Benefits of Digital Written Communication (8)
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Can be written, edited, and transmitted quickly.
Can be sent to many people simultaneously.
Some channels have search engines.
Increases upward communication.
May reduce status differences, but still exists.
May reduce stereotyping and prejudice, but may also increase reliance on stereotypes.
Problems with Digital Written Communication (8)
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Faulty communication of emotions.
Less politeness and respectfulness (flaming).
Inefficient for ambiguous, complex, novel situations.
Contributes to information overload.
Gender Communication Differences (8)
A. Men
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Engage in report talk
Give advice/requests directly
Dominant/power conversation style
Apologize less often
Less sensitive to nonverbal cues
B. Women
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Engage in rapport talk
Give advice/requests indirectly
Differential conversation style
Apologize more often
More sensitive to nonverbal cues
Communication Barriers (8)
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Imperfect perceptual process.
Language problems.
Jargon.
Filtering.
Information overload
Cross-Cultural Communication (8)
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Language problems.
Voice intonation differences.
Different meaning of silence and conversational overlaps.
Nonverbal differences.
Types of influence (9)
1. Silent Authority
2. Assertiveness
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Informational control
Coalition formation
Upward appeal
Persuasion
Impression Management
Exchange
Consequences of Influence (9)
1. Resistance
2. Compliance
3. Commitment
Contingencies Of Influence (9)
1. Influencers Power Base
2. Organizational position
3. Personal, Organizational, cultural values and expectations
Minimizing organizational politics (9)
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Provide sufficient resources.
Clarify resource allocation rules.
Manage change effectively
Discourage political behavior
3rd party Conflict resolution (10)
Inquisition
1. Collaborative law - Managers prefer it: parties and their lawyers work to reach a settlement
2. Mediation: neutral 3rd party, assists parties in reaching agreement
3. Arbitration: 3rd party acts as a judge, makes final decision
Negative consequences of conflict (10)
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Lower performance.
Higher stress, dissatisfaction, and turnover.
Less information sharing and coordination.
More organizational politics.
Wasted resources.
Weaker team cohesion (when conflict among team members).
Positive consequences of conflict (10)
•Better decision making.
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Tests logic of arguments.
Questions assumptions.
Generates creative thinking.
•More responsive to the changing environment.
•Stronger team cohesion (conflict between the team and outside opponents).
Structure Sources of Conflict (10)
A. Incompatible goals
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One party’s goals seem to interfere with other’s goals
B. Differentiation
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Different training, values, beliefs, and experiences
C. Interdependence
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All conflict requires interdependence
Risk of conflict increases with level of interdependence
D. Scare Resources
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Creates competition fort the resource
E. Ambiguous rules
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Creates uncertainty, Politics
F. Communication Problems
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Poorly stated messages escalates conflict
Conflict causes emotive messages
Less communication amplifies conflict
Conflict-Handling Style Contingencies (10)
1. Problem solving.
Preferred style when:
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Interests are not perfectly opposing.
Parties have trust/openness and time to share information.
Issues are complex.
Problems — sharing information that the other party might use to their advantage.
2. Forcing.
Preferred style when:
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Quick resolution required.
Your position objectively has a much stronger logical or moral foundation.
Other party would take advantage of cooperation.
Problems — highest risk of relationship conflict; may damage long-term relations; reduce future problem
solving.
3. Avoiding.
Preferred style when:
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Conflict has become emotionally-charged (relationship conflict).
Parties want to maintain harmony.
Cost of resolving conflict outweighs its benefits.
Problems — doesn’t usually resolve the conflict; may produce uncertainty and frustration.
4. Yielding.
Preferred style when:
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Issue is much less important to you than to the other party.
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Value/logic of your position is imperfect/unclear.
Parties want to maintain harmony.
Other party has much more power.
Problems — increases other party’s expectations for future.
5. Compromising.
Preferred style when:
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Single issue conflict with opposing interests.
Parties lack time or trust for problem solving.
Parties want to maintain harmony.
Parties have equal power.
Problem — suboptimal solution where mutual gains are possible.
​Perspectives
of leaderships (11)
1. Transformational — views effective leaders as agents of change.
2. Managerial — helping employees improve performance and well-being toward current
objectives/practices.
3. Implicit leadership — perceptual perspective of leadership.
4. Leader attributes — personal characteristics that support an individual’s leadership potential.
Transformational Leadership Elements (11)
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Develop/Communicate the vision
Model the vision
Encourage Experimentation
Build Commitment to the vision
Elements of Organizational Structure (12)
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Span of control
Tall vs Flat structures
Central/Decentralization
Formalization
Matrix Structure (12)
A. Large organization matrix structures
1. Managers at only one level report to 1-2 bosses
2. Often geographical with product, client, or function
B. Project-Based matrix structures
1. Employees permanently with a functional unit located temporarily in a specific project unit
Benefits:
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Uses resources/expertise effectively — good for fluctuating workloads.
Potentially better communication, project flexibility, innovation.
Focuses employees on serving clients or creating products.
Supports knowledge sharing within specialty across groups.
Solution when two divisions deserve equal importance.
Limitations:
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More conflict among managers who share power — different priorities.
Two bosses dilute accountability— may contribute to corporate ethical misconduct.
Employees experience more dysfunctional conflict and stress.
Team-Based Structure (12)
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Wide span of control — teams operate with minimal supervision.
Decentralized — team makes day-to-day decisions.
Low formalization — teams use more communication, less strict procedures.
Benefits:
Flexible, responsive.
Lower administrative costs.
Better communication and coordination across traditional work units.
Limitations:
Interpersonal training costs.
Team development.
More stressful.
Team leader issues.
Duplicated resources.
Merging Organizational Cultures (13)
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Assimilation - staff embrace culture (rare)
Deculturation - firm imposes its culture
Integration - Composite culture
Separation - keep own cultures but separate
Changing/Strengthening Organizational Culture (13)
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Model Desired Culture through the actions of founders and leaders
Align artifacts with the desired culture
Introduce Culturally-consistent rewards and recognition
Support workforce stability and communication
Use attraction, selection, and socialization
Stages of Organizational Socialization (13)
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Pre-employment
Encounter
Role Management
Socialization
Why People Resist change (14)
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Negative Valence of change
Fear of the unknown
Not-invented-here syndrome
Breaking routines
Incongruent team dynamics
Incongruent organizational systems
Reducing the Restraining Forces (14)
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Communication
Learning
Employee involvement
Stress management
Negotiation
Coercion
Force Field Analysis Model (14)
A. Unfreezing
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Producing equilibrium between the driving and restraining forces
B. Stability
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When driving and restraining forces are roughly in equilibrium
C. Refreezing
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Introducing systems and conditions that reinforce and maintain the desired behaviors.
Support and reinforce the new role patterns and prevent the organization from slipping back into
the old ways.