Final

Question 1

What are the two parts of assimilation?

Answer 1

1) Socialization is a part of the assimilation process where the organization tries to influence the adaptation of individuals—you learn about the job and how to dress and what time to appear at work.
2) Individualization is the part of the assimilation process where the employee tries to change the organization to fit their needs or desires. The person may develop new shortcuts in their job or try to arrange for more flex-time. Thus, assimilation is a mutual process of individuals and organizations adapting to each other.

Question 2

What is assimilation?

Answer 2

The process by which you join, become integrated into and exit an organization is called assimilation. It is a 2 part process

Question 3

What are the three phases of socialization?

Answer 3

l. Anticipatory socialization
2. Encounter phase
3. Metamorphosis

Question 4

What is anticipatory socialization?

Answer 4

this is the socialization that occurs before you start your job or enter the organization. You may gather information about the occupation and the company. You may learn more about the company during the interview.

Question 5

What is the encounter phase?

Answer 5

This is the “point of entry” when the person starts their job. They may need to let go of old roles and values and adapt to the expectations of the new company. This can be stressful if the employees’ notions about what the company “should” be like are different from the “reality” of the company. There could be a little culture shock.

Question 6

What is metamorphosis?

Answer 6

This is the completion of the socialization process when the employee has made the transition from an outsider to being an insider.

Question 7

What are tips for a job interview?

Answer 7

1. The vast majority of job interviews involve at least one or more illegal question. You have a decision to make. You can choose to answer the question or you can ask “How does my religion or the number of children I might have impact on my qualifications and ability to perform this job?” Or you can make a simple statement that “I don’t think my marital status is relevant to my job qualifications.” Interviewers are supposed to only ask questions that are “bona fide occupational job qualifications.” But often they stray into personal areas.
2. Even if you are asked a closed question (yes, no question or one-word answer), try to expand on your answer. e.g. What was major? Don’t just say “Communication.” Say I chose communication because I recognized that most employers are looking for someone with polished written and oral communication skills.
3. Always have questions prepared. Near the end of the interview, the interviewer may ask you “Do you have any questions?” You should have a prepared list. “What are looking for in an employee?” “What is the turnover rate in this particular department?” “Why do you like working for this company etc.?”
4. When asked about your experience, be prepared to give specific examples of things you have accomplished. Use action verbs! I increased sales by 20% last quarter. I wrote and edited a new employee handbook.
5. You want to be memorable. How do you want the interviewer to remember you? What stories can you tell that will stand out in this person’s memory?
6. Be prepared to prove your abilities or to answer hypothetical questions. E.g. Tell me about a time when you had to deal with a difficult person. How did you handle the situation? Or, what would you do if a subordinate refused a direct request or deadline you gave them?

Question 8

What are things NOT to do in an interview?

Answer 8

l. Don’t be too long-winded or too shy and quiet.
2. Don’t use poor grammar.
3. Don’t look down and away—try to maintain eye contact.
4. Don’t criticize past jobs, teachers or bosses.
5. Don’t object to a reasonable amount of travel.
6. Don’t enter the interview with an attitude of “What can you do for me?” and ask too many questions about salary, benefits, vacation, etc. Don’t be too arrogant but rather poised and confident.
7. If you have a lower GPA, don’t ignore it. Give a reasonable explanation for your low grades.
8. Avoid answers that make you sound immature or lacking in leadership potential.
9. Don’t be vague. Always give specific examples about past accomplishments and examples of leadership, problem-solving, initiative and decision-making.

Question 9

What is the function of employment interviews?

Answer 9

l. The interview is a recruiting and screening tool where the company tries to find the best employees.
2. The interview is used by the job applicant as an information-gathering tool, a way to find out more about the company.
3. The interview can be a tool for socialization – a way to ease the newcomer into the company if they are hired.

Question 10

Definition of conflict

Answer 10

Conflict is defined as: when interdependent people have opposing goals and values and see the other party as potentially interfering with the realization of these goals.

