CMN 212 exam 2

Prescriptive view: 2 dimensions that differ among cultures

Feedback and reward risk and uncertainty

Metaphor

Portrays organization or some part of it as like another familiar phenomenon Theme underlying multiple performances Example: disney land; drama (management) family (employees)

Texts

Preserve meaning of a conversation Are "distanced" from the conversation—they offer a more permanent record that summarizes the conversation All summaries leave something out Text is "frozen" conversation—less free of possibilities

Constitution in everyday interactions: Co-orientation

Process through which two or more actors develop a mutual orientation to an object or activity ex: germaine training aisha to do a job

the permanence and solidity of organizations is..

a useful illusion

What are the limitations to critical approach

When using critical approaches, it's difficult to remain objective, and difficult to prove the critical approach wrong.

Challenges with critical analysis

Who can disagree with liberation? But it is difficult to remain objective... Do we really know what is best for others? Response: No, but we know what is the best way to determine this...Let them deliberate Difficult to prove wrong Catch 22: If you don't agree, you are just a victim of ideology...You are dominated by hegemony

perspective view: four types of organizational cultures

Work- hard Play- hard Macho, tough guy Process Bet- the company

can we switch and adapt styles to the situation?

YES

what is the ideal model of human existence, according to critical theorists?

a person should control their own destiny, have active participation and variety in life

Who are the most common targets for assimilation

supervisors and coworkers

Encounter phase of socialization

surprise and sense making; mutual adaption of organization and individual Sensemaking stage that occurs when a new employee enters the organization. The newcomer must let go of old roles and values in adapting to the expectations of the new organization.

Definition of conflict

the interaction of interdependent parties who perceive incompatible goals and interference from each other in achieving those goals

The four flow model

"explicitly structurationist in arguing for the constitutive force of communication in organizing" (Kuhn, 2012, p. 558) and argues that we can understand the communicative constitution of organization by appreciating the types of communication flows that happen during the process of organizing Membership Negotiation Self-Structuring Activity Coordination Institutional Positioning

tough guy macho culture

(High Risk, Rapid Feedback and Reward) Stress comes from high risk and potential loss/gain of reward. Focus on the present rather than the longer-term future. Eg. police, surgeons, sports.

Bet- the- company cultures

(High Risk, Slow Feedback and Reward) Stress coming from high risk and delay before knowing if actions have paid off. The long view is taken, but then much work is put into making sure things happen as planned. Eg. aircraft manufacturers, oil companies.

work hard play hard culture

(Low Risk, Rapid Feedback and Reward) Stress comes from quantity of work rather than uncertainty. High-speed action leading to high-speed recreation. Eg. Restaurants, software companies.

Process cultures

(Low Risk, Slow Feedback and Reward) Low stress, steady work, comfort and security. Stress may come from internal politics and stupidity of the system. Development of bureaucracies and other ways of maintaining the status quo. Focus on security of the past and of the future. Eg. banks, insurance companies.

what are the dimensions of assimilation?

*Familiarity with supervisors and others *Acculturation *Recognition *Involvement *Job Competency *Role Negotiation

Competition

*assertive and uncooperative, a power oriented mode* Variations: Winner take all competition Contending Passive aggressive Benefits: + Own needs met + Quick + Decisive Disadvantages: - Damage to future relationship - Becomes habitual

2 different approaches to processing people into organizations

*formal and individualized* B) Work groups have a strong influence - to fit in must conform -work group norms

Compromise

*intermediate in both assertiveness and cooperativeness* Variations: Openly acknowledged Tacit coordination Benefits: + Each party gets something they need + Can build relationship + Others perceive you as competent Disadvantages: - May lead to lower levels of commitment to the solution - Glass half empty

Collaboration

*is both assertive and cooperative- the opposite of avoiding* Involves: Focus on problem and issues Acknowledge differences Generate solutions jointly Benefits: + Meets parties needs + Often leads to creative solutions + Builds relationship Disadvantages: - Takes time and effort - If it fails, may give up on future compromise/problem- solving efforts

Accomodiation

*unassertive and cooperative- opposite of competing* Variations: Open Not acknowledged Benefits: + Preserves relationship + When you are in a position of weakness Disadvantages: - May lose face - Others perceive you as weak or unresponsive

