CMS 313M Exam 2

What is organizational culture?

a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems

What is goal-shifting?

huge issue in conflict resolution; arguments/conversations deviate from their original topic and get side tracked which makes coming to a resolution more difficult because nothing is staying on topic

What is emancipation?

the liberation of people from unnecessary hegemony; helping people understand their power imbalances and empowering them to act

interactive in relation to conflict in organizations.

there is no site for intervention until two people conflicting get together and talk

define close relations to the customer

gear decisions and actions to the needs of the customer

multilevel in relation to conflict in organizations.

goals come from different levels in an organization, not just the conflict at interpersonal level but com from other parts of the organization

What does it mean to say that an organization is a power struggle?

highlighting the aspect that not everyone in an organization is on the same footing

What alternative view of power do critical scholars suggest?

ideology

What is the dialectic of control?

ideology can come to power because people allow it to be, organization values become internalized.

How does the theory of concertive control further illustrate the concepts of ideology and hegemony?

if the person believes in the ideology of the company, then they are able to control and mange themselves because they believe in what is good for the organization and will do so of their own accord without a strict chain of command

How does the dialect of control suggest the potential for resistance?

in doing so we are making a choice by choosing to be subject to that power, we can make another choice

How are managing acceptance and independence goals useful for managing conflict?

influence the way feedback is given; perceived incompatibility with goals can lead to conflict

interdependence in relation to conflict in organizations.

interdependence between goals, we negotiate them through interaction and at different levels of analysis; goals depend on one another; conflict requires a degree of interdependence

How could clarifying goals while highlighting interdependence assist in managing conflict?

it helps prevent goal-shifting and emphasizes that the conflict is not personal and is instead part of the system of working well together

Are organizational members equally aware of all three levels in the model? Explain

no, because cultures are symbolically constituted, complicated, emergent and fragmented; most of the awareness happens below the surface, people only become aware of it in moments of reflection

What does the cultural emphasis focus our attention on in the study of organizations?

the informal shared values of an organization, the qualities that make an organization what it is

Why is managing conflict in organizations important?

conflict is essential for success, it can be useful and encourage innovation, without it something is left unsaid

What is the core principle we highlighted in our definition of conflict?

conflict is the perceived incongruities between multiple goals

What is hegemony?

control by a leadership or organization over others; the process in which a dominant group leads another group to accept subordination as the norm

Explain the spiral of negativity in conflict (hint: criticism, contempt, defensiveness, withdrawing).

criticism (poorly given and received) -> contempt -> defensiveness -> stonewalling

In what sense are organizational communication and culture intertwined? Provide examples.

culture enables and constrains organizational communication

What is dialogue?

dialogue is not necessarily about making a choice; it is understand the different choices we have an walking through them, shifts focus on shared meaning

according to Gottman, which nonverbal is the worst?

disgust

When can goal shifting occur? Why is goal-shifting important in managing conflict?

during most conflicts over time, goals shift and can become toxic

define hands-on/value driven

employees and managers share the same core value of productivity and performance

define autonomy and entrepreneurship

encourage employees to take risks in the development of new ideas

define productivity through people

encourage positive and respectful relationships among management and employees

Why does the model use the term "espoused" values and beliefs?

espoused: to adopt or support (a cause, belief, or way of life); the beliefs/values are adopted over time as individuals observe how others interact within the organization

define simultaneous loose-tight properties.

exhibit both unity of purpose and the diversity necessary for innovation

How is the work of Deal and Kennedy similar to Peters and Waterman's work?

they are both trying to identify the characteristics, or find a formula, for developing a secure organizational structure

What nonverbal expressions are especially relevant in conflict situations? Why?

tone of voice, sarcasm, posture

What are the primary emphases of critical approaches?

tools to understand how we are influenced and controlled when we're a member of an organization, tools to resist control, subvert power imbalances, or govern well if we have power

What are the principal criticisms of thinking of organizational culture as something an organization has?

treats culture as concrete and designed, suggests that culture is easy to change, obscures useful ideas about culture, organizational climate; objectifies culture because it de-emphasizes the complex process through which organizational culture is created and sustained

What are the sources of power for those without formal organizational power?