Question 11

Three I’s of conflict

Answer 11

l. Incompatible goals – can include different management styles, different goals between management and labor, or different corporate values, different aims for production vs. sales.
2. Interdependence – Differences styles can be fine until two different teams have to work together, interdependently to complete a task. Then your outcome depends on the reliability of the other team.
3. Interaction – The conflict becomes open and active when people start interacting and communicating about their differences

Question 12

5 phases of Organizational Conflict

Answer 12

1. Latent conflict – The phase of conflict when conditions are ripe for conflict in that there are incompatibilities and interdependence between the parties. Incompatible goals are possible.
2. Perceived conflict – The phase when one or more parties believe that there are incompatibilities and interdependence.
3. Felt conflict – The phase when parties begin to personalize perceived conflict by focusing on the conflict issue and planning strategies about how to deal with the conflict.
4. Manifest conflict – Conflict is publicly enacted through communication. The talk may cause escalation of the conflict or help the conflict be managed as various strategies are used.
5. Aftermath of conflict – The phase of conflict after a settlement has been reached that can have short-term and long-term effects on the individuals, their relationships, and the organization.

Question 13

Conflict management styles

Answer 13

l. Avoidance – This is not an effective style since you run away from the problem. There is little focus or concern for your own needs or the other person’s needs.
2. Accommodating – This is a style where you give-in to the other person. You sacrifice your own needs and let the other person have what they want. An example would be the self-sacrificing wife and mother who always gives in to her husband’s desires.
3. Competition – This style shows little concern for the needs of the other person and a high concern for your own needs. This where you are very dominant and try to force the other person to do it your way.
4. Compromise – This is a style where you partially satisfy your own needs and the other person’s needs. It is not really satisfying to anyone. This is a commonly used style of conflict resolution.
5. Collaboration – This is the ideal form of conflict management. This is a style of conflict where you demonstrate a high concern for both self and others. You work out a creative solution that benefits all parties involved.

Question 14

Definition of bargaining vs. negotiation

Answer 14

Bargaining is a form of conflict management during which participants negotiate mutually shared rules and then cooperate within these rules to gain a competitive advantage over their opponent. It is: formal, operates according to rules, individuals serve as representatives (for example of labor and management), often uses mutual concessions and is used to settle intergroup disputes.

Question 15

2 types of bargaining

Answer 15

1. Distributive Bargaining is a type of bargaining in which the conflicting parties are working to maximize their own gains and minimize their own losses. There are limited resources and the result is a win/lose situation or a compromise. One party may withhold information from the other side as a strategy.
2. Integrative Bargaining is a type of bargaining in which the conflicting parties to maximize gains for both parties.
   You can take a more creative approach, disclose information and listen carefully to the other party.

Question 16

Third party conflict resolution

Answer 16

Third parties from outside the organization are also used in settling disputes. Usually they function as either a mediator or an arbitrator.
1. A mediator attempts to advise and help the two parties to settle the conflict, but has no decision power.

2. An arbitrator makes decisions (usually binding) after hearing proposals and arguments from both sides involved in the conflict. An arbitrator usually decides on one proposal or another without compromise. Both sides have agreed to accept the decision of the arbitrator.

Question 17

Brightsizing

Answer 17

Term used when firing those with least seniority during layoffs, may lead to losing young bright talent

“corporate downsizing in which the brightest workers are let go. This happens when a company lays off those workers with the least seniority, but its those young workers who are often the best trained and educated.”

Question 18

typical problems identified with organizational change process

Answer 18

New leaders may choose using patronage, miss good talent

Question 19

models of leadership

Answer 19

1. trait – some people are born with traits better for leading,
2. style – some people have better styles for leading (democratic, autocratic, laisses faire)
3. contingency / functional – it depends on the situation
4. transformational leadership- someone literally transforms an organizations through charisma, human resources approach, etc

Question 20

Resistance to change

Answer 20

Some people are afraid of change; leaders should expect resistance to change

Question 21

How content is communicated, how to “frame” language as a leader

Answer 21

The language used defines how people see situations

Question 22

Emotional toll for National Guard or Reserves

Answer 22

Working in a stressful workplace can cause PTSD, but most everyone suffers some stressful situations

Question 23

Emotional labor defined

Answer 23

Emotional labor is a requirement of a job that employees display required emotions toward customers or others.[1] More specifically, emotional labor comes into play during communication between worker and citizen and between worker and worker.