Avoidance

*unassertive and uncooperative* Variations: Protecting Withdrawing Smoothing Benefits: + When need to calm down (temporary response) + When you are in a position of weakness + May help you save face Disadvantages: - Low levels of satisfaction - Others perceive you as weak or unresponsive

three components of the new employee contract

- motivation change -networking increases in importance -life long learning

Characteristics of the 4 flows

-All four flows are necessary for organization -Different flows happen in different places -The same message can address multiple flows -Different flows address different audiences -Interactions among the flows give the organization its particular "character" -Some flows may dominate -Different organizations have different flow patterns and interactions

Communication in assimilation processes: mentoring

-Characteristics of mentors and of the mentor-mentee relationship -Findings related to effectiveness of mentor-mentee relationship -A problem

Tactics for the third party

-Directive -nondirective -procedural -reflexive

Criteria for selecting styles

-Importance to self -Importance to other -Importance of maintaining positive relationship with the other -Time pressure -Degree of trust in the other

2 views of culture

-Prescriptive -Descriptive (emergent)

Negotiation: distributive approach

-Win-lose -Maximize individual gains and minimize losses -Fixed sum -Information seeking; Selective misrepresentation of information; withholding -Fairly rigid relationships -Outcomes include compromises, tradeoffs, win-lose outcomes -Prejudice toward own group

Negotiation: integrative approach

-Win-win -Maximize joint gains -Variable sum; issues shaped by overlapping positions -Open communication; accurate disclosure of needs and information -More flexible relationship -Outcomes include creative solutions and joint satisfaction of needs -Focus on both groups' positions

What are the properties of organizational culture? (4)

-complicated:the complexity of organizational culture is demonstrated by the wide variety of markers that scholars use to investigate it -Emergent:they are socially created through the interaction of organizational members -Not Unitary: it is impossible to characterize an organization as having a single culture; rather that organizations are characterized by multitude of organizational subcultures -Ambiguous: there is not always a clear picture of the organizations culture or even their subcultures

Emergent view: basic assumptions (5)

-cultures are complex -cultures are emergent -cultures grow slowly and organically -there may be multiple cultures and sub cultures in an organization -cultures may be ambiguous

Characteristics of a high quality leader- member relationship

-open communication -involvement in decision making -support and acceptance of member

Prescriptive view: How should organizations be shaping their cultures?

-value engineering - development of rites and rituals -stories

What are the three functions of the employment interview

1) recruiting and screening 2) information gathering 3) socialization

three components of the theory of Concertive control

1. Simple control: involves the direct and authoritarian exertion of control in the workplace 2. Technological control: involves control exerted through technological workplace processes such as assembly lines or computer programs 3. Bureaucratic control: based on the power of hierarchical structure and the rational-legal rules that emanate from the bureaucratic structure Identification The perception of oneness with or belongingness to [a collective], where the individual defines him or herself in terms of the [collective] in which he or she is a member When an individual identifies with an organization or a work group, that individual takes on the concerns of the organization or group and accepts those concerns as his or her own Discipline Embedded within the "discursive formations" of a social group Through communicative interaction, work groups develop techniques to reward and punish behavior that conforms with or deviates from the values identified as important by the work group

Organizational Exit (5 generalizations)

1. it is a process not an event. retirement, job transfers and layoffs all take time and are highly anticipated nothing is sudden. 2. it influences both those who leave and those who are left behind. People who stay at an organization can feel strong emotions about layoffs 3. layoffs have huge effects on the families of those who leave the organization 4. communication plays a critical role in the disengagement process, and communication can even be the main reason people decide to leave an organization 5. retirement (the final exit) is one that holds particular meaning for individuals throughout employees lives. "ultimate marker of freedom"

According to lecture, what are the 5 info seeking tactics

1. overt requests 2. indirect requests 3. third party 4. observing 5. surveillance

What are the functions of organizational culture? (3)

1. provides a shared frame of reference 2. reduces uncertainty 3. fulfills need for community

Analysis of power relations in organizations and society (9)

1. things are not as they seem 2. Ideal model of agent 3. the pervasiveness of power 4. power and control 5. ideology hides control and power differences 6. Hegemony 7. there is no grand conspiracy 8. resistance 9. the role of the communication scholar

Millennials

1977-1997 (or 1981-1996, according to Pew) Global workforce: about half of the employees in the world View work as a key part of life Most socially conscious generation since the 60s Want a road map to success Mobile, collaborative lifestyle and need for immediacy

