Organizational Communication Exam 3 UNCC (Dr. Gossett Spring 2018)

global marketplace management strategies

1. Aspatial Careers (A corps of experts with borderless careers on long-term overseas assignments. Consist of mobile and global oriented employees) 2. Awareness Building Assignments (Three to twelve month assignments in various global location. Consist of highly potential employees who are early in their careers.) 3. SWAT Teams (Short-term project length assignments in worldwide locations. Consist of technical specialists) 4. Virtual Solutions (Allow employees in a wide variety of locations to work together on global solutions to problems. Consist of employees assigned throughout the organization in need of overseas connections.)

conflict sources

1. Contradictory ideas about the distribution of organizational RESOURCES (who gets rewards) 2. Organizational PROCEDURES (how they do things) 3. Different VALUE orientations (what is most important)

5 types of global organization

1. Domestic ---> Single country/culture (An organization that identifies with a single country and predominant culture.) 2. Multicultural ---> Single country/ multiple cultures (An organization that identifies predominantly with one country but recognizes the needs pf a cultural diverse workforce and diverse contacts outside the company.) 3. Multinational ---> A primary country but does business and organizes internationally (An organization that identifies with one nationality while doing business across several or many nations. Management recognizes the needs of a multinational workforce, customer base, and institutional environment.) 4. International ---> Multiple countries and cultures co-exist (An organization that identifies with two or more countries with distinct cultural qualities. Distinct national interests are assumed to exist within the company's management, clients, customers, and institutional environment.) 5. Global ---> No home country. Firm is sovereign (An organization that identifies with the global system rather than any particular nation. In a global workplace, organizational membership takes precedence over national allegiances.)

organizational self

"working class promise" - strong work ethic, provide for family, dignity of work, humility

tokenism

(Barriers to diversity) Being a highly visible representative of a gender or ethnic minority within an organization who experiences increased pressure because members of the dominant group exaggerate differences according to stereotypes. ---> Example -The only African America in a work group might be pressured to always represent the "black view-point" -Men in a work group might joke about having to curb their language because there is a "lady" in the room.

mentoring relationships

(Barriers to diversity) Establishment of mentor-protege relationships to facilitate personal development for the benefit of the individuals and organizations.

minority employee networks

(Barriers to diversity) Specific Networks in which members of a particular gender or ethnic background meet to create opportunities for advancement and leadership.

pluralism

(Versions of the multicultural Org) Majority and minority members adapt to each other's norm and create unified cultures. ----> Example Changing Christmas break to "winter break" because not everyone celebrates Christmas.

assimilation

(Versions of the multicultural Org) Minority members adopt the norms and values of dominant group culture

cultural separatism

(Versions of the multicultural Org) Multiple "co-cultures" limit adaption, and interaction between groups.

nondirective tactics

(mediator strategy) mediator attempts to secure information and clarify misunderstandings

procedural tactics

(mediator strategy) mediator establishes agenda and protocol for conflict resolution

directive tactics

(mediator strategy) mediator initiates recommendations

reflective tactics

(mediator strategy) mediator regulates the tone and interaction by developing rapport with participants using humor and speaking their language

differences used to justify discrimination

- > Communication and behavior differences causes different treatment in organization - > Subtle (understood) difference EXPLAIN unintentional discrimination - > Subtle (understood) differences HIDE impact of discrimination

globalization impact on interaction

1. Globalization results in TIME and SPACE compression changing communication patterns and perceptions. In the global workplace, everything moves quickly. ---> Example You can be in Tokyo one day and Clevlend the next, and it's always the beginning of the workday somewhere else around the globe. 2. Globalization enhances our sense of GLOBAL CONSCIOUSNESS. When we work in an organization that is global, multinational, or multicultural, we must be aware of the cultures of others and of our own attitudes, beliefs, and behaviors. 3. Globalization leads to DISEMBDDED organizations and people. In a global society, behavior and interaction are often lifted from their local context and restructured across time and space. ---> Example While working in a cybercafe it might be difficult to now if one is in Seattle, Moscow, Kuwait. 4. Globalization leads to FLEXIBLE ORGANIZATIONAL FORMSwhich is the ability to quickly adjust to new innovation, markets or labaor needs.

challenges of diversity

1. Instituting diversity management programs in ways that avoid the negative consequences associated with these programs. 2. Achieving a balance between work and home.