Surface acting – pasting on the smile or

Deep acting – not just faking it; legitimate care Hochschild p. 200

Question 24

Bullying at work

Answer 24

90% of people have experience bullying in the workplace. More prominent than ever

Question 25

Stressors that lead to burnout

Answer 25

1. workload- having too much work to do and/or having work that is too difficult 2. role conflict- having two or more role requirements that clash with each other 3. role ambiguity- there is uncertainty about role requirements

Question 26

Empathic concern

Answer 26

an affective response in which an observer has a nonparallel emotional response. (e.g. a counselor may show concern that their client is acting hysterically, but the counselor does not act hysterically) helps an employee communicate effectively

Question 27

Emotional contagion

Answer 27

an affective response in which an observer experiences emotions parallel to those of another person (funeral director, dialysis nurse). hinders an employee's communication

Question 28

Individual and organizational coping strategies for burnout

Answer 28

Problem solving – What is causing the stress? Try to fix it Appraisal – How are you appraising the situation? What can you do to fix you problem? Emotion centered – Deal with the negative feelings arising from burnout

Question 29

Glass ceiling

Answer 29

The "glass ceiling" is a barrier so subtle that it is transparent (you can see the jobs that are above you), yet so strong that it prevents women and minorities from moving into upper management.

Question 30

Four relational barriers to diversity in organization

Answer 30

a. There is evidence that women and minorities have little access to or have been excluded from informal communication networks. Since it is harder for women and minorities to break into informal networks, like golfing or playing racquetball together, then they have less knowledge of what is going on within their organization. It is harder to form alliances. b. Women and minorities may have difficulty in finding a mentor and establishing a mentor-protégé relationship. A mentor is a more experienced manager who relates well to a new or less-experienced employee and shows them the ropes. It is hard for women because they might prefer to find a woman mentor and there are few women in the upper-management ranks to serve as mentors. Also cross-sex friendships often lead to gossip about whether it is a mentoring relationship or an affair that is going on. In cross-ethnic relationships, a successful mentorship could go on if the pair could agree to openly discuss ethnic differences or agree to ignore them. But if they don't agree on how to deal with the race issue, it could interfere. c. Tokenism is a third systemic reason for why women and minorities have different experiences in organizations. Women and persons of color in management positions are often a "token" or a rare and highly visible representative of their gender or ethnicity. They stand out because of their visibility and often are stereotyped by others. It places the spotlight on them and thus puts a lot of pressure on them. d. Women and minorities may be given more limited types of work experiences in their organization. Men may work in production and line positions, while women may work in staff or human resources. Thus they don't seem to have the skills to be promoted. Women and minorities who do advance to the executive suite have succeeded because they were assigned to a high visibility project and were able perform effectively and publicly demonstrate their skills.

Question 31

The diverse organization: opportunities and challenges

Answer 31

Opportunities: More viewpoints can lead to new and better ideas Challenges: l. Avoiding the negative impacts of diversity programs. There are several possible negative outcomes from Affirmative Action. a. A minority or female may feel a sense of negative self-worth (I was just hired or admitted because I'm black or a female). b. Other employees may stigmatize an Aff. Action candidate as incompetent. (She is only here because she's Mexican and female). c. Individuals (white males) may feel they have been unfairly bypassed by Aff. Action programs and thus may have resentment and a sense of injustice about hiring, admissions or promotion decisions.

Question 32

Sexual harassment: Two types

Answer 32

a. Quid Pro Quo harassment - something for something, have sex with me if you want to get the job or the promotion. It's when the request for sexual favors is a condition of an individual's employment. b. Hostile Work Environment harassment – when unwelcome sexual conduct substantially interferes with an individual's performance or creates an intimidating, hostile or offensive working environment. This could include things such as girlie calendars or sexual jokes. Sexual harassment is primarily an expression of POWER not SEXUALITY. It is not about intimacy. Thus the person being harassed has a mixed reaction. The person wants to keep their job but also reduce the harassment. Directly confronting the harasser can be a good strategy.

Question 33

What is the melting pot myth?

Answer 33

The melting pot myth says that all minorities or immigrants can melt into becoming a U.S. success story. Just follow the rules and work hard to get ahead. But the U.S. is not a melting pot. It's more of a salad or a quilt. All the different pieces/colors still stand out. They don't all melt into one bowl of soup.

Question 34

Messages that are warning signs of a melting pot myth

Answer 34

l. We (white men) are at the center of the universe here. 2. It's the newcomers' job to learn how to succeed here and how to fit in (become like us). 3. They have to learn the ropes and speak the language correctly if they want to work here. If they learn to do it our way, they won't have any problems. 4. Immigrants can be a nuisance to talk to because of their accent and grammar. 5. The best approach is to ignore cultural differences.

Question 35

What are the problems with a melting pot myth?

