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
yea