- expertise - effort and interest - attractiveness - location and position - coalitions - rules - culture

Explain the unitary, pluralist, and radical frames for organizational communication?

- unitary: emphasis is places on common organizational goals, conflict is seen as rare and negative, and the power is the natural prerogative of management - pluralist: organization consists of many groups with divergent interests, conflict is seen positively as an inherent and ineradicable characteristic of organizational affairs - radical: organization is viewed as battleground where rival forces strive for achievement, conflict and power are seen as reflections of larger class struggles in society

What are the components of Deal and Kennedy's "strong cultures?"

- values are the beliefs and visions that members hold for an organization - heroes are the individuals who come to exemplify an organization's values; these heroes become known through this tories and myths of an organization - rites and rituals are the ceremonies through which an organization celebrates its values - the cultural network is the communication system through which cultural values are instituted and reinforced; the cultural network can consist of both formal and organizational channels and the informal interaction of employees

How long does it typically take to return to a calm state after flooding?

20 minutes

are managers aware of microresistance?

No

Explain Schein's model of culture

Schein defines culture as: group phenomenon, striving toward patterning and integration, pattern of basic assumptions, emergent and developments process (external: market forces, internal: structures and processes), socializing aspect

How does the Apple case in the film, In Search of Excellence, illustrate these principles?

Steve Jobs helped facilitate an environment that prescribed to all of Peters and Waterman's themes for excellent organizations; there was free-open communication and collaboration, the employees got along, he encouraged innovation, there was little to no hierarchy, they jumped in on projects and did hands-on work instead of writing and planning everything out

What does it mean to say that artifacts are hard to decipher?

the difficult is figuring out what artifacts mean, how they interrelate, what deeper patterns they reflect

How does the Disneyland case illustrate the dialectic of control and sources of power for the powerless?

the employees being laid off appealed to the culture of Disney saying family wouldn't do this since Disneyland is supposed to be a family

How does each of the styles balance a concern for others and a concern for self?

- avoidance: low concern for others and low concern for self - accommodation: high conner for others and low concern for self - compromise: average concern for others and average concern for self - competition: low concern for others and high concern for self - collaboration: high concern for others and high concern for self

Explain the three levels of culture in Schein's model? Provide examples

- behaviors and artifacts: visible evidence of the culture (architecture, furniture, forms of address, decision-making style) - espoused values: how things ought to be done in the organization (safety, innovation, diversity, hard work) - basic assumptions: shared among members, unspoken beliefs

What are the research-based recommendations for managing conflict?

- clarify goals, highlight interdependencies - help others manage their identity - remember your feedback skills - use empathetic listening - monitor your nonverbal expressions - remember the positive aspects - know when to calm down - over learn kills you think will help - involve and facilitator - remember the session of the approaches to organizations - practice dialogue

How would each of the approaches to organizing (e.g., classical, human relations, human resources, systems, culture, and critical) frame and/or intervene in conflict?

- classical: a breakdown in the machine - human relations: unmet need of employee and fulfilling everyone's needs would make conflict irrelevant - human resources: problems and conflict lead to innovation; harnessed into participation - systems: highlights interconnections - culture: stems from fundamental disagreements and occurs at cultural borders - critical approach: about power and expression of alienation

How have these frames been used in our review the approaches to organizational communication so far?

- classical: unitary - systems and cultural: pluralist - human relations/resources: unitary and pluralist

What are the implications of treating culture as constituted symbolically (e.g., culture as complicated, fragmented, and emergent)?

- complicated: organizational culture can't be boiled down to one premise, one artifact; it is complicated in the sense that much of it is below the surface of our organizational life; we don't think about it, it's the water that fish swim in; it is hidden and taken for granted - emergent: it doesn't just arrive, one time as things happen, stores are told of events, culture emerges, it is difficult to untangle stories, rituals - fragmented: there isn't just one organizational culture; there are multiple cultures that are all important

What makes the critical approach distinct from the other approaches to studying organizations?

