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Organizational Communication > Unit 3 > Flashcards

Unit 3 Flashcards

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1
Q

What is the definition of conflict?

A

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

This definition highlights the dynamic nature of conflict in relationships.

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2
Q

What are the three ‘I’s of conflict?

A
  • Incompatible goals
  • Interdependence
  • Interaction

These elements are essential for understanding the nature of conflict.

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3
Q

What are the levels of organizational conflict?

A
  • Interpersonal conflict
  • Intergroup conflict
  • Interorganizational conflict

These levels indicate the scope and scale of conflict within organizations.

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4
Q

What are the phases of organizational conflict?

A
  • Latent
  • Perceived
  • Felt
  • Manifest
  • Aftermath

Each phase represents a different stage in the development and resolution of conflict.

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5
Q

What is latent conflict?

A

This conflict is always present; grounds for conflict exist because parties are interacting in interdependent relationships where incompatible goals are possible.

This phase signifies the potential for conflict before it becomes recognized.

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6
Q

What characterizes perceived conflict?

A

One or more parties perceive that their situation is characterized by incompatibility and interdependence.

Awareness of conflict is crucial for addressing it.

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7
Q

What occurs during felt conflict?

A

Parties begin to personalize perceived conflict by focusing on the conflict issue and planning conflict management strategies.

Personalization can lead to heightened emotions in conflict.

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8
Q

What is manifest conflict?

A

Conflict is enacted through communication, which may involve cycles of escalation and de-escalation as various strategies are used.

This phase is where the conflict becomes visible and active.

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9
Q

What does conflict aftermath refer to?

A

The conflict episode has both short-term and long-term effects on individuals, their relationships, and the organization.

Understanding aftermath helps in managing ongoing effects of conflict.

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10
Q

List the five conflict styles according to Blake and Mouton’s managerial grid.

A
  • Competition
  • Avoidance
  • Compromise
  • Collaboration
  • Accommodation

Each style reflects different levels of concern for self and others.

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11
Q

What is competition in conflict styles?

A

High individual concern, low group concern.

This style can lead to a win-lose situation.

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12
Q

What is avoidance in conflict styles?

A

Low individual concern, low group concern.

This style often leads to unresolved issues.

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13
Q

What is compromise in conflict styles?

A

Middle of the road.

Compromise aims for a fair outcome but may leave both parties unsatisfied.

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14
Q

What is collaboration in conflict styles?

A

Balance of individual and group concern.

This style seeks a win-win situation.

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15
Q

What is accommodation in conflict styles?

A

High group concern, low individual concern.

This style prioritizes group harmony over individual needs.

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16
Q

What is bargaining?

A

A formal activity in which disputants settle conflicts about scarce resources or policy disagreements.

Bargaining is essential in intergroup and inter-organizational conflict resolution.

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17
Q

What are the two types of bargaining?

A
  • Distributive bargaining
  • Integrative bargaining

Each type has different goals regarding resource allocation.

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18
Q

What is distributive bargaining?

A

The two conflicting parties are working to maximize their own gains and minimize their own losses, centered on limited resources.

This often leads to a competitive environment.

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19
Q

What is integrative bargaining?

A

The two conflicting parties are trying to maximize gains for both groups.

This approach fosters collaboration and mutual benefit.

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20
Q

What are mediators in conflict resolution?

A

Attempts to help the parties facilitate the dispute but holds no decision power.

Mediators guide discussions without imposing solutions.

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21
Q

What are arbitrators in conflict resolution?

A

Make decisions based on the proposals and arguments of the parties involved in the conflict.

Arbitrators have the authority to enforce resolutions.

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22
Q

List the factors that influence conflict management.

A
  • Personal factors
  • Relational factors
  • Cultural factors

These factors shape how conflicts are perceived and handled.

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23
Q

What is planned organizational change?

A

A deliberate effort to improve an organization’s processes, structures, or culture.

This type of change is usually strategic and methodical.

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24
Q

What are typical problems/issues with change processes?

A
  • Lack of management support
  • Top managers forcing change
  • Inconsistent action by key managers
  • Unrealistic expectations
  • Lack of meaningful participation
  • Poor communication
  • Purpose of program not clear
  • Responsibility for change not properly identified

These issues can hinder successful implementation of change.