Scaling up: degrees of separation

1st: intent of the speaker is embedded in conversation -Ex: a worker at an urban nonprofit, suggests a new way to connect homeless individuals with jobs 2nd: the convo is given narrative representation -ex: heather tells others about the ideas Patrick shared 3rd: the test is transcribed into more permanent form -Ex:a written plan is developed based on Patricks ideas 4th: a specialized language is developed that is used in subsequent tests and convos -Ex: specific terminology is created for components of patrick's plan so others in the city center can share in the planning 5th: the texts and convo are transformed into material and physical frames -ex: procedure manuals are created and kiosks are build in strategic locations 6th: the standardized form is disseminated to a broader public -ex: the new system is shared with nonprofits in other urban areas

initiation

3 months to a year focus on learning and fitting in

Innovation

6 months to 2 years focus on mastering job

institutional positioning

Achieved through communication between organization and external audiences -Other organizations -Publics Interactive Cooperative, competitive, collaborative positions are among possible positions that might be enacted

Advantages and disadvantages for the Protege

Advantages for the protégé: Salary gains Promotion Job assignments Satisfaction A downside: Most employees do not have mentors

Negotiation

A formalized mode of conflict management involving exchanges of offers within the framework of shared rules to reach joint settlements

What did Karl Marx contribute to critical theory?

A method of social analysis- imbalance of power between classes

What is organizational culture?

A system of shared values, behavior patterns, norms, symbols, and attitudes that creates and maintains a certain way of life

self structuring

After the organization's founding, self-structuring continues through the writing of procedures manuals, memos, and sometimes a chart that specifies the relationships among employees. McPhee reminds us that the official chart isn't the final word on structure. Cooren and Fairhurst argue that employees seek closure, or a sense of shared understanding that emerges in back-and-forth interaction

conversations carried out by agents

Agents "do things" and have intention and a degree of free will "They could have done otherwise" Agents differ in their degree of reach Some speak for other people e.g, the President of a company, a company spokesperson, a lower level employee

The pervasiveness of power

All of life is political -sources of power

4 basic assumptions of organizational culture: prescriptive

All organizations have cultures in addition to other properties, such as structure, size, complexity, etc. Culture influences member behavior and organizational effectiveness Organizations can shape and define their cultures The organization should cultivate a culture that makes it more effective

The role of the communication scholar according to critical theory

Analyze discourse to uncover unheard voices Make people aware of ideology Lead them to Emancipation

Anticipatory socialization example

Cactus City Fire Department 2400 applicants each year, lured by good pay, benefits, progressive reputation Kathy began rigorous physical training 9 months before applying..."I totally changed my lifestyle from one thing to another because of the physical fitness and training stuff." 70% of firefighters have relatives in the department

Challenges of the organizational culture perspective: descriptive (emergent) view

Changing cultures is difficult and risky May divert our attention from the role of power in organizations

In-group

Characterized by high trust, mutual influence, high rewards, high support, and latitude in task development.

Out group

Characterized by low trust, formal authority, low rewards, low support, and tasks based on job description.

How does the CCO approach relate to the other approaches?

Classical, Human Relations/Resources, Network Organizations all emerge from different ways of constituting organizations. Systems approach is a frame in which CCO occurs. Cultures are constituted by their members. Critical approach shows how power guides CCO.

Connecting assimilation with approaches

Classical: Tends to view assimilation as one way to creat "parts" for the machine Human Resources: Assimilation should be done in ways that helps employee know how he/she can contribute and gives them knowledge and resources to do so Culture: Assimilation means become acculturated. Elements of culture (stories, rituals) promote assimilation Critical: Through assimilation we come to identify with the organization. To the extent we do, we learn, come to value, and act on premises that serve ideological function and contribute to concertive control

prescriptive view: what are the components of strong cultures?

Clear set of values Consistently communicated Permeates organization All employees buy into the culture

Mentoring

Close relationship between older/more experienced person who guides and teaches a younger/less experienced person Mentors advance protégé's career by: Sponsoring them Giving them exposure or visibility Coaching them Protecting them Serve as their role model Enhance the protégé's sense of competence and confidence Counseling them

Conflict management styles (5)

Competition collaboration compromise avoidance accommodation

Conflict aftermath

Conflict episode has both short-term and long-term effects on the individuals, their relationship, and the organization.