stages of conflict

1. Latent -People may be in conflict without being aware that they are in conflict 2. Perceived -When the people involved in a conflict become fully aware that there is a conflict 3. Felt - The parties begin to formulate strategies about how to deal with the conflict and consider outcomes that would and would not be acceptable. 4. Manifest - Conflict is enacted (presented) through communication. 5. Conflict Aftermath - This takes place when there is some outcome of the conflict, such as a resolution to, or dissolution of, the problem.

situational theory of leadership

- analyzing leaders and allowing them to be placed in situations they are equipped to handle - contingency theory: a leader who likes to focus on tasks would be more effective in structured situations than a leader who likes to focus on relationships

challenges to change

- lack of management support if management doesn't back the change proposed, it is less likely to take place - member resistance when org members resist proposed change because they have something to lose - member uncertainty change can cause unnecessary stress on org members due to uncertainty about changes within the org

methods for communicating change

- spray and pray showering org members with a lot of info and praying they sort out the important and unimportant info - tell and sell selecting certain issues, telling org members about them, and selling org members on their proposed solutions - underscore and explore focus on fundamental issues related to successful change and allowing org members to explore solutions - identify and reply mgmt listens to members about issues and responds to them - withhold and uphold mgmt withholds as much info as possible and protects the party line when confronted

----> CHAPTER 14 <------ Changing Landscape of the work environment

----> (CHAPTER 14) <------

strategies for effective conflict management

1. Make a safe space for conflict 2. Maintain a problem focus and not a personal focus view -Make sure you look at things as a group issue not a personal issue because someone will feel singled out. --> Example Employee tells you that "Emma shows up late to most meetings which causes us to start late", so you decide to make have an attendance policy so no one will feel singled out. 3. Build on shared interest -What do we all agree on 4. Encourage multiple options -Not just two but three or more to help with resolving an issue.

arbitrator

3rd party Makes the decision (often binding) based on the proposals and arguments of the parties involved in the conflict. ---> Example: Professional athletes often go to arbitration to settle contract disputes. The arbitrator hears the proposals of the arguments of both the players and team management and decides on one proposal or the other without compromise.

stereotyping

A belief or association that links a whole group of people with certain traits of characteristics within an organization

glass ceiling

A concept popularized in the 1980s 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.

sandwhich generation

A generation of people, typically in their thirties or forties, responsible for their own children and for the care of their aging parents.

bargaining and negotiation

A strategy for dealing with organizational conflict is bargaining/negotiation where participants negotiate mutually shared rules.

third party conflict management

A third party who is relied on to help settle the conflict or provide support when the individuals involved in a conflict are unable to resolve the disagreement on their own.

prejudice

Negative ATTITUDES toward an organization member based on his/her culture group identity ---> Example - A person believes all Hispanic people are lazy but has never worked or spent time with any Hispanic people. - A person considers all people who believe in the Mormon faith to be unintelligent, even though they do not know anything about Mormonism. -A person thinks less of someone because that person "looks poor."

fem view of conflict

Negotiation is gendered; the qualities of effective bargainers are linked to masculinity. The attributes typically labeled as feminine are less valued. Feminist model shifts the emphasis in conflict and negotiation from one that values exchange, problem solving, and rationality to one that considers collaboration, dialogue, and emotion.

interdependence

Behaviors of the organizational members (It is only when the behaviors of the organizational members are "interdependent" that conflict arises.) ---> Example Situation: One manager supports participative decision making, while another believes in authoritative management style. Interdependence then develops between the two managers: If the two managers are asked to work together on a project

cost argument

As organizations become more diverse, the cost of a poor job in integrating workers will increase. Companies who handle diversity well will create cost advantages over those that do not.

cultural factors

Aspects of organizational, national, and ethnic culture; including generational differences influences the way in which conflict in enacted and managed in organizations. Intercultural (different culture) negotiations are generally less successful than intracultural (same culture) negotiations.

mediator

Attempts to help the parties end the dispute, but holds no decision making power.

framing

Cognitive representations of the conflict, and the way the conflict is enacted during interaction. Involves perceptions of self, others, or the conflict itself.

compliance strategies for subordinates

Confidence Show you believe in idea (people don't follow insecure leaders) Delegation Get others involved and feel connected

competition

Conflict style that shows high concern for self and low concern for others. ---> Example Marketplace: Perhaps between two stores competing for the same market share or two firms trying to get the same consulting contract.

