Exam 3

Synoptic knowledge (ch8)

Abstract representations that are encoded in instruction manuals or expert systems.

Accommodation (ch9)

Conflict style that shows low concern for self and high concern for others. (win-lose). Functionally: this involves making a concession to let the other party get his.her way especially if he/she is an expert or an authority. Unfunctionally: would involve being told to do something wrong and complying even against ones better judgement. phrases like verbally: "my bad" "my fault" "i am sorry" "ill do whatever you want". nonverbally: smiling or head nod that communicates compliance.

Deep acting (ch11)

Evoking realistic emotional displays in the workplace by using techniques such as imagining friendly environments or sympathizing with customers. No contradiction between what the organizational member is feeling internally and the external display of emotions. Deep acting is functional and healthy. Members must be doing a job they love, are well compensated, well prepared or trained for the roles, and have high quality support from their supervisors and colleagues.

Surface acting (ch11)

Evoking superficial emotional behaviors during workplace interaction to satisfy work requirements. performing an appropriate emotion that isn't actually felt. after a period of time likely to become dysfunctional, not only for the individual performing it but it may diminish the quality of the service rendered to clients or customers.

Glass ceiling (ch12)

A concept popularized in the 1980's to describe a barrier so subtle that it is transparent, yet so strong that it prevents women and minorities from moving up in the management hierarchy. Even when these less dominant groups move up in the hierarchy, they tend to get stuck somewhere below upper these management positions.

Depersonalization (ch11)

A dimension of burnout in which service workers objectify (materialize) their clients in order to protect themselves. Involves getting overwhelmed and losing perspective by feeling that people are conspiring to make our lives miserable.

Groupthink (ch8)

A mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members' striving for unanimity overrides their motivation to realistically appraise alternative courses of action. There is more concern with appearing cohesive and maintaining group relations than there is with making high-quality decisions.

Terrorism (ch1)

A set of strategies (rather than a particular ideology) that involves the use of unpredictable violence against individuals and thus creates, ongoing fear and suspicion among large groups of people.

Latent phase (conflict) (ch9)

A situation before manifest conflict in which the conditions are ripe for conflict because interdependence and incompatibility exist between the parties. Where the beginning of conflict are believed to occur. Pre awareness phase.

Intuitive decision making (ch8)

Accessing relevant information and experience in order to make decisions. decision makers are often forced to make quick decisions without the opportunity for information search and debate. Typically use truncated decision procedures and rely on intuition and satisficing solutions. Based on a hunch or gut feeling not being able to fully articulate how or why.

Interorganizational collaboration (ch8)

Collaboration in intergroup settings that emphasizes the dynamic, fuzzy, and multiplex relationships among organizations and organizational actors. Leads to tensions regarding both how contact is structured and how relationships evolve and change.

Homeland security (ch1)

Communication systems that enhance border security, improve tracking of possible terrorist activities, and develop the ability of first-response organizations to act quickly and appropriately in case of terrorist threats or attacks.

Competition (ch9)

Conflict style that shows high concern for self and low concern for others. One privileges his/her interest at the expense of the other party's interests. functionally: it is because what is being pushed through is constructive and what is dropped is of lesser quality. dysfunctionally: becomes a weapon of tyranny and bullying. Verbally: comes as orders, directives, commands, ultimatums, threats. Nonverbally: it is expressed via a domineering tone, imposing posture, glaring.

Collaboration (ch9)

Conflict style that shows high concern for self and others. Ideal strategy. Strengthens the relationship between the conflicting parties as they recognize the advantage of being creative and open-minded. unfortunately collaboration can be draining and time consuming to practice. It demands a higher level of patience and good will. Verbally: takes form of inquiries into novel and creative alternatives and expressions of genuine goodwill. Nonverbally: genuine gestures that help to generate mutual trust between the parties.

Avoidance (ch9)

Conflict style that shows low concern for self or others. (lose-lose). Sacrificing both the parties interests and individual interests. Ignoring the conflict as if it doesn't exist. Extreme cases lead to burying ones head in the sand hoping the problem will just go away. Silence does not always mean avoidance because it can also be used as a weapon.

Compromise (ch9)

Conflict style that shows moderate concern for both self and others. (win some, lose some). functional: provides a short cut that does not please or disappoint any of the parties completely but blunts some of the sting of loss that each party might experience otherwise. Temptation to seek easy way out tho! Verbally: "i will meet you halfway" or "lets make a deal". Nonverbally: friendly gestures such as smiles nonthreatening tone of voice and body posture would also indicate compromise.

