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107 Cards in this Set
- Front
- Back
Information dependence |
reliance on others for information about how to think, feel, act. |
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Social information processing theory: |
information from others is used to interpret events and develop expectations about appropriate attitudes and behaviours. |
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Effect dependence and the two complimentary processes |
reliance on others due to their capacity to provide rewards and punishment. |
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Compliance |
conformity to a social norm prompted by the desire to acquire rewards/avoid punishment. |
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conformity to a social norm prompted by perceptions that those who promote the norm are attractive or similar to oneself. |
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Internalization |
conformity to a social norm prompted by true acceptance of the beliefs, values, and attitudes that underline the norm. |
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Organization |
the process by which people learn the attitudes, knowledge, and behaviours that are necessary to function in a group or organization. |
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Person-job fit |
The match between an employee’s knowledge, skills, and abilities and the requirements of the job. |
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Person-Organization Fit |
the match between an employee’s personal values and the values of an organization. |
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The extent to which individuals define themselves in terms of the organization and what it is perceived to represent. |
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Stages of Socialization |
1. anticipatory socialization: pre-entry; some formal process, like in school; informal – watching TV shows; not useful for the new member |
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Unrealistic Expectations |
• higher expectations than reality |
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Psychological contract |
beliefs held by employees regarding the reciprocal obligations and promises between them and their organization. |
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Psychological contract breach |
employee perceptions that his or her organization has failed to fulfill one or more of its promises or obligations in the psychological contract. |
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Realistic job previews |
the provision of a balanced, realistic picture of the positive and negative aspects of the job to the applicants • effective in reducing inflated expectations and turnover, also improving job performance |
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Employee Orientation Programs |
programs designed to introduce new employees to their job, the people they will be working with, and the organization. |
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Realistic Orientation Programs for Entry Stress (ROPES) |
an orientation program that is designed to teach newcomers coping techniques to manage workplace stressors |
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Socialization Tactics |
the manner in which organizations structure the early work experiences of newcomers and individuals who are in transition. |
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Mentor |
an experienced or more senior person in the organization who gives a junior person guidance and special attention, such as giving advice and creating opportunities to assist him or her during the early stages of his/her career. |
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Career Functions of Mentoring |
• sponsorship: advantageous transfers/promotions |
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Psychosocial Functions of Mentoring |
• role modeling |
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organizationally sponsored programs in which seasoned employees are recruited as mentors and matched with protégés |
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Women and Mentoring
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• have difficulty finding mentors |
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Race, Ethnicity and Mentoring |
• mentees in cross ethnic mentorship report less assistance |
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Developmental networks: |
groups of people who take an active interest in and actions toward advancing a protégés career by providing developmental assistance. |
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Proactive socialization: |
the process through which newcomers play an active role in their own socialization through the use of proactive socialization behaviours. |
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Organizational culture |
the shared beliefs, values, and assumptions that exist in an organization. |
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smaller cultures that develop within a larger organization culture that are based on differences in training, occupation, or departmental goals. |
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Lecture, Organizational culture |
is the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviours of its employees. |
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The “Strong Culture” Concept, Strong culture: |
an organizational culture with intense and persuasive belief values and assumptions. |
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Three points of strong culture |
1. doesn’t have to be big |
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Assets of Strong Culture |
• coordination |
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• resistance to change |
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Contributors to the Culture |
step 1: selecting employees step 2: debasement and hazing |
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Diagnosing a Culture |
• symbols |
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Maintenance and Transmission of organizational culture |
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Organizational Culture & Communication |
• Primary functions (Myers & Myers, 1982) • Bad communication culture |
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Communication |
The process by which information is exchanged between a sender and a receiver. |
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Effective communication |
communication whereby the right people receive the right information in a timely manner. |
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Chain of Command |
lines of authority and formal reporting relationships. |
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Downward communication |
information that flows from the top of the organization to the bottom. |
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Issues with Downward Communication |
o only downward |
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Upward communication |
information that flows between departments or functional units, usually as a means of coordinating effort. |
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Issues with Upward Communicaiton |
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Deficiencies in the Chain of Command |
• informal communication |
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filtering |
the tendency for a message to be watered down or stopped during transmission. |
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Horizontal communication: |
• communication between disciplines |
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limitations of Horiztontal communication: |
o slow |
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Modified Horizontal communication |
• through workers at the same level (eg. in Planning & Design, Administration would converse with Quality Assurance in Operations, because they are on the same “level”) |
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Voice |
The constructive expression of disagreement or concern about work unit or organizational practice. |
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Psychological safety |
a shared belief that it is sage to take social risks. |
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Mum effect |
the tendency to avoid communicating unfavourable news to others. |
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Grapevine and Characteristics: |
an organization’s informal communication network. |
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Hodgetts & Hegar (2008): |
• Rumour = Interest X Ambiguity |
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Who Participates in the Grapevine? |
• personality characteristics |
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Pros and Cons of the Grapevine |
