COMM424 FINAL

What is conflict? (General definition and list 4 qualities)

"Interaction of independent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals (Putnam & Poole, 1987)" Incompatible goals Interdependent behaviors Role of interaction Expression of incompatibility

Define assimilation

"the process by which an individual becomes integrated into the culture of an organization" (2001, Jablin). Two processes: Planned and unintentional efforts to socialize employees The attempts of organizational members to "individualize" or change their roles and work environments to satisfy their personal needs IN OTHER WORDS: How well the new member adapts to norms of behavior and adopts new attitudes valued by the organization.

Deep Acting

-Alter one's image of situation so don't have to fake emotion -Try to conjure up similar emotions from past experiences -Deceiving oneself as much as deceiving others -Convincing yourself to actually feel emotion -Results in not faking emotion, but expressing spontaneously a real feeling that has been self-induced. -In deep acting, my conscious mental work...keeps the feeling that I conjure up from being part of "myself". Hochschild, 1983 p. 36)

Outcomes of Emotion (4)

-Burnout -Emotional exhaustion -Depersonalization or negative shift in responses to others -Decreased sense of personal accomplishment

The Role of Emotion in Burnout

-Emotional Dissonance -Emotional Contagion vs. Empathic Concern

Cybervetting -More than ____% of employers reported to using online photos to evaluate potential employees -Online discussion posts and blogs are used to evaluate the ________ of potential employees -More than ________ of the interviewed employers evaluated job candidates' professionalism based on their ________ settings -A lack of an ________ presence raised red flags for employers as well

-Employers admit to cybervetting you -More than 90% of employers reported to using online photos to evaluate potential employees -Online discussion posts and blogs are used to evaluate the writing of potential employees -More than ½ of the interviewed employers evaluated job candidates' professionalism based on their privacy settings -A lack of an online presence raised red flags for employers as well

To meet challenges in diverse organizations? (3)

-Heilman recommends use of merit criteria in hiring -Unambiguous public information regarding qualifications -Mentoring and networks

Diversity: -Increased ________ -__________ problem-solving -Need _________ mind-sets

-Increased creativity -Enhanced problem-solving -Need diversity mind-sets

Resistance to Planned Change (7) (may not need to know save for last)

-Management doesn't own change -Top management forcing change -Inconsistent action by key managers -Unrealistic expectations -Lack of meaningful participation -Poor communication -Responsibility for change not properly identified

-Managing _________ groups poses communication _________ -When first formed, diverse groups can _______ -Over time, groups develop both ________strategies and wider_______ ___ ___________

-Managing diverse groups poses communication challenges --When first formed, diverse groups can struggle -Over time, groups develop both communicative strategies and wider range of alternatives

Affirmative action programs have resulted in employment gains - but also problems (T/F) and how if true?

-Negative consequences for those trying to help -For those who feel victimized -Self-view of competence -Stigmatization -Feel unfairly bypassed

Phases of Socialization: Organizational exit

-Process not an event -Expected and unexpected -Retirement (permanent exit from the organization?)

Surface Acting

-Try to change how outwardly appear -Disguise what we feel & pretend to feel what we do not feel -Involves change in behavior, but not change in felt emotion -We deceive others but no ourselves -"Faking" -In surface acting, the expression on my face or the posture of my body feels "Put On". It is not part of me. (Hoschschild 1983, p. 36)

Reactions to Change (Facilitators to Change) (6)

-Visible management support and commitment -Proper preparation -Employee participation -High degree of communication -Recognition of need for change -Reward system that supports necessary changes

Phases of Socialization (List)

1. Anticipatory (socialization) 2. Entry (Organizational encounter) 3. Metamorphosis 4. (Organizational) Exit

How to find work that is meaningful (1,2,3,3.1,3.2,4)

1. Don't Get too Specific - Just Head in the Right General Direction 2. Your Direction Will Change Many Times 3. Mix Your Passions With Your Values and Talents 3.1 If money was not an issue, but you still had to work for a living, what would you do? 3.2 Draw your own PVT Triangle 4. Pursue a Job or Career Path that Fosters Learning