Aftermath phase (conflict) (ch9)

Conflicts have been both short-term and long-term consequences (constructive or damaging) that can change the nature of the individuals, their relationship, and their functioning within the organization. Marks the final phase of conflict. Sometimes a conflict might lead to discomfort and pain in the short-term, but eventually strengthen the relationship between the relevant parties. It all depends on how the conflict is managed by the parties during the manifest phase.

Problem-centered coping (ch11)

Dealing directly with the causes of burnout. Individual can quit and look for a more agreeable job that was minimal workload, role conflict, and role ambiguity issues. Or an individual can drop some responsibilities without quitting the entire job.

Emotion-centered coping (ch11)

Dealing with the negative affective outcomes of burnout. Treating the effects of burnout in functional ways.

Critical Tradition (ch1)

Discursive reflection. Confronting the issue of sexual harassment in the workplace through programs designed to shift beliefs about gender and power. Most easily distinguishable way of conceptualizing communication because of its focus on issues of abuse and constructive use of power. Encourages members of society and the organizations within, to step back and recognize some of the subtle and not so subtle ways the organizational culture to which they belong is oppressive to some members. this oppression can then be addressed to ensure justice for the disenfranchised organizational members.

Generational cohorts (ch1)

Divisions of populations by similarities in birth year and associated similarities in experience.

Compassionate communication (ch11)

Emotionally communicating in a wide range of human service occupations in ways that involve processes of noticing, connecting, and responding to trouble clients.

Emotion at work (ch11)

Emotions that emerge from relationships in the workplace.

Stressors (ch11)

Environmental factors that are difficult for individuals to deal with in their workloads, such as role ambiguity and work/life balance.

Phenomenological Tradition (ch1)

Experience of otherness; dialogue. Using dialogue to mediate conflict between two employees. Concentrates on how dialogue can facilitate understanding unique view points held by individuals. Understanding another persons viewpoint involves suspending judgement and trying to see things from his/her perspective.

Sociopsychological Tradition (ch1)

Expression, interaction, and influence. Using knowledge about personality and interaction style to improve conflict management programs. Interested in how the way people express themselves and interact with others can be accounted for in terms of underlying traits or styles. Assumes behaviors people engage in are predictable.

Emotional exhaustion (ch11)

Feelings of fatigue, frustration, or being unable to face another day on the job.

Emotional support (ch11)

Letting another person know that they are loved and cared for. Includes what others at work and beyond do to appeal to the employees affiliation and self-esteem needs.

Bounded emotionality (ch11)

Looking at emotional life as a central focus of organizational research and considering the ways in which paying attention to emotion might lead to new ways of understanding the workplace.

Opt-in (ch12)

Metaphor used to describe when women move back into a career several years after leaving the workplace to have children.

War on terror (ch1)

Military actions and bureaucratic processes that seek to prevent and fight terrorism.

Functional theory of group decision making (ch8)

Model that argues that effective decision making depends on groups attending critical functions through group communication. Enhances decision quality.

Dissent (ch9)

Specific kind of conflict in which an employee has a disagreement with the organization or supervisor and chooses to voice that disagreement.

Demographics (ch1)

Statistical descriptions of characteristics of a population, such as age, race, income, educational attainment, and the like. Describe who we are in the most basic of terms and thus can have a foundational impact on how we communicate with each other, how we organize, and how we address critical problems in our social world as well as what those problems are in a given time and place.

Burnout (ch11)

Strain that results from ongoing stressors, such as emotional exhaustion, depersonalization, and decreased personal accomplishment.

Distributive bargaining (ch9)

Strategy in which conflicting parties work to maximize their own gains and minimize their own loses. Centers on the limited resources that must be divided in the negotiation (wages, benefits, hours). Only win-lose solutions or compromise. Communication is marked by withheld information, deception, and attempts to learn as much as possible about the parties position.

Integrative bargaining (ch9)

Strategy which conflicting conflicting parties try to maximize gains for both parties. Bargainers discuss issues that could lead to a more creative solution. Communication tends to be marked by open disclosure, careful listening, and multiple communication channels.

Felt phase (conflict) (ch9)

When parties in conflict begin to formulate strategies about how to deal with the conflict and consider outcomes that would and would not be acceptable. Party thinks about the conflict in clear and personal terms and begin to plot what to do about it. We usually don't implement all the thoughts that may cross our minds about what to do to perceived nemeses.

Perceived phase (conflict) (ch9)

When parties in conflict believe the incompatibilities and interdependence exist. At least one of the relevant parties to a conflict believes that conditions for the conflict exist, but the awareness is vague.