- first: believe that certain societal structures and processes lead to fundamental imbalances of power - second: these imbalances of power lead to alienation and oppression for certain social classes and groups - third: the role of the critical theorist is to explore and uncover these imbalances and bring them to attention of the oppressed group - they adopt a radical frame of reference by considering organizations as sites of domination; see theory as a force that can emancipate individuals from these dominating organizations or consider how employees resist organizational dominance

How is it that concertive control operates through identification and discipline?

- identification: coming to hold the organization's values are your own values - discipline: carried out by the individuals being controlled, self-disciplining

goals in relation to conflict in organizations.

- identity goals: what does this conflict mean for who I am and who I want to be - task goals: content of the communication, what is the content of the goal, get most attention by unsophisticated communicators - relationship goals: who we are to each other; power differences

What is ideology?

- ideology refers to "the taken for granted assumptions about reality that influence perceptions of situations and events" - refers to more than a set of attitudes and beliefs rather it structures our thoughts and controls our interpretations of reality - ideology shapes our understanding about what exists, what is good, and what is possible

Explain the four functions of ideology?

- representing interest of the few as interests of the many - denies system contradictions - naturalizes the current state as fixed - controls hegemony

provide examples of indicators of organizational culture

- rituals/ceremonies: Dundees - metaphors: time is money - stories: the apple story - heroes: Bill Gates - values: employee handbook - artifacts: the apple at Leo Burnett

Explain the indicators of organizational culture that we discussed. Provide examples of each

- rituals/ceremonies: what events do they put on - metaphors: how do they compare and explain things - stories: important themes, ideologies in organizations - heroes: who the organization values/looks up to - values: what personality traits or morals are important to the organization - artifacts: what items have significance to the organization - communication rules: how do people in the organization talk to each other

Explain the four forms of control?

- simple: involves the direct and authoritarian exertion of control in the workplace - technological: control exerted through technological workplace processes such as assembly lines - bureaucratic: based on the power of hierarchical structure and the rational-legal rules that emanate from the bureaucratic structure - concertive: employees control themselves

What are the conflict management styles?

avoidance, accommodation, compromise, collaboration, competition

Why does it matter than incompatibility between goals is perceived incompatibility?

perceive conflict is the second phase when both parties believe that there is an incompatibility; perceived conflict can also happen without latent conflict; this means that the two parties may believe their goals are incompatible and create a conflict when in fact their goals are the same

Define a bias for action

react quickly and do not spend excess time planning and analyzing

What is resistance?

resistance is boldly or subtly going against ideas or instances of control, ways in which workers can exert counterpressure on the exercise of power and control

Define classical ways of thinking of power (i.e., reward, coercive, referent, expert, legitimate).

reward power: person A has power over person B because they can given them some reward (pay, status, award) for B's compliance coercive power: person A has power over person B because they can punish them in some way (poor work assignments, relocation, demotion) reference power: person A has power over person B because person B wants to be like person A (mentors) expert power: person A has power over person B because person A has some expertise that the person needs but doesn't have (tech support) legitimate power: person A has power over person B because of an organizational structure like hierarchy

How have these forms developed over time?

simple (shops, crafts) -> technical (factories) -> bureaucratic (large service) -> concertive (team based)

What is microresistance? Provide examples.

small things people do in organizations that are subtle and hidden from management; ex. only wearing uniform while manager is around

define stick to the knitting

stay focused on what they do best and avoid radical diversification

What is flooding?

sudden increase in physiological arousal, flooded with emotion

What is deconstruction?

taking apart a text to reveal social and political meanings

What type of goals do most people focus on in conflict first?

task goals get the most attention by unsophisticated communicators

Does microresistance benefit the oppressed? Why or why not

yes because it creates solidarity between people going through the same thing

Are such expressions of power seen as possessed by individuals? d) Why is such a conception of power incomplete?

yes because management doesn't know ideologies

Are such expressions of power about relationships between individuals?

yes but this is incomplete and simplified because it ignores other forms of power

Can thinking about the conflict during a break prolong flooding?

yes, you are recommend to this about anything else besides the conflict