Answer 35

l. Those who don't look the part can't blend in. (If you are black or brown, you will never look white or blend in, like the Irish or the Jews or bi-racial light-skinned people). 2. In a competitive environment, forcing everyone to be the same is stifling and you will lose good ideas. When diverse newcomers are pressure to fit in, they focus on fitting into the norm, playing it safe. They avoid making suggestions that would be risky and make them stand out. 3. The more energy newcomers must expend on adapting, the less they have for developing innovative ideas and personal strengths. 4. Talented newcomers tend to go where they're appreciated for who they are----to companies with a more supportive multicultural approach.

Question 36

Voices of African-Americans, Latinos, etc. in the workplace

Answer 36

l. We are always seen as blacks, not just as human beings--race is a badge. 2. We are rarely given personal credit for achievements---they assume we got our position thru A.A. or someone helped us. If we do get recognition for our achievements, we are an "exception." 3. Whites don't believe us when we describe discrimination. It's not that bad. You're too sensitive or over-reacting. (Driving while black, Shopping while black - happens a lot). 4. We don't get a useful amount of feedback. Either we're over-supervised or scrutinized or we get little or no feedback because to criticize a black person means the supervisor is a racist. 5. It is assumed we are incompetent. We constantly have to prove ourselves again to each new person we meet. 6. Blacks are resented by whites when they do succeed. 7. The few abuses of Aff. Action (if an unqualified person got hired), are seen as the norm, rather than as an exception. 8. Blacks get stuck in one job or dept. so their boss can meet his/her EEO goal. "If they lose me, they think they can't get another good black." "I've got my token black, you find your own." 9. If a black person complains about anything, s/he is a troublemaker with an attitude. 10. If we sit together at lunch, we are "planning something" or "segregating." 11. Blacks are under great stress feeling they represent all blacks (others don't realize how great the stress is). 12. You don't understand the depth of frustration from daily acts of racism. 13. Blacks are rarely asked to a peer or superior's home---networking. It is harder to get a mentor. 14. If my manager gets mad and curses, that's ok. But if a black person does it, he's unstable, aggressive and potentially violent. 15. Whites think we don't know how to act right in the "white world" because of the images of blacks in the media. There are millions of black college graduates in the U.S., yet whites are always surprised at that. Voices of Latinos in the Workplace l. Many Latinos say managers have consistently low expectations of them. They think Latinos are not as smart or competent as whites. 2. Latinos say that others resent their ambition and efforts to get ahead. 3. Latinos say that personal relations are ignored in work settings and that only the task is given importance. We are very loyal to our manager and co-workers once we have a relationship---have "personalismo." 4. Many Latino women are offended when others see them only as sex objects. "Latin Bombshell," "Chiquita Banana" or an "easy" lady. 5. Individual Latino employees do NOT want to be seen as the spokesperson for all Latinos. 6. Many Latinos say their different heritages are not acknowledged when they are all lumped together. In SW - assumed to be Mexican. In NE - they are assumed to be Puerto Rican. In Florida - they are assumed to be Cuban. They would prefer to identified with their country of origin.e.g. Cuban-American or Mexican-American. 7. Others assume that they all come from poor backgrounds and inner city barrios. 40% of Latinos live in the suburbs now. 8. Others assume they have nothing to say of importance if they don't speak up in meetings. It is disrespectful to take focus off a senior person. 9. Managers and co-workers assume that all Latinos will be late for meetings and appointments. 10. Latinos say they are often criticized by colleagues for speaking Spanish to Latino colleagues. Seen as "clannish." What if you worked in Russia and suddenly saw an American? Would you want to share a conversation in English---a sense of a shared bond? 11. They say they are treated as if they are not smart or are inferior because of the way they speak English. English is a difficult language to learn. 12. Recent immigrants may resent the fact that others require them to speak only English. (When we are lonely or socialize, want to speak our native tongue). Americans abroad love to find someone who speaks English. 13. Recent immigrants say they are lumped together with people very different from them. There are major cultural differences if you are from Mexico, Honduras, Cuba, Brazil, Puerto Rico. All Latinos are NOT alike. 14. Immigrants say they are associated with any negative news about their national group or home country

Question 37

Waldon's aspects of work relationship that can create intense emotion

Answer 37

1. The tension between the public and private in work relationships. (when an employee and supervisor are friends outside of work) 2. Relational networks and emotional "buzzing" - emotions can spread like wildfire in the workplace. One negative comment in a meeting can lead to a general uprising 3. Conflicting allegiances- because organizations are complex systems, workers often feel many loyalties. One common one is what is best for me vs. what is best for the company. 4. Emotional rights and obligations at work- most workplaces include a strong sense of relational morality - what is fair, right, and just in workplace relationships. When these norms are disrupted, strong emotions can be seen. (e.g. accusing a woman of "sleeping her way into a promotion")

Question 38

Communication as a cause of burnout

Answer 38

One way that communication in the workplace can influence burnout is through these variables. Communication interactions- obviously contribute substantially to an individuals workload. Communication can also influence the experience of role conflict and role ambiguity. Communication can play a role in causing burnout through its influence on workplace stressors.

