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Organizational Communications > Final Exam > Flashcards

Final Exam Flashcards

1
Q

Rational Model

A

assumes complete logic in decision making

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2
Q

Alternate Models

A

due to various constraints, many decisions in orgs are not purely rational

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3
Q

Organizational decision makers

A

characterized by bounded rationality - attempt to make logical decisions, but cognitively limited (by time + resources)

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4
Q

Nutt’s Normative Model

A 
Formulation
Concept Development
Detailing
Evaluation
Implementation
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5
Q

Formulation

A

define the problem; needs assessment (Ex. Michael sees there’s a surplus)

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6
Q

Concept development

A

ideas generated (Ex. generate ways to spend money)

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7
Q

Detailing

A

gather info/research from subgroups (Ex. Michael brings in Hank)

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8
Q

Evaluation

A

judge cost/benefit - scrutiny (chairs verses copier)

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9
Q

Implementation

A

Launch (they buy chairs)

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10
Q

Optimal decision

A

the goal of Nutt’s normative model

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11
Q

shortcomings of Nutt’s model

A
  • Few use all stages
  • Don’t want to reinvent the wheel
  • Don’t consider rationale for decision (why/how?)
  • Often make hasty implementation w/o identifying other possibilities
  • concept development is overlooked
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12
Q

March & Simon “Satisficing)

A

optimizing, bounded rationality - finding the single best solution to an org problem

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13
Q

analogical

A

in decision making, an intuitive process that is neither logical or illogical - going off past experience

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14
Q

How did your experience in the Bomb Shelter activity bear on these models of organizational decision making?

A

→ Most people satisficed, we didn’t approach it rationally. There is no right or wrong answer, it point to the fact that even though we may try to optimize, sometimes it isn’t possible.

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15
Q

What is groupthink?

A

“a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members ‘ striving for unanimity overrides their motivation to realistically appraise alternative courses of action”.

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16
Q

What are characteristics of groupthink?

A

Illusion of invulnerability, illusion of morality, Stereotyping, self-censorship, illusion of unanimity, direct pressure on dissidents, reliance on self-appointed mindguards

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17
Q

illusion of invulnerability

A

nothing can go wrong within the group

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18
Q

Illusion of morality

A

the virtues of the group are beyond reproach

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19
Q

stereotyping

A

categorizing others outside the group in ways that see their views as unacceptable

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20
Q

self-censorship

A

overt restraint of a group member offering opinions counter to the prevailing thought in the group

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21
Q

illusion of unanimity

A

statement of group agreement while private doubts and disagreements are suppressed

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22
Q

direct pressure on dissidents

A

coercive force that obliges group members to behave and think in similar ways

23
Q

reliance on self-appointed mind guards

A

protection of the group from contrary information from outside influences.

24
Q

Classical

A

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.

25
Q

Human relations

A

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 needs.

26
Q

human resources

A

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.

27
Q

Systems

A

socialization seen as a boundary transition between “outside” and “inside” the system.

Research might consider the role of comm networks on the adaption of newcomers

28
Q

Cultural

A

Socialization seen as a process through which newcomers come to understand the values and norms of the new organizational culture.

Research might consider sensemakng strategies of new employees

29
Q

Constitutive

A

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.

30
Q

critical

A

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.

31
Q

Feminist

A

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.

32
Q

What is uniformity?

A

how the change spread across the organization as a whole (did sales implement it the same way as the ppl in research and development?)

33
Q

5 prototypical communication strategies?

A

Spray & pray, tell & sell, Underscore & explore, Identify & reply, withhold & uphold

34
Q

Which communication strategy is most effective?

A

Underscore and explore

35
Q

Spray and pray

A

showers with information, tell everything

36
Q

tell and sell

A

tells issues and sells employees on approach

37
Q

underscore and explore

A

focuses on fundamental issues and allows employees freedom to explore possibilities

38
Q

identify and reply

A

listens to employees concerns & responds

39
Q

withhold and uphold

A

holds back as much info as possible

40
Q

What are 3 concerns typical of stakeholders?

A

performance, normative, uncertainty

41
Q

Performance concern

A

how will this affect our ability to get our work done

42
Q

normative concern

A

How will this change affect the culture and how we usually do things? (Change might be effective but it’s not consistent with the style of the organization)

43
Q

Uncertainty concern

A

what do we know or don’t know about the change?

44
Q

Stakeholder engagement model 2 key questions

A
  1. Do we see the see the stakeholders as a symbol or a resource?
  2. Are select or divers stakeholders included?
45
Q

Symbols

A

Stakeholders are told that they are considered important participants in the change

46
Q

Resource

A

Stakeholders are given decision making power and resource control over whether to adopt change and how to implement it; Stakeholders are encouraged to put forward ideas (voice, little power)

47
Q

Bankrupt participation

A

(Symbol) stakeholders have little power, little info about change.

Avoid because trying to force their hands open; bad feelings about the change (select)

48
Q

Privileged Empowerment

A

(Resource) Hinges on the power and the stakeholders involved and the quality of their engagement (Diverse)

49
Q

Ritualistic participation (symbol)

A

Input sought, typically ignored

50
Q

Widespread empowerment

A

(Resource) Communicatively intensive, questions of fidelity and uniformity out the window, need to be open to the fact that the change may not be what you had in mind, the change might be changed

51
Q

Media Richness Theory (MRT

A

the communication channels available to the org manager differ in their capability to convey information based on factors such as the use of multiple cues, the availability of feedback, and the personal focus of the medium

52
Q

Rich vs Lean media

A 
rich = face to face
lean = flyer in the mailbox,
53
Q

Levels of MRT that influence media selection

A

task ambiguity

media richness

Organizational Communications (1 decks)

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