ORGANIZATIONAL COMM STUDY GUIDE
Concertive Control & Organizational Identification from Ch 6 p.110-112, Unplanned change from Ch. 10
Plus: Chapters 11, 13 & 14.
100 points - after midterm
50 points - cumulative
m/c, t/f, short answer
https://coconote.app/
ORG. ID - orgs want you to identify with them
* Consubstantiality (Burke)
* Burke - organization identification - consubstantiality
* 2 things are not identical but it has a commonality with consubstantiality
* the term can describe a sense of identification or unity between people, ideas, or entities - org ID
* Within a concertive- unobtrusive- control system, an individual identifies with the values of the organization or work group and hence will act in accordance with those values even in the absence of simple, technological, or bureaucratic control
* Workers identify with the values and norms of management and then use these values as a basis for making workplace decisions and for disciplining other members of the work team. Even in a workplace designed with democratic and participatory ideals (or with the culture of a family or team—see Casey, 1999), the ideology of management is upheld through the everyday practices of organization members.
* Mystery
* The people at the top are mysterious to those at the bottom
* For good and strong org ID there needs to be relations/commonality to relate to them
* Unobtrusive Control
* Org ID is a form of unobtrusive control – lets employees figure out their own form of identification
* Unobtrusive control – control without cognitive knowledge of being controlled but with a positive connotation
* Making decisions based on what's best for the company
* House Organs and Identification
* A house organ is an in-house channel of communication an organization has with its outside environment, employees, and audience. In the example of USD, all of the house organs we identified are present to help not only build a sense of community and identification but also to disseminate information, updates, and many other things.
* They are in house publications designed to increase identification and bolster camaraderie among employees. - from ghio
* Make you think of an organization in a better way
UNPLANNED CHANGE
* Crisis PR - Companies (Exxon, bp, Tylenol etc.); best/worst cases; how they responded Accountability, Responsibility, Justification
* Two things for crisis management
* 1. Accountability → accurate account of the crisis
* 2. Responsibility (moral) → this happened on our watch, we will improve
* Case studies
* Exxon → WORST
* Spilt 10 million gallons of oil in an Alaskan bay
* Did not do a press release on it for 2 weeks while the news was actively covering it and all of the problems it was causing
* When they did they put all of the blame on the captain - wasn't even the right guy
* NO RESPONSIBILITY or ACCOUNTABILITY
* They lied about people out there cleaning up as well - actively while the news was showing the realities
* CEO never addressed - just sent our press releases
* Tylenol → BEST, the poster child for handling these situations
* Somebody laced packages of Tylenol with cyanide
* 9 people died because of this
* President went to the public, they pulled all Tylenol off the shelves (responsibility) - this is why we have those seals over pill bottles now (responsibility)
* He told what happened accurately (accountability)
* This is where we get the criteria for crisis management
* BP → could have been good
* Gulf of Mexico oil spill
* Took RESPONSIBILITY – tried accountability
* They just dispersed the oil and actually sank it to the bottom of the ocean instead of actually dealing with it
* CEO did address the public
* They had the playbook but failed
* Jack in the Box → did it right
* E Coli in hamburgers
* Child died
* Took a page out in the paper taking RESPONSIBILITY - took all hamburger meat out of washington, retrained all staff, adjusted cook times, outside testing of things
* Took ACCOUNTABILITY – extended sympathy and in the paper had an accurate account of everything
* (From presentation he said would be on test, nothing to do with crisis comm just jack in the box) Channel Expansion Theory- richness perceptions will depend on an individual’s personal experience with a specific medium, so older people may find this hard, but people younger who use technology all the time see no problem with it. Related this to the self serving kiosks
* Pepsi → JUSTIFICATION
* Woman found a syringe in her pepsi
* They denied - justification – have to be right to do this
* Showed how the product was packaged and showed that it was impossible - this is ACCOUNTABILITY because they showed an accurate account - but no responsibility
* Turns out she was lying – people started doing this all over the place to try and win lawsuits and get money
* Wendy’s – JUSTIFICATION
* Woman said she found a finger in her chili
* Wendy’s justified it and said they don’t know what happened but it is not our fault
* Conducted an investigation
* Counted the fingers of staff and everyone else that could have come in contact with the chili
* Found out it was an extortion ploy
* Her husband's co worker lost a finger in an accident recently
* Sea World - IGNORE
* Blackfish - the orcas and captivity and killing of a trainer
* CNN ran the story – the small production film
* Seaworld did not address it at first and didn't do much about it until after the film got popular –> now they highlight their conservation efforts and stopped breeding orcas
CH 11
* Emotion in the workplace
* While most models or org life see workplace being governed by logic and rationality – in reality there are always emotions at play