Question 39

Communication Coping

Answer 39

Participation in decision making (PDM) - PDM can improve both worker satisfaction and productivity through enhanced information flow and the satisfaction of workers' higher order needs. Social Support- social support is a means of protecting individuals from the major and minor stresses of life.

Question 40

Five stages for decision-making

Answer 40

1. Formulation – nature of the decision is learned 2. concept development – generate alternative ways for dealing with the problem 2. detailing process- get more details on the pros and cons of various options 3. evaluation – information is placed under intense scrutiny 4. implementation – plan is put into place

Question 41

Optimal solutions vs. satisficing

Answer 41

Optimal solution – best thing to do, best way to solve problem Satisficing – sacrificing optimal. It’s acceptable, the best we can do right now

Question 42

Bounded rationality

Answer 42

No decisions are totally logical or rational. We are limited when trying to think logically

Question 43

Rational model of decision-making

Answer 43

1. Recognize a problem 2. Search for all relevant information 3. Develop options and evaluate them

Question 44

Analogical decision-making

Answer 44

‘Well this worked last year’, using what has worked in the past

Question 45

4 phases/stages in small group decision-making

Answer 45

1. Orientation – group members become affiliated with each other and the problem 2. conflict – possible solutions are presented and debated 3. emergence – reach some level of consensus 4. reinforcement or resolution – support of the final decision

Question 46

Definition of Groupthink

Answer 46

When a group is so cohesive that they make poor decisions because they are too agreeable

Question 47

Seven symptoms of Groupthink

Answer 47

1. illusion of invulnerability 2. illusion of morality 3. stereotyping opposition 4. self-censorship 5. Direct pressure on dissenters 6. Reliance on self-appointed mind guards 7. Illusion of unanimity

Question 48

several solutions to groupthink

Answer 48

1. Have multiple working subgroups 2. Devil’s advocate 3. Hold a meeting without charismatic leader (avoid domination)

Question 49

Effects of participation in decision-making

Answer 49

There are some small positive effects of engaging workers in decision making (small boost to employee morale)

Question 50

Functional theory of group decision-making

Answer 50

Effective decision making comes from group communication The group should have a correct understanding of the issue The group should determine the minimal characteristics required for any alternatives to be successful The group should identify a relevant and realistic set of alternatives The group should carefully examine the alternatives in relation to each previously agreed upon required characteristic The group should select the alternative that is most likely to have the desired characteristics

Question 51

Effects of organizational communication technology on communication content

Answer 51

1. electronic media may inhibit the communication of social and emotional content because many of the cues often associated with such content are unavailable. 2. Socio-emotional communication content could be inhibited although users of most media develop code for this kind of content that are widely shared (emojis, text-abbreviation, etc.). However, the socio-emotional messages sent via technological channels may be more difficult to interpret than those sent face-to-face 3. The distance and anonymity afforded by many electronic media will lead users to be less inhibited in their communication of socio-emotional messages (cyber-bullying)

Question 52

Effects of organizational communication technology on communication patterns

Answer 52

1. New technologies augment existing technologies rather than replace them. Because of this, organizations that adopt new communication technologies are marked by an overall increase in the amount of communication. 2. The proliferation of junk e-mail has implications for individual irritation and for the organization of data on the informational highway. 3. an electronic message system increased the prevalence of upward communication in an organization and communication contacts were more diverse with communication technology. 4. Computer technology will lead to greater equality of participation in group interaction

Question 53

Effects of organizational communication on organizational structure

Answer 53

1. It is not often necessary for people working together to be in the same place 2. "Virtual work" - working from home, accomplished at different times and different places through the use of multiple information and computer technologies.

Question 54

Effects of globalization

Answer 54

Time and space compression – things move quickly, resulting in time and space seeming less significant Global consciousness – we are more aware of different cultures, attitudes, beliefs, etc. Disembedded organizations – behavior and actions are often extended beyond their local context

Question 55

Organizational identity, what is in a name?

Answer 55

Companies are globally known, their identities are more important than ever. Names are tied to reputation. Some companies have to change their name after poor decisions