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25
What is the 'spray and pray' strategy in managing change?
A lot of information is shared in the hopes that employees can distinguish between important and unimportant. ## Footnote This approach can lead to information overload.
26
What is the 'tell and sell' strategy in managing change?
Limited core messages are communicated to sell the change to employees. ## Footnote This method focuses on persuasion.
27
What is the 'underscore and explore' strategy in managing change?
Focus on fundamental issues while giving employees creative freedom to figure it out. ## Footnote This approach encourages employee engagement.
28
What is the 'identify and reply' strategy in managing change?
Management listens and identifies key concerns, responding accordingly. ## Footnote This method emphasizes dialogue.
29
What is the 'withhold and uphold' strategy in managing change?
Control information, and when confronted, uphold the party line. ## Footnote This approach can lead to distrust.
30
What is an organizational crisis?
An unpredictable, major threat that can have a negative effect on the organization. ## Footnote Crisis management is critical for organizational survival.
31
What are the three stages of an organizational crisis?
* Precrisis * Crisis * Postcrisis ## Footnote Each stage requires different management strategies.
32
What is the difference between leadership and management?
Leadership is the process for guiding individuals and groups, while management refers to the responsibility to direct and evaluate the work of others. ## Footnote Both roles are essential for organizational success.
33
What are trait approaches to leadership?
Theories that suggest leaders are born, not made. ## Footnote This approach focuses on inherent qualities of leaders.
34
What are style approaches to leadership?
* Autocratic * Democratic * Laissez-faire ## Footnote These approaches vary based on leader's interaction with followers.
35
What do situational and contingency approaches to leadership focus on?
How leaders interact with followers and the requirements of a particular environment. ## Footnote This approach considers the context of leadership.
36
What is transformational leadership?
Theories that explore how leaders motivate followers through personal example and the establishment of vision. ## Footnote Transformational leaders inspire change and empowerment.
37
What are common types of organizational power?
* Reward power * Coercive power * Legitimate power * Referent power * Expert power * Connection power ## Footnote Understanding these power dynamics is crucial in leadership.
38
What is emotional labor?
Jobs in which workers are expected to display certain feelings to satisfy organizational role expectations. ## Footnote Flight attendants are a common example of emotional labor.
39
What is burnout?
A wearing out from the pressures at work, leading to negative psychological, physiological, and organizational outcomes. ## Footnote Burnout can significantly impact employee performance.
40
What are the dimensions of burnout?
* Emotional exhaustion * Lack of personal accomplishment * Depersonalization ## Footnote These dimensions help identify and address burnout effectively.
41
What are stressors that lead to burnout?
* Workload * Role conflict * Role ambiguity ## Footnote Recognizing these stressors is essential for prevention.
42
What is the glass ceiling?
A hypothetical barrier that prevents women and minorities from moving up in the management hierarchy. ## Footnote This concept highlights systemic inequalities in the workplace.
43
What is the difference between prejudice and discrimination?
* Prejudice: negative attitudes towards organization members based on cultural group identity * Discrimination: observable behavior for the same reason ## Footnote Understanding these terms is important for addressing workplace inequality.
44
What is acculturation?
Modes by which two groups adapt to each other and resolve cultural differences. ## Footnote This process is crucial for successful multicultural organizations.
45
What are arguments for a diverse workforce?
* Cost argument * Resource-acquisition argument * Marketing argument * Creativity argument * Problem-solving argument * Systems flexibility argument ## Footnote These arguments support the value of diversity in organizations.
46
What is the media richness model?
A framework for understanding the choices organizational members make about communication media use based on task ambiguity. ## Footnote This model helps in selecting appropriate communication channels.
47
What does the social information processing model address?
Communication between co-workers, supervisors, customers, and others affects media usage. ## Footnote This model highlights the influence of social context on communication choices.
48
What are the four criteria for rich media?
* Availability of instant feedback * Use of multiple cues * Use of natural language * Personal focus of the medium ## Footnote Rich media channels have all or nearly all of these criteria.
49
What is lean media?
Channels with few or none of the rich media criteria ## Footnote Lean communication includes formats like memos or texts.
50
How do managers choose the appropriate communication channel?
By pairing task ambiguity with media richness.
51
What does the Social Information Processing model focus on?
Communication between co-workers, supervisors, customers, and others affecting media usage.
52
What are the key factors affecting the use of communication technology?
* Objective characteristics of the task and the media * Past experience and knowledge * Individual differences * Social information
53
What is one effect of the absence of nonverbal cues in communication?
It may inhibit the communication of social and emotional content.
54
What is a consequence of increased information from communication technology?
Drowning in data.
55
What effect does communication technology have on upward communication?
It increases upward communication.
56
What does organizational equity refer to in the context of communication technology?
An increase in organizational equity.
57
What are examples of new organizational structures influenced by communication technology?
* Distributed work * Central office * Telework * Flextime * Virtual organization
58
What is the paradox of increased flexibility and increased structure in telework?
Paradox 1.
59
What is the paradox of greater individuality and more teamwork in telework?
Paradox 2.
60
What is the paradox of more responsibility and less control in telework?
Paradox 3.
61
What do utopian approaches to organizational technology argue?
Technology is a liberating force that is nearly always positive in the workplace.
62
What do dystopian approaches (Luddites) to organizational technology argue?
Technology is used as a tool of control and oppression.
63
What does the Industrial Revolution represent in the context of modernity?
Modernity.
64
What does the Information Revolution signify?
Post-modernity.
65
What are the effects of globalization on time and space?
Time and space compression.
66
What is organizational convergence?
Adapting to a global marketplace.
67
What does organizational divergence emphasize?
Cultural distinctness.
68
What percentage of the US economy is estimated to be a service economy?
90%.
69
Why must workers in a service economy be good at interacting with customers?
Because they are providing services rather than products.
70
What is a characteristic of workers in a service economy?
They are more contingent, meaning more temporary.
71
Who benefits more in a service economy, stockholders or labor?
Stockholders.

Organizational Communication (1 decks)

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