Emotion rules for the workplace (9 (2, 2.1, 2.2, 2.3))

1. Express emotions professionally 2. Express emotions to improve situations/outcomes 2.1. Use emotion displays to prevent or correct a problem 2.2 Use emotion displays to create a good climate in the workplace 2.3 Avoid emotion displays that lead to negative outcomes 3. Express emotions to the right individuals 4. Express emotions to help individuals. 5. Do not manage emotions for personal benefit/gain 6. The expression of certain emotions is always inappropriate

Managerial strategies for communicating about change (List 5)

1. Spray and pray 2. Tell and sell 3. Underscore and explore 4. Identify and reply 5. Withhold and uphold

Mediator v. Arbitrator

A mediator attempts to help the parties facilitate the dispute but holds no decision power while an arbitrator makes decisions (often binding) based on the proposals and arguments of the parties involved in the conflict.

According to identity theorists, the more ______ the _________ within a group's _________ identity are, the ________ likely the person will strive to _______ the identity (Identification in Organizations. p. 327).

According to identity theorists, the more valued the relationships within a group's social identity are, the more likely the person will strive to affirm the identity (Identification in Organizations. p. 327).

Organizational anticipatory socialization

Are there certain organizations that you are wanting to work for?

Know the difference between the two: socialization/assimilation

Assimilation = Organizations + Individuals Socialization = Organizations = : "occurs"

What are the different styles of conflict management? Bargaining and Negotiation

Bargaining - formal activity -Clear understanding of rules of negotiation Involves individuals who serve as representatives -Often used to settle intergroup or interorganizational conflict Two types: Distributive bargaining Integrative bargaining

Incivility

Bullying is differentiated from other phenomena, such as incivility (Davenport Sypher, 2004) and conflict (Putnam & Poole, 1987), by the features of repetition, duration, escalation, intensity, and power disparity. These features *rather than message content *identify the phenomenon, since content necessarily shifts depending on settings, tasks, and actors

What does this cost organizations? (Bullying)

Bullying is reportedly experienced by 90% of adults at some point in their work life and can cause great pain to its victims. The trauma and stigmatization of bullying is reported by Lutgen-Sandvick as workers try to make sense of the abuse in light of their ideas about themselves and others. These bullying victims find themselves "dealing with the perceived loss of professional reputation, organizational identity, and self-confidence, and the long term loss of core beliefs in justice and fairness.

Definitions of bullying

Bullying: persistent verbal, non verbal, aggression at work that includes personal attacks, social ostracism, and a multitude of other painful messages and hostile interactions. Adult bullying at work is a pattern of persistent, hostile discursive and nondiscursive behavior that targets perceive as efforts to harm, control, or drive them from the workplace (Einarsen et al., 2003; Rayner et al., 2002). It includes public humiliation, constant criticism, ridicule, gossip, insults, and social ostracism*communication that makes work tasks difficult or impossible, and socially isolates, stigmatizes, and discredits those targeted

Cox and Blake - competitive advantages (Diversity)

Business case for diversity Bottom line benefits

Avoiding negative effects of diversity management programs such as

Civil Rights Act of 1964 Affirmative action programs ADA Debates continue about the efficacy of these programs

How does each of the approaches (classical, human relations, human resources, systems, cultural and critical perspectives) view emotion in the organization?

Classical - Emotions are only considered as they affect production. Burned out employees replaced. Human relations - Only care about satisfaction. Human resources - Rarely considered. Stress and BO treated through participation to increase employee control. Systems - Seen as a sensemaking opportunity. Cultural - One aspect of the values and assumptions held by members. Conditions that breed stress are socially constructed through the interaction of organizational members. Critical - Emotions are seem as one indicator of strain in the relationship between employees and management. Educate workers to resist acceptance of the conditions that create stress and BO.

How would diversity be viewed by classical, human relations, human resources, systems, cultural and critical perspectives?