* Bounded emotionality → looking at emotional life as the central focus of org research and consider ways in which paying attention to emotion might lead to new ways of understanding the workplace
* Emotional Labor (200-201) → jobs in which workers are expected to display certain feelings in order to satisfy organizational role expectations
* How you are feeling about your job – dealing with the public is HARD
* Surface acting vs deep acting
* Surface acting → nodding, uh huh, yeah
* Don't really care - whatever you need to do
* Ex: bartender flirting for tips
* Deep acting → genuine care for you, really helpful
* Really trying to help
* Ex: hospice nurses
* Stressors and Burnout; outcomes, communication, coping
* Stressors → environmental factors that are difficult for individuals to deal with their workloads- work/life balance
* Burnout → strain from ongoing stressors leading to: emotional exhaustion, depersonalization, and decreased personal accomplishment
* Outcomes: coronary heart disease, high blood pressure, lower job satisfaction, less commitment, turnover
* Communication as a cause of burnout → workload, role conflict, and role ambiguity
* It boils down to comm competence
* From book:
* “ One way that communication in the workplace can influence burnout is through these variables. Communicative interactions, for example, obviously contribute substantially to an individual’s workload. Communication can also influence the experience of role conflict and role ambiguity. For example, Graen’s model of role development (Graen & Scandura, 1987) that we discussed in Chapter 7 describes the ways in which supervisor-subordinate interaction helps to define expectations as an individual learns about the job and the organization. If communication in this crucial stage of socialization is inadequate, role conflict and role ambiguity are likely to result.”
* Coping
* Detached concern – concern for clients can be maintained, but independent of strong emotional involvement
* Problem centered coping → dealing directly with burnout causes
* Appraisal centered → changing the way one thinks about stressful situations
* Emotion-centered → dealing with negative affective outcomes of burnout
* PDM - participation in decision making
* PDM should lead to “more accurate knowledge of (a) the formal and informal expectations held by others for the worker, and (b) the formal and informal policies and procedures of the organization, as well as the discrepancies between the two”
* Social support → three types
* Emotional support - being there for someone
* Informational support – facts and advice to help cope
* Instrumental support – physical or material assistance - FOOD
Here is this graph that was in the book… idk if we need this but
CH 13
* Media Richness Model
*
Ambiguous message
Unambiguous message
Rich medium (meeting)
Good (ex. meeting)
Bad (ex. Meeting should have been an email)
Lean medium (email)
Bad (ex. Confusing email)
Good
* * Social Information Processing Model (Know it, but not fig. 13.2)
* SIPM: communication between coworkers, supervisors, customers, and others affects media usage.
* a social information processing approach suggests that an individual’s use of Web-enhanced instruction will also be influenced by interaction with others in the department
* Dual Capacity Model
* Data carrying capacity = actual content of message
* AND
* Symbol carrying capacity = meaning/context/feelings
* Effects of Org Comm Technology
* effects on content, patterns, outcomes, structure
* Distributed work: work is done by many at whatever time they what
* Some scholars argue that technologies allow top managers to exercise greater power, whereas others believe that technologies serve to decentralize decision making and power, as lower-level employees have greater access to information
* 3 Paradoxes of virtual organizations
* Paradox 1: Increased Flexibility and Increased Structure
* However, telework also requires the manager to keep better track of schedules and meetings because “chance encounters and informal discussions do not occur”
* Paradox 2: Greater Individuality and More Teamwork
* Teleworkers are isolated on an individual basis, but they are also required to coordinate work to a high degree.
* Paradox 3: More Responsibility and Less Control
* The nature of telework requires tasks that can be accomplished independently. However, managers often fear losing control of workers who are out of sight
PR AND THE EXTERNAL ENVIRONMENT
* Diffusion of Innovations
* 1. Innovators (first wave) 2.5%
* 2. Early adopters (pretty early) 13.5%
* 3. Early majority (up to speed on trends) 34%
* 4. Late majority (cautious) 34%
* 5. Laggards (suspicious) 16%
* VNR's → Video news release
* Pre-packaged news- from the source
* What you see is essentially fake news
* News as an ad - or ad as a news story
* Pseudo-events/staged events
* Adoption Theory
* Adoption cycle of new tech
* Awareness, interest, evaluation, trial, adoption
* Non Product Advertising
* Corporate Advocacy → supports a point
* Vote yes on…. Support…
* Institutional Advertising → whole institution itself, not specific product
* Image Advertising → not product based but rather their entire image
* Hey we are kfc and we use farm fed chickens! Not mass production
* Chevrons “people do” campaign
* Proliferation of social media and its effects
* Intentional vs unintentional consequences
CH 14
* Postmodern Era
* the Information Revolution has ushered in the postmodern era, where everything moves fast and life is more fragmented and less consistent
* 3 things: the increasing importance of image and identity, the shift to a predominantly service economy, and the prevalence of new employment relationships, such as the “disposable worker.”
