Org Comms Final

Paradigm

Set of rules and regulations that does two things

Judicial approach

Going to a judge to solve the problem

Teams

Group members are motivated by both best choice possible and access to information to be successful

Contingency theory of relationship

Groups that performed efficiently depend on a proper match of leadership style and context

Pondy's 5 stages of conflict

Latent conflict Perceived conflict Felt conflict Manifest conflict Conflict aftermath

Leader mandates

Leader makes decisions and enforced it

Long term vs short term

Measures traditional values

Masculinity vs. Femininity

Men have the power and woman are subordinates

Manifest conflict

Parties act on perceptions of feelings

Perceived Conflict

Parties know conflict is present

uncertainty avoidance

People feel structure over unstructured situations

Charasmatic leadership theory

People follow because of leaders behavior

Individualism

People prefer to act as individuals rather than members of a group

Source

Process conflict and how the work gets done with it

Organizational culture

Underlying beliefs, assumptions, and values of interacting that create an organization

Latent conflict

Underlying conditions have insufficient resources

Arbitration

Voluntary process where trained person sits in as a impartial third party to hear about conflict

Conflict aftermath

When conflict is resolved relationships are changed

Perception

Our interpretation becomes reality, and we respond as such

Behavior

Take result of our history

Crisis Plan

1. Identify crisis team and have hierarchy 2. Develop message for public 3. Designate a spokesperson 4. Have system for dealing with new threats 5. Have post review crisis plan

Powerful minority

A group that is numerically a minority but has the power and position to make decisions, such as a board of directors

Leadership

Ability to influence a group toward achievement or set of goals

Formal power

Based on individuals position in organizations

Satisfaction

Basic needs and desires being met

Trait leadership

Certain inborn qualities and characteristics make someone a leader

Reward power

Comply with wishes of directives of another because it is positive for them

Ethical standards

Constrain abuse of power and provide guidance to help direct employees relational behavior in positive ways

Majority rule

Decisions are made by a simple majority where 50% of the group agrees

Power distance

Degree which people accept the power and is distributed equally

Emotions

Demonstrate sincerity in conflict

Coercive power

Depends on fear of negative results by failing to comply

Personal power

Derived from one's unique characteristics

Management

Develops performance assessment process

Conflict

Difference of opinion with issues, sometimes the difference turns into something more serious and may damage relationship

Behavioral Theory of leadership

Examines what leaders actually do and the behaviors leader use to achieve their goals

Leader-Member Exchange Theory (LMX)

Example of how leaders can create their own context by creating in groups and out groups

attribution theory

Explains how we judge people differently depending on the behavior of otbers

Authentic Leadership

Focuses on the morals of being leaders

Empathy

Identifying and understanding the way others feel

Perceptions

If you perceive something to be true, then we respond to it as true

Felt conflict

Impacts one's emotions

Mediator

Impartial third party

Expert power

Influence derived from having skill

Consideration behavior

Involves leader demonstrating respect for employees thoughts and ideas

Culture

Learning group that gives members sense of who they are and belonging

Referent power

Like ability and traits

Active listening

Listening and responding in a manner that supports mutual understanding of a message

Organizational crisis

Low probability and high impact that threatens visibility of an organization

Final offer arbitration

Must choose one of the parties

Conventional internet Arbitration

Must help receive final offers for each party

Nonverbal

Not using words Physical appearance Kinesics (slouching) Touch Facial expressions Space Voice Use of time (speaking too fast)

Framing

Structure, border, or paradigm that shapes understanding of an issue

Job Design Theory

Teams most effective when they possess a greater degree of following 5 factors- Skill variety Task identity Autonomy Significance Feedback

Groupthink

The decision making that occurs in a group of people

Emotional labor

Work that requires employees to display certain emotions as parts of their job

Culture shock

the feeling of disorientation experienced by someone who is suddenly subjected to an unfamiliar culture, way of life, or set of attitudes.

Culture eats strategy for breakfast

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