Classical- Because diversity would limit the homogeneity of the workforce and hence be distracting or detrimental to morale, diversity would be discouraged. Human Relations- Diversity would be encouraged by increased creativity and new ideas would increase the competitive advantage for the organization. Emphasis would be placed on maximizing the contributions of all employees. Systems- Diversity would be seen as one avenue for the organization to adapt effectively to a turbulent global environment. Integration of women and minorities into formal and informal networks would be emphasized. Cultural- Diverse organizations would be seen as important sites where organizational culture intersects with national and ethnic culture and with the values of various co-cultural groups. Constitutive- Emphasis would be placed on the processes through which the intersections of various value systems are negotiated through ongoing interaction. Critical- Diverse organizations would be seen as an arena in which subjugated groups must deal with the dominant class. Emphasis would be placed on the perpetuation of---or emancipation from--hegemonic relationships Feminist- Scholarly and activist attention would be given to the ongoing challenges faced by women and other co-cultural groups in diverse organizations such as harassment and home-work balance

Approaches and their views of technology

Classical: Communication technology is seen as a tool that can be used to enhance the efficiency of organizations by supplementing or replacing efforts of human workers. Human Relations: Communication technology is seen as an avenue for freeing workers from mundane tasks and allowing them to engage in activities that satisfy higher-order needs. Human Resources: communication techhnology is seen as an opportunity for enhancing organizational effectiveness when used in combination with human workers. Decision-making technologies are particularly relevant. Systems: Communication technology is seen as a way to link individuals and organizational subsystems. Special attention is paid to the impact of technologies on communication networks. Critical: Communication technology is seen as a means for repressing workers through de-skilling jobs and information control. Alternatively, technology could enhance democratization through social media tools. Feminist: Communication technology viewed as a tool that can both enhance the patriarchal control of organizational systems or contribute to activist feminist movements in positive ways.

How are visions implemented?

Classical: Socialization seen as a way to ensure that employees are properly trained for maximum effectiveness of efficiency Human Relations: socialization seen as a way to maximize the possibility that employees will be highly satisfied organizational members Human Resources: socialization seen as a way to maximize the contributions employees can make to the organization Systems: socialization seen as a boundary transition between the "outside" and the "inside" of the system Cultural: socialization seen as a process through which newcomers come to understand the values and norms of the new organizational culture Critical: socialization seen as a process through which organizational owners and managers develop and maintain hegemonic relationships with the employees Feminist: socialization seen as a process that is potentially gendered as new employees are introduced to rational and patriarchal organizational systems

Criticisms of the Socialization

Classical: Socialization seen as a way to ensure that employees are properly trained for maximum effectiveness of efficiency Human Relations: socialization seen as a way to maximize the possibility that employees will be highly satisfied organizational members Human Resources: socialization seen as a way to maximize the contributions employees can make to the organization Systems: socialization seen as a boundary transition between the "outside" and the "inside" of the system Cultural: socialization seen as a process through which newcomers come to understand the values and norms of the new organizational culture Critical: socialization seen as a process through which organizational owners and managers develop and maintain hegemonic relationships with the employees Feminist: socialization seen as a process that is potentially gendered as new employees are introduced to rational and patriarchal organizational systems

Organizational Disidentification

Cognitive separation between ones identity and the organization's identity (Elsback & Bhattacharya, 2001)

Specific Organizational Strategies for organizational identification (List)

Common Ground Identification through Antithesis Assumed "We" Unifying Symbols

Phases of Socialization: Organizational encounter How do you learn about an organization?

Communication -Role-related information -Cultural information Sources -Job interview -Orientation programs -Organizational members...

Stages of Unplanned Change: Post-Crisis Stage

Communication focuses on determining responsibility, communicating with a wide range of stakeholders, perhaps apologizing, and establishing systems for coping with similar crisis in the future.