Multitasking
* Refers to the simultaneous use of multiple information and communication technologies (ICTs) to accomplish tasks.
* Multitasking is influenced by organizational norms, peer behaviors, and perceptions about acceptable use of technology. Social influences play a critical role in whether individuals engage in multitasking behaviors during meetings
Speed
* Emphasized as a hallmark of modern organizational communication technologies.
* ICTs allow messages to be transmitted almost instantaneously, facilitating rapid collaboration and decision-making processes
Fragmentation
* Refers to how communication technologies can interrupt and divide attention across multiple tasks or messages.
* As a result, individuals may experience frequent shifts in focus, potentially impacting the depth and quality of interactions and productivity
Specific Mediums (Facebook, Twitter)
* Social media platforms like Facebook and Twitter are recognized for their transformative potential in organizational communication.
* They are used to:
* Represent organizations publicly, shaping corporate identity and stakeholder relationships.
* Facilitate internal communication, collaboration, and the organization of tasks within workgroups.
* Play a significant role in political, social justice, and grassroots movements by quickly disseminating information and organizing activities
* Globalization
* Corporate social responsibility: a stance in which businesses attempt to have a positive impact on a variety of stakeholders including the environment, consumers, government, and the communities in which the company is embedded
* time and space compression: space and time no longer directly connected.
-Time compression, often discussed alongside space compression, refers to the phenomenon where the link between time and space is altered due to globalization and advances in technology. In a globalized world, events and communication occur rapidly across vast distances, such that traditional constraints of time and location are no longer directly connected. For instance, one can conduct business in Tokyo one day and in Cleveland the next, and it is perpetually the beginning of the workday somewhere on the globe.
* Global consciousness: When we work in an organization that is global, multinational, or multicultural, we must be aware of the cultures of others and of our own attitudes, beliefs, and behaviors
* Disembedded: behavior and interaction are often lifted from their local context and restructured across time and space
* Time compression, service economies, downsizing
* Time compression: it's always 5 o'clock somewhere
* Service economy: we are trending to it
* There are estimates that service companies (including retail, financial services, transportation, health care, and construction, among others) now employ about 90% of the U.S. economy
* More service industries, more part time workers
* Why are there problems with service? Part of the answer may lie in organizational moves, such as corporate downsizing and retrenchment.
* Downsizing: an organization may choose to sacrifice customer service in the belief that such a move will enhance profits and keep the company economically competitive.
Cumulative - know the differences and like an overview of each
Machine Metaphor (Classical Approaches)
* Definition: The machine metaphor portrays organizations as mechanistic systems emphasizing precision, efficiency, and predictability.
* Company should run like a well oiled machine
* Key Aspects:
* Specialization: Each worker or unit has a defined role.
* Standardization: Uniform procedures ensure consistency.
* Predictability: Processes are stable, repeatable, and controlled.
________________
Classical Approaches (Fayol, Taylor, Weber)
* Definition: Focuses on efficiency, structure, and hierarchy in organizations.
* Key Theorists:
* Henri Fayol: Developed principles of management, emphasizing planning, organizing, command, coordination, and control.
* Frederick Taylor: Advocated for Scientific Management, emphasizing time studies and "one best way" to perform tasks.
* Max Weber: Introduced the concept of bureaucracy, highlighting authority, rules, and rational decision-making.
________________
Human Relations
* Definition: Focuses on employee satisfaction and interpersonal relationships as keys to productivity.
* Key Concepts:
* Needs-based Models: Highlight how fulfilling employee needs increases productivity.
* Theorists:
* Maslow: Hierarchy of needs (physiological to self-actualization).
* McGregor (Theory X and Theory Y): Contrasts autocratic (X) vs. participative (Y) management styles.
* Herzberg: Motivation-hygiene theory separates satisfiers (motivators) from dissatisfiers (hygiene factors).
________________
Human Resources
* Definition: Combines classical efficiency and human relations to emphasize both employee well-being and organizational goals.
* Key Features:
* High concern for people and productivity.
* Encourages participative decision-making and empowerment.
* Theorists:
* Likert: Identified System IV (participative group management) as the most effective.
* Ouchi (Theory Z): Promotes collective decision-making, trust, and long-term employment.
________________
Systems Approach
* Definition: Views organizations as interconnected systems made up of various parts functioning together.
* Key Concepts:
* Components:
* Hierarchical Ordering: Systems have layers (subsystems and supersystems).
* Permeability: Systems exchange information with their environments.
* Interdependence: Parts depend on each other to function.
* Properties:
* Holism: The whole is greater than the sum of its parts.
* Equifinality: Multiple paths can lead to the same outcome.
* Negative Entropy: Open systems resist disorder and thrive.