How would systems approach view conflict management

Conflict is conceptualized as cycles of activities that can escalate and de-escalate. Conflict is seen as particularly prevalent for highly interdependent partie

Manifest conflict

Conflict is enacted through communication. Interaction might involve cycles of escalation and de-escalation as various strategies are used.

how would the feminist approach view conflict management

Conflict is seen as an opportunity to reframe organizational practices away from patriarchal and rational forms and toward patterns that support transformative and collaborative behaviors.

How would constitutive approach view conflict management

Conflict is seen as constituted through the ongoing conversation and discourse of organizational actors. The frames created then shape and constrain subsequent communication in ongoing organizing.

how would cultural approach view conflict management

Conflict is seen as stemming from the differential value systems of individuals and groups. Factors such as national origin, age, and ethnicity can potentially heighten conflict situations.

How would the classical approach view conflict management?

Conflict is viewed as a breakdown of communication and managed to the extent that the existence of conflict detracts from organizational efficiency

how would Human resources approach conflict management?

Conflict is viewed as a possible means for growth and development in the organization and conflicting parties are encouraged to collaborate on mutually beneficial solutions.

How would the human relations approach view conflict management

Conflict is viewed as evidence of faulty relationships among organizational members. Parties are encouraged to avoid conflict or compromise in order to return to harmonious work relations.

Two dimensional: agenda setting

Consciously or unconsciously shape which stories can only be written about Ex: what can make the front page

activity coordination

Contributes to goal achievement Involves structures, actions, and interactions to achieve goals It can be quite complex for any organization with more than a handful of employees

Constitution in everyday interactions: The conversation- text dialect

Conversation: Interaction, ongoing process of engagement Text: Meaning/product of conversation Example: Aisha adopts Germaine's view of job and begins to emulate Germaine's customer service actions.... Second level: Aisha and Germaine create employee manual (more permanent, physical text)

Constitution in everyday interactions: characteristics of conversation and text

Conversations are carried out by agents texts scaling up

Scheins def of culture

Culture is a group phenomenon culture is an enduring pattern of assumptions and beliefs culture is an emergent and developmental process

Prescriptive views: what is Strong Culture?

Deal and Kennedy Culture is reflected in values, heroes, rites and rituals, how culture is communicated

Mission statements

Defines organizational fundamental purpose Sets it apart from other organizations States organization's business approach Ex: dayton hudson (target) is a diversified retail company whose business is to serve american consumers through the retailing of fashion oriented.....

The thomas- Kilmann conflict mode instrument (TKI)

Designed to assess an individual's behavior in conflict situations Two basic dimensions: Assertiveness (concern for self) Cooperativeness (concern for other)

Membership negotiation

Determines who is and isn't a member Works out what is required of members Member and organization are both key parties—member may resist Terms of membership change over time

sources of conflict

Differences in interests Resource Scarcity Role Incompatibility Communication problems

Emergent view: changing culture

Difficult to plan and execute Cultures change slowly -Founder's influence -Cultures tend to be embedded in multiple elements, and therefore firmly anchored Subcultures complicate culture change Must enlist most members of the organization—cannot be done from the top down

critiques of the style concept

Do not take interaction into account There may be more dimensions underlying styles than the two in the diagram

Emergent view: What does it mean to say that culture is created through performances

Dramatism; Manifesting of form; performances act out the culture so that it reflects its underlying values and assumptions

Phase 3: role routinization

During the role-routinization phase, the role developed through the sampling and negotiation of the first two phases becomes well-understood. Roles range along a continuum from in-group to out-group.

Schein's layered model of organizational culture

Emergent view Artifact values basic assumptions

Traditional employment contract

Employee gives employer commitment, job security and longevity employer gives employee job security etc

Phases of conflict: cycles--> momentum

Escalation cycles (-) Avoidance cycles (-) Middle ground (+)

How do researchers typically study culture?

Ethnography

Adaption

Focus on relationships advancement, socializing, politics, and mentoring

Strengths of the organizational cultural perspective

Focuses on meaning of organization to its members Recognizes the importance of symbolic and affective side of the organization Recognizes the role of all members in creating and sustaining a viable organization

Sources of Power for the pervasiveness of power according to miller?