• informed about important manners of the organization |
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Rumor: |
an unverified belief that is in general circulation |
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Jargon: |
specialized language used by job holders or members of particular occupations/organizations. |
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Non-verbal communication: |
the transmission of messages by some medium other than speech or writing. |
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Body language |
non-verbal communication by means of a sender’s bodily motions, facial expressions, or physical location. |
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Office Décor and Arrangement |
- more welcoming when: (1) tidy, (2) decorated with posters and plants, (3) the desk was against the wall (not separating the professor and the student) |
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Does Clothing Communicate? |
- stereotyped meaning to clothing |
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GENDER DIFFERENCES IN COMMUNICATION |
• there are differences in gender communication |
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Tannen & Communication Differences - credit |
• getting credit: men are more likely to boost themselves |
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Double Bind for Women |
• Expectations for how an authority figure should speak is based upon men in authority. |
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Male Communication Patterns |
honest, direct, factual, |
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Women Communication Patterns |
nurturing, indirect, respectful |
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Non-Verbal Communication Across Cultures
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• facial expressions |
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Social Conventions Across Cultures - Loud and Quiet Cultures
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• “loud” cultures versus “quiet” cultures |
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Cultural context |
the cultural information that surrounds a communication episode. |
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Differences in high/low cultures: |
o people in high context culture want to know about you and the company you work for |
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National Culture Dimensions |
• The degree to which a culture has a loosely knit social framework (individualism) or a tight social framework (collectivism) |
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Individualism and Collectivism and Decision Making, Fundamental attribution error |
• Individualists more likely to attribute to the individual, Collectivists more likely to attribute to the situation |
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Conflict resolution, Individualism and Collectivism
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• Collectivists prefer to go through a superior, Individualists prefer to confront and work it out Hall’s View of Culture |
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Cross-cultural communication challenges: Face |
• Face = social self image |
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Cross–cultural communication challenges: Nonverbal communication |
• Silence |
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Eastern and Western Expressions of Dominance |
• Canadian male negotiators were more likely to use relaxed postures and express negative emotions |
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Protestant Relational Ideology |
• A cultural ideology in which relational and emotional concerns are considered inappropriate in work settings, and are therefore afforded less importance and attention than in social, non-work settings. |
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Information richness |
the potential information – carrying capacity of a communication medium. |
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Computer-mediated communication (CMC) |
forms of communication that rely on computer technology to facilitate information exchange. |
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Basic Principles of Effective Communication |
• take the time |
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congruence |
a condition in which a person’s words, thoughts, feelings, and actions all contain the same message. |
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a technique for improving the accuracy of information reception by paying close attention to the sender. |
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how to listen actively: |
• watch your body language |
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When in Rome… Principles for Cross-Cultural Communication |
• assume differences until you know otherwise |
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Two critical factors to perceived fairness of controversial policies |
1: adequate explanation |
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360-degree feedback |
Performance appraisal that uses the input of superiors, employees, peers and clients or customers of the appraised individual. |
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Employee survey |
an anonymous questionnaire that enables employees to state their candid opinions and attitudes about an organization and its practices. |
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Suggestion System |
programs designed to enhance upward communication by soliciting ideas for improved work operations from employees. |
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Macro Level Communication |
• more holistic |
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Connector: |
connects people to each other |
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Maven: |
connects people through sharing knowledge |
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Salesman |
uses knowledge to engage and persuade. |
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Primary functions (Neher, 1997)
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• Compliance-gaining |
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Communication Context |
• A set of circumstances or a situation |
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Contemporary Media Richness Model |
- degree of synchronization versus the presence of nonverbal and and paraverbal cues - memo/letter, email, chat, videoconference, teleconference, face to face |
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Groups using Computer Mediated Communication, Pros and Cons |
Cons • Take more time (d=-1.71)
Pros • Can generate more ideas • Have members less inhibited by status cues
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CMC Group Effectiveness: Moderators |
• Time constraint: Unlimited time CMC groups performed equally well as face-to-face groups |
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Downsides of CMC in negotiation |
On email, we are more likely than in face-to-face negotiations to: |
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Tannen & Communication Differences, confidence |
• confidence and boasting: more likely to be men |
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Tannen & Communication Differences, apologies, |
• apologies: women apologize to build rapport, transition, men see apologies as a weakness, disorganization and incompetence |
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Tannen & Communication Differences, feedback |
• feedback: women buffer; men are blunt |
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Tannen & Communication Differences, compliments |
• compliments: women known to say “good job” even if it’s not the best, if asked about their opinion; men see it as an actual critique. |
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Tannen & Communication Differences, ritual opposition |
• ritual opposition: women see it as a personal attack, bad idea or mistake; boys “play fight”, play Devil’s advocate, used not to challenge but rather to explore possibilities |
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Tannen & Communication Differences, managing up and down |
• managing up and down: women think the most important thing is to do a good job, men is about who you know |
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Tannen & Communication Differences, giving orders direct, |
• giving orders: direct men tend to dictate orders, not bossy or offensive; women misinterpret direct orders as impoliteness and overbearing |
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Tannen & Communication Differences, giving orders indirect |
• giving orders: indirect: women use strategies not to appear bossy, “could we do this…”; men misinterpret indirect approach as: not being managerial and it’s easier to say “NO” |