Blake & Mouton's Leadership Grid Low People Concern and Low Task Concern: Low People Concern and High Task Concern: High People Concern and Low Task Concern: r High People Concern and High Task Concern: Medium People and Medium Task Concern: Manager: focus on work output as well as people morale

Concern for Production vs. Concern for People •Developed as tool for training managers in leadership styles •Leaders most effective = concern for people and concern for production •Place manager on grid Low People Concern and Low Task Concern: Impoverished Manager Low People Concern and High Task Concern: Authority-Obedience Manager High People Concern and Low Task Concern: Country Club Manager High People Concern and High Task Concern: Team Manager Medium People and Medium Task Concern: Middle of the Road Manager: focus on work output as well as people morale

What are the different styles of conflict management? Grid ------------Self v. Others-------- High v. Low: High v. High: Low v. Low: Low v. High: Medium v. Medium:

Concern for Self v. Concern for Others (Grid) High v. Low: Competition High v. High: Collaboration Low v. Low: Avoidance Low v. High: Accommodation Medium v. Medium: Compromise

Is conflict always a bad thing?

Conflict can be destructive and constructive Through communication, members create and work through conflicts in ways that are functional or dysfunctional

Difference between emotional labor and emotion work

Emotional Work- must notice the need for compassion and the details of clients' lives that will lead to appropriate communication (Miller, 2007). Nurse Doctor Teacher Attorney Social Worker

Emotional Contagion vs. Empathic Concern (may not need to know)

Emotional contagion is an affective response in which am observer experiences emotions parallel to those of another person. For example, a funeral director who always feels sad when talking to grieving clients. In short, emotional contagion involves "feeling with" another. Empathic Concern is an affective response in which an observer has a nonparallel emotional response. For example, a counselor dealing with a hysterical client might feel concerned but not share the client's hysteria. Thus, empathic concern involves "feeling FOR" another.

Phases of Socialization: Organizational encounter (Role Related Information)

Encompasses the information, skills, procedures, and rules that an individual must grasp to perform the on the job. A new secratary for example might need to lear about the organization's work processing programs, filing system, book-keeping procedures etc.

Organizational identification

Essentially, organizational identification is the relationship between one's personal identity and that of an organization. Ashforth and Mael in 1992 defined organizational identification as the "perception of oneness with or belongingness to an organization" (Organizational Identification, 3-22-16). Dutton, Dukerich, and Hargquail in 1994 defined it as the "cognitive connection between and individual and his or her organization" (Organizational Identification, 3-22-16). Chester Barnard discusses organizational identification as "the 'coalescence' between the individual and the organization that generates a sense of individual conviction and a willingness to devote increased effort to the organization" (Identification in Organizations. p. 326).

Style Theories: Theory X/Y

Founder: McGregor Theory X: Assumes strong and forceful hand essential for harnessing efforts of unmotivated workers. Authoritarian, repressive style. Tight control, no development. Produces limited, depressed culture. Theory Y: Assumes workers highly motivated to satisfy achievement and self actualization. Job of manager: bring out natural tendencies of intelligent and motivated workers. Liberating and developmental. Control, achievement and continuous improvement achieved by enabling, empowering and giving responsibility.

What are the different styles of conflict management? Third Party Conflict Resolution

Friend or coworker Supervisor Parties from outside organization Mediator - no decision power Arbitrator - makes decisions

Distributive bargaining

Goals: Maximize individual gains and minimize losses ISsues: Fixed-sum issues with limited resources Outcomes: Compromises, trade-offs, and win-lose results Communication: Information-seeking, withholding data, and deception in disclosures

Integrative bargaining

Goals: Maximize joint gains Issues: Variable-sum issues shaped by overlapping positions Outcomes: Creative solutions not attributable to specific concessions Communication: Open sharing of information; accurate disclosure of needs and objectives

Burnout

Happens when workers can no longer manage their own or other's emotions according to organizational expectations (Copp, 1998)

Diversity: High turnover may be spurred by ____________, absence of ________, and _________ ________ of recruiting and training

High turnover may be spurred by stereotyping, absence of mentors, and high costs of recruiting and training -Managing diverse groups poses communication challenges -When first formed, diverse groups can struggle -Over time, groups develop both communicative strategies and wider range of alternatives

Organizational commitment

How happy am I with my organzation? How satisfied am I with my organization?