Formal authority Control of technology Symbolism Control of decision agendas and process

Modes of negotiation

Formal: e.g., union-management Less formal: e.g., role negotiations

Stories

Functions: Information about the organization, Provides a "map" of how things happen, Humanizes the organization uniqueness paradox

Latent conflict

Grounds for conflict exist because parties are interacting in interdependent relationships in which incompatible goals are possible.

Outcomes of having a high quality leader

Higher satisfaction Influence over decisions Willingness to contribute Lower levels of stress Loyalty Greater knowledge of job

Encounter: mutual adaption of organization and individual- formal

Highly structured, delivered to groups, consistent across people, divestiture emphasis Outcome of formal process is custodial orientation to role

questions in cactus city interviews...

How do you think you'll fit into the department? How do you think you can help the department be better? How are you going to keep yourself physically and mentally fit over the course of your career? On average, recruits try out for 2-3 years before being accepted

Resistance

How individuals/groups can exert counter pressure on the exercise of power and control a fight against power

Feedback and rewards

How long it takes to get feedback knowing how one is performaing and the rewards connected to good performance

Risk and uncertainty

How much risk is there in the job and what is the level of uncertainty

Third party roles: selection criteria

How urgent is the problem? Do parties to the conflict have the ability to come up with a good solution? Is the parties' acceptance of the solution important? Is their relationship with you important?

What does Ideology hide?

Ideology conceals the "true state of affairs" Ideology represents sectional interests as universal Ideology reformulates or denies fundamental inequalities and problems in the system Ideology naturalizes the status quo

Ideology

Ideology is the "taken-for-granted assumptions about reality that influence perceptions of situations and events." (Deetz & Kersten, 1983)

According to Katz, what are the 3 stages of metamorphosis in a job career?

Initiation innovation adaption

Three i's of conflict

Interdependence Incompatible goals Interaction

What role does communication play in ideology

It is discursive—communicatively created and sustained communication creates and sustains power differences

Strengths of the constitutive approach

It recognizes the agency of members in creating organizations, and it gives insight as to how people can be more effective in organizations.

What defines a good negotiation

It should produce a wise agreement, if agreement is possible It should be efficient It should improve (or at least not damage) the relationship between the parties

Phases of conflict

Latent conflict --> perceived conflict --> felt conflict--> (triggering incident)--> manifest conflict --> restabilization then either continues in the cycle or find a resolution

How does the conversation text dialect "scale up"

Leads to emergence of organization Conversation distanced from immediate interaction as text is formalized and more widely shared Texts form permanent basis for organization Texts enter into future conversations that perpetuate/change the organization

New employment: motivation change

Less emphasis on identification and commitment Motivation due to learning Flexibility

Encounter: mutual adaption of organization and individual- individualized

Less structure, tailored to individual, varies across people, investiture emphasis outcome of individualized is innovation orientation to role

Emancipation

Liberation of people from unnecessarily restrictive traditions, ideologies, assumptions, power relations, identity formations that inhibit opportunities for autonomy, clarification of genuine needs and wants, and thus greater and lasting satisfaction

challenges for mentoring

Limits in numbers of mentors Members of minority groups in organizations have difficulty finding same-group mentors Cross-group mentor-protégé relationships are more complicated

Roles of the third party

Mediator and arbitrator

Third party

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

Overt requests

Newcomer solicits information by asking direct questions of information targets.

Indirect questions

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

Testing limits

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

Disguising conversations

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

Surveillance

Newcomer solicits information by making sense of past observed behavior.

Observing

Newcomer solicits information by watching behavior in salient situations.

Perceived conflict

One or more parties perceive that their situation is characterized by incompatibility and interdependence.

Descriptive (Emergent) View

Organizations ARE cultures; cultures make the organization "what it is"

third party process: phases

Orientation Background Issue Processing Problem Solving Resolution

Phases of conflict: ideal model for conflict management- Differentiation

Parties are aware of differences Issues are clarified and defined Both parties recognize the need to work together Both regard the other's position as legitimate (though they may not agree with it)

Felt conflict

Parties begin to personalize perceived conflict by focusing on the conflict issue and planning conflict management strategies.