Manifest phase (conflict) (ch9)

When parties in conflict enact available strategies and goals in communication during conflict. On party intimates the other party, where the conflict actually flares, and the parties engage each other to interact verbally or nonverbally about the conflict.

Emotional work (ch11)

When workers feel genuine emotions on the job and express those emotions in interactions.

Lack of personal accomplishment (ch11)

When workers see themselves as failures and incapable of effectively accomplishing job requirements.

Bona fide groups (ch8)

deals with the concern of ignoring organizational context by proposing that group research considers factors such as shifting membership, permeable group boundaries, and interdependence within organizational context.

Domains of communication theory (ch1)

Seven different ways of thinking about how communication works in the world, which include rhetorical, semiotic, phenomenological, cybernetic, sociopsychological, sociocultural, and critical.

Unitary sequence path (ch8)

(23%) Group interaction generally followed traditional sequence of orientation, problem analysis, solution, and reinforcement.

Solution-oriented path (ch8)

(30%) Group interaction involved no activity related to the problem definition or analysis.

Complex cyclic path (ch8)

(47%) Group interaction consisted of multiple problem-solution cycles. Breaking the problem down into subproblems and processing these one at a time.

Sociocultural Tradition (ch1)

(Re)production of social order. Looking at the intersection of organizational, national, ethnic cultures in multinational organizations. Emphasizes how the patterns of communication in a society, organization, or group reflect underlying meanings they share with their fellow members. Concentrates on large shared social characteristics.

Normative model of decision making (ch8)

(rational model of decision making) 1. formulation. 2. Concept development. 3. Detailing. 4. Evaluation. 5. Implementation. Rational and logical decision making process in which organization members notice a problem, carefully define it, search for relevant information, develop a set of options, and evaluate them according to carefully developed criteria.

Empathic concern (ch11)

An affective response in which an observer empathetically feels concerns for another without having a parallel emotional response.

Emotional contagion (ch11)

An affective response in which an observer experiences emotions parallel to those of another person.

Detached concern (ch11)

Attempting to adopt a stance in which concerns for clients can be maintained, independent of strong emotional involvement.

"Green" companies (ch1)

Businesses that want to raise their level of environmental responsibility and make decisions with environmental considerations in mind.

Mommy track (ch12)

Career track fro women who want flexible work arrangements and family support in exchange for fewer opportunities for advancement.

Appraisal-centered coping (ch11)

Changing the way one thinks about a stressful situation. Instead of getting stressed over factors that are beyond ones control one can become optimistic. One can operate on the "silver lining".

Emergence (ch8)

Group will arrive at some level of consensus.

Phase models of decision making (ch8)

Groups go through a series of phases as they systematically attempt to reach decisions, including orientation, conflict, emergence, and reinforcement.

Orientation (ch8)

Groups members become acquainted with each other and the problem at hand.

Emotion rules (ch11)

Guidelines for emotional display in the workplace.

Emotional labor (ch11)

Jobs in which workers are expected to display certain feelings in order to satisfy organizational role expectations. Significant in attaining emotional intelligence.

Emotional intelligence (ch11)

Idea that there are some people who are naturally better at understanding and managing the emotional content of workplace relationships and that emotional intelligence is also a skill that can be developed through training.

Knowledge management (ch8)

Identifying and harnessing intellectual assets to allow organizations to build on past experiences and create new mechanisms for exchanging and creating knowledge.

Three I's of conflict (ch9)

Incompatible goals, interdependence, and interaction.

Cybernetic Tradition (ch1)

Information processing. Finding optimal ways to set up a communication network system for employees who telecommute. Dwells on the information processing aspects of communication including how the different parts of technological systems coordinate and protect the integrity of the system.

Levels of organizational conflict (ch9)

Interpersonal: Micro level: individual members of the organization perceive goal incompatible. Occurs between individuals one-on-one. Intergroup: Macro level: takes place between 2aggregates of people within an organization (work teams, departments) as parties in the conflict. Interorganizational: Most marco level: involves disputes between two or more organizations.

Semiotic Tradition (ch1)

Intersubjective mediation by signs. Studying the ways that organizations create and sustain identity through corporate symbolism. Focuses on signs; emphasizes symbols (verbal and nonverbal) that promote shared meanings.

Characterization frame (ch9)

Involves how disputants see the other parties in the conflict. Often involve polarized and stereotyped categories for understanding others.