Specific Organizational Strategies: Identification through Antithesis

Identification through antithesis, essentially creating identification based on dislike of a competitor, is also a common organizational strategy

Identity

Identity is defined as "a self-referential description that provides contextually appropriate answers to the question "Who am I?" or "Who are we?""

Organizational Identity

In essence, organizational identity answers the questions which are strived for in the definition of identity, who am I/who are we, on an organizational level. As defined by Ashforth and Mael in 1996, organizational identity is "the 'soul' or essence of the organization" (Organizational Identification, 3-22-16). Albert and Whetten describe organizational identity as the "central, distinctive enduring characteristic of an organization" (Organizational Identification, 3-22-16). Miller describes organizational identity as "knowing an organization, what it sells, and where it stands on relevant issues of the day" (Miller, p. 260). Furthermore, she adds that organizational identity is "the image that an organization creates and maintains in order to successfully position itself with other organizations in the larger environment or with the public"

How does organizational identification occur?

In order for organizational identification to occur two components must be present. First, a cognitive component must exist where there is a sense of awareness of the membership and second an evaluative component must exist. The evaluative component is the sense that the awareness holds a relation with some sort of connotations of value. A third component which is frequently attributed with organizational identification is an emotional investment into the identification (Identification in Organizations. 328). One cannot evaluate how they perceive themselves in relation to their organization unless they are first aware of the fact that they are indeed part of the organization in some form. 1. Cognitive Component--sense of awareness of membership 2. Evaluative Component--awareness is valuable 3. Emotional investment into membershup leading into identification

Emotional Dissonance

In the workplace, emotional dissonance is the conflict between experienced emotions and emotions expressed to conform to display rules. Major factor leading to negative consequences mentioned above

Benefits of the multi-cultural organization

Increased creativity Enhanced problem-solving Ability to look at things from different viewpoints

What does ICT stand for? How has it affected organizations?

Information & Communication Technology Technology - ranging from voicemail, conference calls, social media, e-mail, to texting - has fundamentally changed the ways organizations accomplish their goals. Email & the Internet

Managerial strategies for communicating about change: Underscore and explore

Management focuses on fundamental issues related to change success and allows employees the creative freedom to explore various possibilities.

Managerial strategies for communicating about change: Identify and reply

Management listens to and identifies key concerns of employees and then responds to those issues as they are brought up.

Managerial strategies for communicating about change: Tell and sell

Management selects a limited set of messages regarding core organizations issues. Management "tells" employees about these issues and then "Sells" employees on the wisdom of the chosen approach.

Managerial strategies for communicating about change: Spray and pray

Management showers employees with all kinds of information in the hope that employees will be able to sort out significant and insignificant information.

Managerial strategies for communicating about change: Withhold and uphold

Management withholds information as much as possible. When management is confronted with questions or rumors, they uphold the party line.

Phases of Socialization: Organizational encounter (Cultural Information)

Much more complex then comprehending role-related information, as formal documentation regarding cultural norms rarely exists and current organizational members might have a difficult time articulating those values for the newcomer. Stohl (1986) found that much of socialization occurs through the communication of "memorable messages"--narratives and cultural truisms that stick with employees as they continue on in their employment with the organization.

Communication During Organizational Entry: Newcomer Information-Seeking Tactics: Third Party Questioning

Newcomer solicits information by asking a secondary source (e.g. coworker) rather than a primary source (e.g., supervisor)

Communication During Organizational Entry: Newcomer Information-Seeking Tactics: Overt Questioning

Newcomer solicits information by asking direct questions of information targets

Communication During Organizational Entry: Newcomer Information-Seeking Tactics: Indirect Questioning

Newcomer solicits information by asking non-interrogative questions or by hinting

Communication During Organizational Entry: Newcomer Information-Seeking Tactics: Testing