Phases of conflict: ideal model for conflict management- Integration

Parties develop willingness to work with each other Parties work toward solution that meets interests of both Parties stick to their guns and do not waffle or give in Parties consider multiple solutions

Ideal model of agent

Person should have control over the conditions that govern their lives Active participation in work and governance Variety in life—not just drudgery—life of the mind and the soul But...the structure of society and organizations prevents most people from achieving this ideal

Encounter: Karl Weick's theory of organizing

Repetitive process of uncertainty reduction through testing how interpretations work—assembly rules and cycles

rituals

Repetitive sequences of behaviors and communicative acts that have meaning for the members of the organization Structure life in the organization -Eagle Army Oath Maintain social fabric -Spark Plug Meetings

Emergent views: elements of culture

Rituals, Stories, Metaphor, mission statements

three stages of the leader member exchange theory (LMX)

Role taking role making role routinization

Negotiation principles

Separate the people from the problem Focus on interests, not positions Invent options for mutual gain Insist on fair, objective criteria for determining which options should be selected Have a BATNA

How does systems approach view socialization?

Socialization seen as a boundary transition between the "outside" and the "inside" of the system. Research might consider the role of communication networks on the adaptation of newcomers.

How does feminist approach view socialization

Socialization seen as a process that is potentially gendered as new employees are introduced to rational and patriarchal organizational systems. Research might encourage alternative modes of recruitment and assimilation that would encourage alternative and feminine values.

How does cultural approach view socialization

Socialization seen as a process through which newcomers come to understand the values and norms of the new organizational culture. Research might consider sensemaking strategies of new employee

How does critical approach view socialization?

Socialization seen as a process through which organizational owners and managers develop and maintain hegemonic relationships with employees. Research might consider how socialization tactics serve as instruments of unobtrusive control.

How does classical approach view socialization?

Socialization seen as a way to ensure that employees are properly trained for maximum effectiveness and efficiency. Research might evaluate training programs or consider socialization strategies as a means of reducing employee turnover.

How does human resources approach view socialization?

Socialization seen as a way to maximize the contributions employees can make to the organization. Research might consider the extent to which selection processes will attract recruits who can contribute to organizational goals.

How does human relations approach view socialization?

Socialization seen as a way to maximize the possibility that employees will be highly satisfied organizational members. Research might evaluate the extent to which socialization practices help employees satisfy higher order need

How does constitutive approach view socialization?

Socialization seen in terms of the membership negotiation flow that constitutes the organization rather than as a transition across the boundaries of a container. Research might look at ongoing discourse processes that contribute to member identification with the organization.

anticipatory socialization

Socialization that occurs before entry into the organization. Encompasses both socialization to an occupation and socialization to an organization

Power and control

Some groups use power to realize their interests through controlling members of other groups May not be intentional This prevents other groups' voices from being heard; their interests are not addressed This prevents realization of the ideal for controlled groups

Uniqueness paradox

Stories follow common formats, but are unique to each organization's context...And members believe they are unique...

How would the critical approach view conflict management

Superficial organizational conflicts reflect deeper imbalances of power based on issues such as class, culture and economic factors. These imbalances are revealed and sustained through organizational discourse.

Things are not as they seem

Surface appearances of social life makes the world seem sensible and ordered "as it should be" But at deeper levels organizations and society control us so that some groups are advantaged at the expense of others

Challenges of the organizational culture perspective: prescriptive view

Taken to the extreme, each cultural type may lead to counterproductive behavior Trying to create a strong culture can foster a repressed and conformist organization

How do texts act as agents?

Texts "do things" - they embody previous conversations and they shape future conversations.

Hegemony

The process by which the dominant system of meaning is so widely accepted by dominated groups that they accept subordination as the norm It silences alternative voices

Values

The rationale that lies beneath the artifacts Ex: "the customer is always right", "learning and Labor" (UIUC), "feel free" (twitter)

Phase 2: Role making

The role-making phase involves a negotiation process in which the supervisor and subordinate exchange resources in the further development of role definitions.

Phase 1: Role taking

The role-taking phase involves a sampling process in which the supervisor assigns tasks to the subordinate in order to learn about the subordinate's skills and motivation.

Metamorphosis

The state reached at the "completion" of the socialization process. The new employee is now accepted as an organizational insider.

