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43 Cards in this Set

  • Front
  • Back
Characteristics of organizaions
People
Goals (individual and group)
Coordinating activity
Structure
Environments
Model for how humans use communication
SMRC

Source transmits Message through a Channel to a Receiver.
Organizational Communication
The different communication aspects and patterns that occur in organizations; example-top down, horizontal
Aspects of today's world which contribute to complexity
Globalization- org. are becoming bigger and more complex.
Terrorism- how do terror networks organize?
Climate Change- global warming awareness?
Changing demographics- culturally diverse world?
Virtual organizations
Organizations that work solely via computer and not face to face.
Characteristics of a machine
standardization- replaceability

specialization- each part has a specific function

predictability- rules that govern the way a machine is built and how it operates
Fayol's Theory of Classical Management (5 elements, the "what" of management)
Planning
Organizing
Coordination
Command
Control
4 Principles (the "how" of management)
Structure- unity of command, division of labor.
Power- discipline, authority
Reward- equity, tenure stability
Attitude-
Weber's theory of Bureaucracy
should be operated through a clearly defined hierarchy, by division of labor and centralization of decision making.
6 facets of Weber's theory
Clearly defined hierarchy
division of labor
centralization
closed systems
importance of rules
functioning of authority
Types of authority
traditional authority
charismatic authority
rational-legal authority
Traditional authority
power based on long standing beliefs about who should have control and if often vested in particular positions with an org. hierarchy.
Charismatic authority
power based on an individuals personality and ability to interact with followers
rational-legal authority
power based on the rational application of rules developed through a reliance on info and expertise
Taylor's theory of scientific management
there is one best way for every job, proper selection and training of workers; inherit difference between management and workers.
apprentice system (taylors theory of sci, man)
effective when the more experience workers were teaching new workers in an efficient and effective manner
uneven work
resulted from job training though custom and tradition
systematic soldering
resulted from rate busting and the system of piecework to pay
time and motion studies
there is one best way to do every job
communication in classical organization
content- very narrowly focused; task related
direction- vertical flow, downward, flowed from upper manag. to lower end jobs
channels- written form of comm. is more prevalant
style-highly formal
Classical elements in todays org.
standardization and systematic processing

"one best way"

formal org. like military
Hawthorne Studies
looking for ways to increase productivity
Hawthorne Effect
more attention to individuals causes changes in behavior; led to a more people oriented way of working.
Maslow's Hierarchy of Need's Theory
5. Self actualization
4. Esteem
3. Affiliation
2. safety
1. physiology
McGregror's Theory X and Theory Y

Theory X--
representative of a manager influenced by negative aspects; manager assumes that a strong and forceful hand is essential to get efforts from workers.
Theory Y
manager is the one who adheres to the precepts of the human relations movement, assumes workers are highly motivated.
Blake and Mouton's Leadership Grid

Impoverished Management
little concern for production and little concern for people
Blake and Mouton's Leadership Grid

Country Club management
little concern for production but very high concern for people
Blake and Mouton's Leadership Grid

Middle of the Road management
medium concern for production and medium concern for people
Blake and Mouton's Leadership Grid

Authority Compliance
very high concern for production and low concern for people
Blake and Mouton's Leadership Grid

Team Management
very high concern for production and very high concern for people
Likert's System

System I
exploitive authoritative-downward communication; threats and demands
Likert's System

System II
Benevolent authoritative-ego rewards; goal setting; decisions made at the top
Likert's System

System III
consultative-top down but employees are still consulted
Likert's System

System IV
participative-communication by all, satisfaction by all
Communication in Human Relations Organization

Content
maintenance communication- maintaining the quality of human relationships while still task oriented; innovation communication-interaction about how the job can be done better
Communication in Human Relations Organization

Direction
horizontal, team based
Communication in Human Relations Organization

Channel
face to face, personal
Communication in Human Relations Organization

Style
less emphasis on titles and more relaxed
Human resources elements in today's organization

Learning organizations
emphasize mental flexibility, team learning, a shared vision, complex thinking and personal mastery
Human resources elements in today's organization

Knowledge management
organization as embodying a cycle of knowledge creation, development and application
The "what" of human resources programs in today's organizations
team management
employee involvement
The "how" of human resources programs in today's organizations
Know when team-based management is appropriate.
Consider the attitudes of top management.
Deal with cynicism about change.
Facilitate the translation process.