Newcomer solicits information by breaking or deviating from organizational rules and observing reactions

Communication During Organizational Entry: Newcomer Information-Seeking Tactics: Disguising Conversations

Newcomer solicits information by disguising the information seeking attempt as a natural part of the conversation

Communication During Organizational Entry: Newcomer Information-Seeking Tactics: Surveillance

Newcomer solicits information by making sense of past observed behavior

Communication During Organizational Entry: Newcomer Information-Seeking Tactics: Observation

Newcomer solicits information by watching behavior in salient situations

Communication During Organizational Entry: Newcomer Information-Seeking Tactics (List: 7) OITTDOS

Overt questioning Indirect questioning Third party questioning Testing Disguising conversations Observation Surveillance

What factors impact conflict (personal, relational, cultural)? Personal: Personality plays ______ role in conflict resolution strategies. Findings on gender differences ________ Some findings ________stereotypes Way individual frames conflict will ________ way it is managed Involves perceptions of self, others, conflict Those who frame in terms of losses more like to take ______ Also more likely to reach an _______ Relational: Relationship between parties has _______ impact on conflict resolution Power Hierarchical positions of individuals Competitive styles when dealing with _______ Accommodation or collaboration when dealing with________ Accommodation or avoiding when dealing with ______ Relationship______ interaction Struggle with needs for________ and __________ This contradiction can cause _______ Cultural: ______ culture _______ and ________ culture Can _______ resolution process

Personal: Personality plays small role in conflict resolution strategies. Findings on gender differences mixed Some findings contradict stereotypes Way individual frames conflict will influence way it is managed Involves perceptions of self, others, conflict Those who frame in terms of losses more like to take risk Also more likely to reach an impasse Relational: Relationship between parties has strong impact on conflict resolution Power Hierarchical positions of individuals Competitive styles when dealing with subordinates Accommodation or collaboration when dealing with superiors Accommodation or avoiding when dealing with peers Relationship influences interaction Struggle with needs for autonomy and connection This contradiction can cause conflict Cultural: National culture Ethnic and racial culture Can influence resolution process

Why does organizational identification matter? (Positive: 4/Negative: 4)

Positive Effects: -Affects job involvement -In role performance -Extra role performance -Self-sacrifice Negative Effects: -Negatively effects creativity -Too much commitment to a failing project -Resistant to organizational change -Coercive Control (Hegemony)

Stages of Unplanned Change

Pre-Crisis, Crisis, Post-Crisis

Define socialization

Process through which newcomers become organizational members" (Van Maanen & Schein, 1979).

Emotional labor

Refers to jobs in which workers are expected to display certain feelings in order to satisfy organizational role expectations.

Effects of ICT on organizations

Rise of mobile technology - allows an organizational member to carry the internet in his/her back pocket.

Stages of Unplanned Change: Pre-Crisis Stage (List 3)

Signal Detection: Prevention: Crisis Preparation: Residents of tornado alley know there is little to do to prevent a tornado. However, it is possible to improve the tracking of tornadoes (signal detection) and to let the public know what exactly should be done if a tornado is imminent (crisis preparation)

How does diversity in organizations make us smarter?

Similar to below.

Phases of Socialization: Organizational encounter

Socialization process that occurs at the organizational point of entry, when a new employee first encounters life on the job.

Phases of Socialization: Anticipatory socialization

Socialization process that occurs before an individual actually enters an organization, such as learning about a particular occupation or organization.

Managing (Celebrating) Cultural Diversity: Spheres of _________

Spheres of activity -Education programs -Human resources system -Organizational culture -Mind-sets about diversity -Programs that support work-family health -Programs that combat problems -Life in diverse organization involves attitude and action

Basic Model of Stress in the workplace (may not need to know, review last) Stressors/Burnout/Outcomes

Stressors: Environmental factors that are difficult for an individual to deal with such as workload, role conflict, role ambiguity, life events, home/work conflict Burnout: Strain that results from ongoing stressors: emotional exhaustion, depersonalization, decreased personal accomplishment Outcomes: Physiological, attitudinal, and organizational results of burnout: coronary heart disease, high blood pressure, lower job satisfaction, less commitment, turnover