* Requisite Variety: Complexity within a system matches the complexity of its environment.
________________
Culture
* Definition: Examines shared values, practices, symbols, and stories within an organization.
* Ethnographic Approach:
* Immersive observation to understand organizational culture from within.
* Key Concepts:
* Values: Core principles that guide behavior.
* Heroes: Role models embodying cultural values.
* Cultural Network: Communication that reinforces the culture.
* Rites & Rituals: Repeated activities that express cultural identity.
________________
Critical Approach
* Definition: Critiques power imbalances and inequities in organizational structures, aiming to expose and challenge them.
* Foundations & Key Concepts:
* Historical Roots:
* Influenced by thinkers like Hegel and Marx.
* Frankfurt School added sociopolitical critiques.
* Core Beliefs:
* Power imbalances create alienation and oppression.
* Goal: Expose and challenge these inequities.
* Power in Organizations:
* Traditional Approach: Power as stable and measurable (who has it, why, and effects).
* Symbological Approach: Power arises through interactions and relationships.
* Radical-Critical Approach: Examines hidden "deep structures" maintaining systemic power imbalances.
KEY CONCEPTS FROM POST-MIDTERM
1. Organizational Identification & Control
* Organizational ID: Organizations want employees to identify with them
* Consubstantiality (Burke)
* Two things sharing commonality without being identical
* Creates unity between people, ideas, or entities
* Unobtrusive Control
* Control without cognitive awareness
* Employees make decisions based on company's best interest
* Positive connotation
* House Organs
* In-house communication channels
* Purpose: Build community, increase identification, share information
* Example: Internal publications that boost employee camaraderie
2. Crisis PR & Management
Key Components:
1. Accountability: Accurate account of crisis
2. Responsibility: Acknowledging oversight, commitment to improvement
Case Studies:
* Tylenol (BEST)
* Issue: Cyanide-laced packages, 9 deaths
* Response: Immediate product recall, president addressed public, implemented safety seals
* Why Good: Perfect accountability & responsibility
* Exxon (WORST)
* Issue: 10M gallons oil spill in Alaska
* Response: Delayed PR, blamed captain, misrepresented cleanup
* Why Bad: No accountability or responsibility
* BP
* Issue: Gulf oil spill
* Response: Mixed - took responsibility but poor execution
* Problem: Inadequate solution (dispersing oil)
* Jack in the Box
* Issue: E. Coli outbreak
* Response: Public responsibility, operational changes
* Why Good: Full accountability & responsibility
3. Emotion in the Workplace (Ch 11)
* Emotional Labor: Expected display of certain feelings for organizational roles
1. Surface Acting: Superficial display (e.g., bartender flirting)
2. Deep Acting: Genuine care and help
* Stress & Burnout
1. Causes: Workload, role conflict, ambiguity
2. Outcomes: Health issues, decreased satisfaction, turnover
3. Coping Methods:
* Problem-centered: Direct addressing
* Appraisal-centered: Perspective change
* Emotion-centered: Managing negative feelings
* Social Support Types
1. Emotional: Being present
2. Informational: Facts and advice
3. Instrumental: Physical/material help
4. Communication Technology (Ch 13)
* Media Richness Model
1. Rich Medium (meetings): Best for ambiguous messages
2. Lean Medium (email): Best for clear messages
* Virtual Organization Paradoxes
1. Increased Flexibility vs. Structure
2. Greater Individuality vs. Teamwork
3. More Responsibility vs. Less Control
5. External Environment & PR (Ch 14)
* Diffusion of Innovations
* Innovators (2.5%)
* Early Adopters (13.5%)
* Early Majority (34%)
* Late Majority (34%)
* Laggards (16%)
* Non-Product Advertising
* Corporate Advocacy: Supporting viewpoints
* Institutional Advertising: Whole organization
* Image Advertising: Overall brand image
CUMULATIVE CONCEPTS (Key Approaches)
1. Machine Metaphor
* Organization as mechanical system
* Focus: Efficiency, precision, predictability
* Key: Specialization, standardization
2. Classical Approach
* Theorists: Fayol, Taylor, Weber
* Focus: Structure, hierarchy, efficiency
3. Human Relations
* Focus: Employee satisfaction, relationships
* Key Theorists: Maslow, McGregor, Herzberg
4. Human Resources
* Combines classical efficiency with human relations
* Promotes participation and empowerment
5. Systems Approach
* Organization as interconnected parts
* Key Concepts: Holism, equifinality, negative entropy
6. Cultural Approach
* Focus: Shared values, practices, symbols
* Elements: Heroes, networks, rituals
7. Critical Approach
* Examines power imbalances
* Three views of power:
* Traditional: Stable and measurable
* Symbological: Through interactions
* Radical-Critical: Deep structures