Optimizing vs. satisficing (ch8)

Optimizing model: attempting to find the single best solution to an organizational problem. Satisficing model: Searching for a solution that will work well enough for dealing with a given situation. Finding a compromise solution and not necessary the best solution. good enough rather than ideal.

Cognitive model (ch8)

Participatory decision-making process that seeks to improve the upward and downward flow of information in the organization by including those closet to the work.

Affective model (ch8)

Participatory decision-making process that seeks to satisfy employees higher-order needs in order to increase job satisfaction. (straight line model)

Workplace bullying (ch11)

Persistent verbal, and nonverbal aggression at work that includes personal attacks, social ostracism, and a multitude of other painful messages and hostile interactions.

Symbolic convergence theory (ch8)

Perspective that considers the role of communication such as stories and jokes in creating a feeling of group identity.

Conflict (ch8)

Possible solutions to the problem are presented and debated.

Informational support (ch11)

Providing facts and advice to help an individual cope. Recognizes a need to reduce uncertainty by providing necessary details or answering questions that clear up any confusion or ambiguities.

Instrumental support (ch11)

Providing physical or material assistance/resources (time, money, equipment) that helps an individual cope with stress and help to relieve the burden the employee feels.

Workplace democracy (ch8)

Realizing the standards for a democratic society, free speech, and human dignity in the workplace.

Conflict as gendered practice (ch9)

Recognizing that most traditional conflict models are linked to masculinity (competition, instrumentality, objectivity) while more feminine models (community, emotionality, expressiveness) are less valued.

Identity frames (ch9)

Refers to how stakeholders describe their own roles in the conflict.

Illusion of unanimity

The statement of group agreement while private doubts and disagreements are suppressed.

Illusion of invulnerability

The belief that nothing can go wrong within the group.

Stereotyping (ch12)

The categorizing of others outside of the group in ways that that see their views as unacceptable. Ignores a persons individuality and applies and generalization to him/her, they tend to be clearly negative.

Direct pressure on dissidents

The coercive force that obliges group members to behave and think in similar ways.

Bounded rationality (ch8)

The cognitive (humans aren't always perfectly logical) and practical (limits in time and resources) limitations that exist when making a decision.

Reinforcement (ch8)

The decision will be supported during the final stage.

Requisite variety (ch1)

The need for organizations and groups to be as complicated as the problems that confront them.

Self-censorship

The overt restraint of group members against offering opinions counter to the prevailing thought in the group.

Rhetorical Tradition (ch1)

The practical art of discourse. Considering the communication strategies of organizational leaders during times of crisis. Oldest tradition. Communication is the use of verbal and nonverbal means to achieve practical goals that are usually conceptualized as one or a combination of informing, persuading, or entertaining others as a source of the message intends.

Outsourcing (ch1)

The practice of moving manufacturing and service centers to countries where labor is cheap.

Globalization (ch1)

The process of our world becoming ever more connected in economic, political, organizational, and personal terms as transportation and telecommunication systems improve.

Reliance on self-appointed mind guards

The protection of the group from contrary information from outside influences.

Illusion of morality

The self-righteous belief that the virtues of the group are above reproach (strong criticism, dishonor).

Climate change (ch1)

The upward shift in overall global temperature, rising sea levels, and extreme weather events.

Multiple sequence model (ch8)

The variety of decision paths taken by groups, including the unitary (thorough) sequence path, complex cyclic path, and solution-oriented path.

Mediation (ch9)

Third-party conflict resolution process in which both parties work together with a mediator to develop a viable solution to the conflict at hand.

Management frames (ch9)

To consider ways in which the conflict has been managed in the past or might be managed in the future.

Cultural knowledge (ch8)

Understandings of particular sites and systems that allow organizational actors to act in coordinated ways.

Improvisational knowledge (ch8)

Understandings people use when they encounter unusual situations and must move beyond what is encoded in synoptic knowledge.

Transmission model of communication (ch1)

View of communication as a process of moving information from sources to receivers. Something easy to knock down. Assumes that communication is a simple and straightforward process by accounting for it in terms of how a message moves from point A to point B. Assumes that the meaning the individuals involved attach to the messages is standardized. Any problems of communication are conceptualized primarily in terms of any physical obstacles or noise that may prevent the delivery of messages or information.

Constitutive model of communication (ch1)

View of communication as a process that produces and reproduces meaning. How humans engage the meanings involved or attached to the messages or information. Accounts for communication in a more complex way. It posits that meanings are actually created, reproduced, modified, or totally changed.

Conflict frames (ch9)

Ways of viewing intractable conflict, including identity, characterization and management.