Trait vs. Style Theories of Leadership

TRAIT: -Leaders are born Particular qualities are needed: -Intelligence -Confidence -Charisma -Determination -Integrity -Sociability STYLE -Most effective styles -Theory X and Theory Y -Authoritarian, Democratic, Laissez-Faire -Black & Mouton's Leadership Grid

Specific Organizational Strategies: Assumed "We"

The assumed "we" strategy is a tactic meant to group individuals of interest (organizational members/consumers) as a collective to build support. I as a Lakers fan speak on behalf of the LA Lakers with the term "we" although I have absolutely no legitimate connection with the team. I identify with them because I am a fan. We can see UnderArmour's catch phrase emphasize this strategy

Specific Organizational Strategies: Common Ground

The common ground idea is based around the idea of consubstantiation which is essentially an organization finding similarities with their consumer base. Organizations can create a consumer base, thus potentially establishing organizational identification by targeting a specific issue and creating an identity focused on a particular stance. For example, an organization can choose to speak out over environmental concerns and demonstrate their attempts to stay 'green' and practice environmentally-safe procedures. Consubstantiality can be established and identification will surely ensue

Phases of Socialization: Metamorphosis

The final stage of the assimilation process when the new employee has made the transition from outside to complete insider status.

Issues related to organizations and technology: The overall level of organizational communication _____________ We are often _________ in data Electronic communication (texting, e-mail) can ________ the development of workplace __________ During organizational crises: Communicate with _________ __________ among organizations Allows virtual ________ and _______

The overall level of organizational communication increases We are often drowning in data Electronic communication (texting, e-mail) can enhance the development of workplace friendship During organizational crises: Communicate with publics Coordinate among organizations Allows virtual organizing and telework

Stages of Unplanned Change: Crisis Stage

There is a trigger (e.g., product failure, natural disaster) that threatens an organization's survival or reputation. During this period, there is a great deal of uncertainty, and people inside and outside the organization try to make sense of what is happening. After this initial process of recognition, communication during the crisis stage shifts to processes of crisis containment such as mitigating damage and dealing with immediate issues of information dissemination.

What is meaningful work?

They can do well That contributes to society That they can be proud of Where they can apply their skills Where they can make a difference to the organization

Transformational Leadership vs. Transactional Leadership

Transactional Leaders -Exchange between leaders and followers -Hard work = Pay raise Transformational Leaders -Through communication a relationship develops -Leaders help followers to reach their full potential. -This relationship can transform both the leader and the follower -Exemplification

Lack of common frame of reference may get in way of diversity. T/F

True

Specific Organizational Strategies: Unifying Symbols

Unifying symbols are typically described as organizational logos used to communicate a brand name (Organizational Identification, 3-22-16). The Nike check mark, the McDonalds 'M', the Mac apple, the Xbox 'X', etc. For clothing companies in particular, unifying symbols are particularly important. They allow their consumer to advertise for their cause by wearing clothing with their discrete symbols

Vocational anticipatory socialization

What do you plan to be when you graduate? Where did you learn about this career?

Work anticipatory socialization

What is a "real job"?

Balancing _____ and ____ can be a challenge for diverse organizations? How can this be combated?

Work and Home -Child care, Elder care, Self care -Family-friendly programs

Social Identity

a concept defined by a social group along with the value of that membership

Personal Identity

one's unique sense of self

Can individuals have multiple identities in an organization?

the identity of the organization in question must be understood in order for effective identification to occur. How can one identify with an organization which does not have identity? Without organizational identification, an organization cannot generate an enduring employee/consumer base and will have difficulty competing on a larger scale. With this being said, it would be difficult to effectively establish organizational identification with multiple identities on an organizational level, however; it can be said that one's personal identity may lead them to hold multiple identities say on a subcultural level. You can have social identity with a friend group (subculture) and organizationally identify with the organization as a whole.