Emergent view: characteristics of performances

They are interactive They are embedded in context They are improvisational

Basic Assumptions

Underlying "truths" Ex: the nature of reality or truth, human relationships, space, human activity

3 stages of socialization

anticipatory socialization, encounter, metamorphosis

Prescriptive view: Why would organizations want to cultivate strong cultures?

because they can foster a repressed and conformist organization

Two approaches or levels of communicative condition thinking

bottom up (constitution in everyday interactions; Montreal school) top down (four flows)

what calls an organization into being and sustains it

constitution

Three dimensional: Ideology

create an ideology that is perpetuated through hegemony on what kind and how stories are to be written ex: who not to offend, make sure it attracts audience, disregard for substance

Phases of conflict: ideal model for conflict management

degree of convergence in parties position *differentiation and integration*

One dimensional: behavioral

editor tells you what story to write

New employment contract

employee gives employer intense short term effort "hustling" employer gives employee employability (project length tenure, internal job reassignments, skills useful elsewhere) BUT... there are also external labor markets and external contracts

Socialization tactics

group initiation rites of passage "probationary" periods

The montreal school

growing body of work emanating initially from scholars at the university of montreal These scholars have drawn on "a dizzying number of linguistic, interpretive, and critical theories" to draw together a still-growing framework about the ways in which communication constitutes organizing. We'll just consider a few of their myriad ideas here.

Interviewees are positively evaluated when:

interviewee was assertive, exhibit nonverbal immediacy, tall personal stories, asks good questions, claim a good fit

how do organizations frame sexual harassment according to critical theory?

not a problem; they represent section's interests as universal

Three dimensions of power

one dimensional: behavioral Two dimensional: agenda- setting Three dimensional: Ideology

Communicative constitution of organizations: metaphor

organization as a process Robert McPhee: An organization is like a river... Circulating systems of messages—flows— constitute the organization

Constitutive approach

organizations as "containers" -things that contain ppl, structures, tasks, cultures, communication -gives the organization a degree of substance- they are there

Prescriptive view

organizations have culture; Just another variable or property of an organization

what is the most common info seeking tactic

overt and observation

role of work groups

puts pressure on deviants: Step 1: persuasion Step 2: pressure Step 3: symbolic exclusion Step 4: actual exclusion

third party process: tactics

sharpening conflict: differentiation Integration

activity coordination flow

the ongoing interaction that is necessary to get work done in an organization -highlight the idea of interdependence that we considered when talking about systems theory

custodial orientation to role

the outcome of the formal approach encounter; highly structured, delivered to groups, consistent across ppl

Innovation orientation to role

the outcome of the informal approach encounter: less structured, tailored to the individual, varied across ppl

Artifacts

the things we "see" in the culture ex: architecture, technology, signs, dress decision making behavior, written documents, art

Agency

there is a possibility that people can "act otherwise" in a situation. there are rules and resources (called structures) that agents draw on while they interact in the social world, but these structures can also be changed during the course of interaction

What are the issues and challenges of the constitutive approach

there is an overemphasis on symbolic/communicative aspects, which ignores material elements of organizations. It also ignores the role of power in organizations.

What does the critical model of society say?

things are not as they seem

Assimilation

those ongoing behavioral and cognitive process by which individuals join, become integrated into and exit organizations to make like or alike to take up and make part of oneself

how is creation managed

through communication

Organizational culture: how is it learned/ how is it made

through group experiences but it is socially constructed

Organizational culture: how is it expressed (4)

through various communicative forms: symbols, rituals, stories and heroes

to constitute

to create

Prescriptive View: What is the key to effectiveness in strong cultures?

to nurture the appropriate culture for the conditions the organization faces

what factors determine which information seeking tactics are used?

uncertainty and the cost of obtaining the information

issues with the container method

underestimates the role of members in creating and sustaining organizations It leads us to take the organization as a given...Begs the question: "How do organizations come into being and keep running?" Hurricane Katrina: Breakdown of order; chaos; anarchy

Equivocality

unpredictability in information environment

Cultural Analysis

using qualitative research to gain knowledge and understanding of cultures

2 examples of anticipatory socialization

vocational socialization (via family, media, friends) ; learning about the organization (via interview, media, friends)

when do interviewees find an interview satisfying?

when a large amount of quality information about the job is given, asked open-ended questions and given time to talk

Was Karl Marx wrong?

yes, about how history would unfold -no breakdown of the capitalist system -no revolution that ushers in a grand utopian socialist society -marxist experiments turned out to be sorry societies But... he is still one of the most important scholars of all time, not because of predictions but because of his method of social analysis