accommodating

Do what makes the other person happy (has nothing to do with satisfying your own needs)

four dimensions of work life balance

Dr. Patrice Buzzanell - Identity - ideal worker (single), ideal mother, ID is valued by community/org - Time - Prioritizing if/when things get done, meaningful time v. amount of time - Space - Where you can discuss things, "sneaking" space to multitask - Dignity - What work we respect (dirty work, gendered work)

marketing argument

For multinational organizations, the insight and cultural sensitivity that members with roots in other countries bring to the marketing effort should improve that effort in important ways.

conflict teacher definition

Frustration in attaining goals or resolving issues

personal factors

Gender, personality, personal characteristics...but these don't play huge roles. The way an individual frames a conflict will really influence how a conflict is managed

competition

Getting what you want by being above others (high concern for self, and low concern for others)

integrative bargaining

Goal: maximize joint gains Issues: created by overlapping positions Outcomes: creative solutions not attributable to specific concessions communication: tends to be marked by open disclosure, careful listening, and multiple communication channels.

inquisitor

Exercises control over both the process and the outcome of the conflict resolution

interaction

Highlights the fact that communication is essential in all aspects of conflict; it is necessary in order to avoid it, as well as deal with conflict in a way that is productive and useful for those parties involved and the organization overall. -It involves the EXPRESSION of incompatibility, NOT the mere existence

approaches to conflict management process

How conflict would be considered: 1. Classical Approach (Conflict is viewed as a breakdown of communication and managed to the extent that the existence of conflict detracts from organizational efficiency.) 2.Human Relations Approach (Conflict is viewed as evidence of faulty relationships among organizational members. Parties encouraged to avoid conflict or compromise in order to return to harmonious work relations.) 3. Human Resources (Conflict is viewed as a possible means for growth and development in the organization. Conflicting parties encouraged to collaborate on mutually beneficial solutions.) 4. Systems Approach (Conflict is viewed as cycles of activities that can escalate & de-escalate. Conflict is seen as particularly prevalent for highly interdependent (mutually reliant on two or more) parties.) 5. Cultural Approach (Conflict is seen as coming from different values systems of individuals and groups. factors such as national origin, age, and ethnicity are factors that can potentially heighten conflict situations. ) 6. Constitutive Approach (Conflict is seen as constituted through the ongoing conversation and discourse of organizational actors. The frames created then shape and constrain communication in ongoing organizing.) 7. Critical Approach (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.) 8. Feminist Approach (Conflict is seen as an opportunity to re frame organizational practices, from patriarchal and rational to patterns that support trans formative and collaborative behaviors.)

ADA act

In 1990, Prohibits discrimination based on disability; requires that organizations make "reasonable accommodations" for disabled workers.

affirmative action programs

Includes those policies, practices, and procedures that the contractor implements to ensure that all qualified applicants and employees are receiving an equal opportunity for recruitment, selection, advancement, and every other term and privilege associated with employment. ---> There have been a number of negative consequences for those the program is trying to help, for those who feel "victimized" , and for those in the organization. -Affirmative Action programs can lead to: 1. Self View of Competence (can impact work behavior and communication) 2. Stigmatization (leads others in the workplace to stigmatize as incompetent those individuals assumed to have benefited from these programs) 3. Perceived Injustice (this action is seen by others in the organization as unfair, unjust, and unethical)

organizational identity

Knowing an organization, what it sells, and where it stands on relevant issues of the day.

multicultural organization

Moves beyond the concept of support for minority members to the institution of policies that deliberately capitalize on cultural and gender diversity. ---> According to Cox Multicultural Org consist of: 1. Full structural integration of women and people of color. 2. Full informal integration (Meaning co-cultural group members are not excluded from social activities or from mentoring and other developmental processes) 3. An ABSENCE of discrimination, low levels of intergroup conflict, and high levels of organizational identification for all organizational members, regardless of gender, ethnicity, culture, age, sexual orientation, or disability status.

compliance strategies for all

Rational explanation Give others a reason why you want them to agree/comply Don't just demand compliance, use your persuasion skills

collaborate

Reach a solution that could benefit both you, and the other person

compromise

Share the work

service economy

Shift in economic activity to primarily services, including retail. financial, transportation, health care, and construction, among others.

