not want to do, but he also exercises power over him by influenceing, shaping, or determining his very wants changing the way people act f their own free will (managers, parents buying toys at Christmas time, Disney university)

the mobilization of bias

the benefiting of private, organized interests in an interest group system power is exercised when A devotes his energies to creating or reinforcing social and political values and institutional practices that limit the scope of the political process to public consideration of only those issues which are comparatively innocuous to A...

The "American Dream"—

the notion that anybody can be successful and rich if they work hard enough—is most commonly associated with which sociological theory?

culture jamming

tobacco ads turning the narrative from you're cool to you're going to get cancer Group going against another group to try and shock you out of thinking their POV is correct A process in which two or more cultures intersect, producing cultural artifacts that did not previously exist in either culture. Rather than increased cultural uniformity, hybridity points to more heterogeneity, or variety, amongst cultures.

concertive control

while in a bureaucratic structure employees might come to work on time because the rules say they must and they'll get in trouble if they don't; under a system of concertive control an employee will arrive on time because the team members have collectively generated a "value premise" within which timeliness is seen as integral to both the successful performance of work and the team's own definition of excellence. under a system of concertive control an employee will arrive on time because the team members have collectively generated a "value premise" within which timeliness is seen as integral to both the successful performance of work and the team's own definition of excellence. K., Mumby Dennis. Organizational Communication: A Critical Approach (p. 191). SAGE Publications. Kindle Edition. K., Mumby Dennis. Organizational Communication: A Critical Approach (p. 191). SAGE Publications. Kindle Edition.