avoidance

Shows little concern for either your own needs or other

Business Case for Diversity

Suggesting that an argument for diversity can be made based on the extent to which a diverse organization will provide bottom-line benefits for the company

conflict

The interaction of interdependent people who perceive opposition of goals, aims, values, and who see the other party as potential interfering with the realization of these goals

utopic globalization

The utopic view of globalization captures the notion of imagined communities and the global village. 'The global village' proposes that the people of the world can be brought together by globalization of communication regardless of the physical living location. It beieves that we can: -bring people together -have great creativity -we can reduce cost -laissez-faire capitalism

marginalized members

Those who don't fit into an organization due to ethnicity or gender

distributive Bargaining

Two conflicting parties are working to maximize their OWN gains and minimize their OWN losses. issues: fixed sum issues with limited resources outcomes: compromises, trade-offs, and win lose results communication: information seeking, withholding data, and deception in disclosures

discrimination

Observable BEHAVIOR toward an organization member based on his/her culture group identity. ---> Example: -Stating or suggesting preferred candidates in a job advertisement -Excluding potential employees during recruitment -Denying certain employees compensation or benefits -Paying equally-qualified employees in the same position different salaries -Discriminating when assigning disability leave, maternity leave, or retirement options

dissent

Occurs when an employee has a disagreement with the organization/supervisor and chooses to voice that disagreement through dispute

compliance strategies for peers

Outside support You're NOT the boss. Use experts/others to persuade peers Examples Give peers data/info to evaluate their own

transformational theory of leadership

transformational leaders create a relationship between leaders and followers that helps followers reach their full potential and has the potential for transforming both the leader and follower

style theory of leadership

turning preferred traits into behaviors for the superiors of the org challenge: leaders work in different ways with different people

four challenges to conflict management

1. People have different conflict styles 2. People are seldom trained for conflict 3. People often see conflict as a battle 4. Organizations treat conflict as a special condition

limiting factors of managerial grid

1. Treats the individual communicator as the sole benchmark for conceptualizing conflict and for determining how it will develop 2.Relies too narrowly on two-dimensional theoretical models that may not be internally congruent, exhaustive, or representative of conflict handling modes in organizations 3. Limits communication to verbal behaviors, especially those that are rational and uncomplicated, mutually exclusive across different styles, and static and unchanging 4. Treats the organization as being in the distant background rather than in the center stage of conflict activity.

managerial grid

5 conflict management styles for the concern for self and concern for others. Conflict Situation: Your boss has come to you with "some good news and some bad news." The good news is that the public relations firm you work for has a chance to attract an important new client. The bad news is that either of you will have to spend a healthy portion of your weekend preparing the proposal. Your boss has told you and Pam to work it out and have a draft of the proposal ready to go on Monday morning. Neither you and Pam really wants to work on Saturday, but the work must get done. ---> Avoidance- You decide to not talk to Pam about the problem because you know that the issue will not be easy to resolve. ---> Accommodating -You could simple volunteer to work the weekend because you know Pam wants the day off and you want to make her happy ---> Competition- This may get you want you want, but Pam needs will be sacrificed in the process ---> Compromise- This means neither you nor Pam will take part in your weekend plans because both of you will be working on Saturday. However for a shorter period of time being two people will be involved in preparing the proposal. ---> Collaborate- You sit down with Pam and collaborate to reach a solution that could benefit both of you.

system flexibility argument

An implication of the multicultural model for managing diversity is that the system will become less determinant, less standardized, and therefore more fluid. The increased fluidity should create greater flexibility to react to environmental changes.

CHAPTER 10

CHAPTER 10

compliance gaining strategies

Communication techniques for influencing others to: Accept a change Agree to a decision Avoid conflict

resource acquisition argument

Companies develop reputations as prospective employers for women and ethnic minorities. Those with the best reputations for managing diversity will win the competition for the best personnel. As the labor pool shrinks and changes composition, this edge will become increasingly important.

modern era

Consideration of the organizational world brought on by the Industrial Revolution that focused on the logic and rationality of science and technology and the search for effectiveness and efficiency.

postmodern era

Consideration of the organizational world that focuses on how everything moves fast and life is more fragmented and less consistent -Information Revolution occurs

creativity argument

Diversity of perspective and less emphasis on conformity to norms of the past should improve the level creativity.

problem solving argument

Heterogeneity (diversity) in decision making and problem solving groups potentially produces better choices through a wider range of perspectives and more critical analysis of issues.

Approaches to Organizational Diversity (8)

How diversity would be considered 1. Classical Approach (Because diversity would limit the homogeneity of the workforce and hence be distracting or detrimental to morale, diversity would be discouraged) 2. Human Relations Approach (Diversity would be neither encouraged nor discouraged. Emphasis would be placed on meeting the needs of women, minorities, and other co-cultural groups.) 3. Human resources (Diversity would be encouraged by increased creativity and new ideas would increase the competitive advantage for the organization. Emphasis would be placed on maximizing the contributions of all employees.) 4. Systems Approach (Diversity would be seen as one avenue for the organization to adapt effectively to a turbulent global environment. Integration of women and minorities into formal and informal networks would be emphasized.) 5. Cultural Approach (Diverse organizations would be seen as important sites where organizational culture intersects with national and ethnic culture and with the values of various co-cultural groups.) 6. Constitutive Approach (Emphasis would be placed on he processes through which the intersections of various value systems are negotiated through ongoing interaction.) 7. Critical Approach (Diverse organizations would be seen as an arena in which subjugated groups must deal with the dominant class. Emphasis would be placed on the perpetuation of- or emancipation (set free) from hegemonic (dominant) relationships. ) 8. Feminist Approach (Scholarly and activist attention would be given to the ongoing challenges faced by women and other co-cultural groups in diverse organizations such as harassment and home-work balance.)

gangplank

Individuals on the edge of the organizations who have significant interorganizational contact. -Interorganizational conflict is particularly stressful because boundary spanners are asked to understand the needs of both organizational insiders and the outsiders with whom the negotiation takes place.

convergence approach

Is an approach that emphasizes the need of organizations to adapt their practices to a global marketplace. A convergence approach considers how an organization might adapt its practices to "a global system that requires flexibility, responsiveness, speed, knowledge production, and knowledge dissemination.

incompatible goals

Issues in the organizational setting (When two or more people are faced with working together in which share differing styles of management or leadership for example, conflict can occur due to differences) ---> Example: (Organizational Procedures) Two social workers might disagree on the best way to conduct home visits for prospective foster families. A manager who believes in strict adherence to the time clock might clash with an employee that believes in a more flexible time schedule.

battleship

People often see conflict as a battle. -Win/Lose focus restricts opportunities for change.

compliance strategies for superiors

Planning Offer a complete idea (no extra work for boss) Persistence Keep pressure up (don't let others forge or ignore issue)

time and space compression

Research by managers that seeks to find the most time-efficient way for employees to accomplish a specific work task. - some places are on a different time based on where they are located in the world. So due to time differences companies must find a way to get busy done during the right hours.

divergence approach

The divergence approach to the globalizing workplace emphasizes the cultural distinctiveness found around the world. The divergence perspective is less interested in exploring strategies for organizational success than in exploring how meaning is constructed in various cultural setting and the impact of organizational norms and functioning on that construction of meaning.

dystopic globalization

The dystopic view of globalization can be described by the issues of media globalization and the significant financial and cultural problems that arise. It consist of: -Cultural Imperialism (Issues relating back to the digital age and cultural imperialism can be problematic if a particular culture has a larger amount of access to the media) -Capital Flight (occurs when assets or money rapidly flow out of a country, due to an event of economic consequence.) -Resource Devastation -Global Monopolies (Complete control of the entire supply of goods or of a service in a certain area or market)

second gen affirmative action

The organization has met affirmative action goals in terms of numbers, and the emphasis shifts to supporting female and minority employees.

first gen affirmative action

The organization is concerned with meeting legally mandated requirements for gender and ethnic diversity.

relational factors

The relationship between the conflict parties; includes power. Organizational members generally prefer competitive styles when dealing with subordinates. However, they're also likely to use accommodation or collaboration when dealing with superiors and accommodating or avoiding styles when dealing with peers. Thus...conflict management style depends largely on the hierarchical relationship between the parties.

managing organizational conflict

We use the term "conflict management" vs. conflict resolution because ongoing nature of conflict and complexity of most situations.

supervisor

When conflict between coworkers stem from differences in working style or personality, or when disputes arise over work processes or organizational procedures. A supervisor is called in to help solve the dispute

trait theory of leadership

particular people have particular qualities associated with leadership -intelligence, self-confidence, determination, integrity, sociability

natural change

organization based on life cycle - start-up phase, growth phase, harvest phase, and decay phase when organization no longer serves current market needs

planned change

orgs suggest that current 'ways of doing things' are not effective - strategic change based on market evolving to meet consumer needs

laissez-fair capitalism

the assumption that a free-market economic system has sufficient checks and balances in place to ensure that the legitimate interests of all members of a society will be met"