COM 229 (Lippert) Spring 2009 Review Guide for Exam #3 Chapters 10-12 (assigned parts of chapters 13) This is meant only as a guide for your study in preparation for the exam. You are responsible for the class material, lecture notes, chapter readings, and class activities. This objective exam consists of multiple choice, true/false, and matching. Good luck. Chapter 10 1. Definition of change and innovation. 2. What is planned change? 3. Be familiar with change model and what might be missing from the model. 4. Problems identified in change process (Table 10.1). 5. Ownership tension, resistance to change, & uncertainty of change. 6. What is planned change? Be familiar with Model of Planned Org. Change and be able to critique. 7. Managerial strategies for communicating change (10.2). 8. Spotlight on Scholarship (p.222). 9. Definition of leadership. 10. Models of leadership-Trait Theories, Style Theories, Situational Theories. 11. Transformational vs. Transactional leadership. 12. What is Exemplification? 13. Be able to identify some of the key parts of the role of communication in leadership such as “framing” Matching Contingency Theory of Leadership Framing Ownership tension Resistance Spray and pray Tell and sell Identify and reply Transformational Leadership Transactional Leadership Planned change Unplanned change Management support Chapter 11 1. Emotions in the workplace (p. 244-245) 2. Definition of emotion and emotional intelligence. 3. Bounded rationality vs. bounded emotionality. 4. What is emotional labor? 5. Emotional display rules (p. 246). 6. What is Emotional Intelligence? 7. Define stress, stressors, & burnout. 8. Be able to name and describe workplace stressors. 9. What individuals are predisposed to burnout? What characteristics? 10. How would you describe Type A Personality, hardiness, & internal locus of control? 11. What are some particular outcomes of burnout? 2 12. How does “communication interactivity contribute to burnout? 13. What is “emotional labor” and how is that connected to communication? 14. What is the connection among “empathy,” Communication, and burnout? 15. What is the difference between “emotional contagion” and “empathetic concern?” 16. Know how communication helps individuals & organizations to cope. 17. What are the three types of coping, the role of participation (PDM), the functions of social support, and the sources of social support. 18. Know what is meant by work-life balance and why this affects you. 19. Approaches to the Emotion Process (p. 258). Matching Appraisal-Focused Coping: A coping strategy that involves changing the way one thinks about the stressful situation. Burnout: A chronic condition that results as day-to-day work stressors take their toll on an employee. Emotion-Centered Coping: A coping strategy that involves dealing with the negative affective outcomes of burnout. Emotional Contagion: An affective response in which an observer experiences emotions parallel to another person. Involves "feeling with" another. Emotional Dissonance: The discrepancy between feelings and behavior that may result in negative individual outcomes. Emotional Labor: Jobs in which workers are expected to display certain feelings in order to satisfy organizational role expectations. Emotional Support: A function of social support that involves letting another person know that they are loved and cared for by boosting their self-esteem and/or providing them with a way to vent feelings. Empathic Concern: An affective response in which an observer has a nonparallel emotional reaction. Involves "feeling for" another. Informational Support: A function of social support that involves the provision of facts and advice. Instrumental Support: A function of social support that involves the provision of physical or material assistance. Problem-Focused Coping: A coping strategy that involves dealing directly with the causes of burnout. Role Ambiguity: A situation in which there is uncertainty about role requirements. Role Conflict: A situation in which two or more role requirements clash with each other. Stressors: Aspects of the environment that can lead to negative psychological, physiological, and organizational outcomes. Role Ambiguity: A situation in which there is uncertainty about role requirements. Role Conflict: A situation in which two or more role requirements clash with each other. Chapter 12 1. Be able to define “diversity.” 2. Jelly bean metaphor. 3. What are the possible “dimensions” (characteristics) of diversity? 4. Does the chapter leave out any group or marginalized individuals when referring to diversity? 5. Changing workplace. 6. Three explanations for discrepancies in treatment and access. 7. Define and differentiate between “prejudice” and “discrimination.” 8. Three phases of workplace development of cultural & gender diversity. 9. How does Cox describe a “multicultural” organization? 10. Know the six dimensions for describing a “multicultural” organization. 3 11. What is “assimilation?” 12. What are some of the opportunities & challenges (affirmative action, sexual harassment, & balancing work and life) of diverse organizations? 13. Know about the “spheres of activity” & how they impact managing diversity. 14. Strategies for transforming a traditional organization into a “multicultural” organization. 15. Approaches to Organizational Diversity (p. 280). Matching Assimilation: A unilateral process in which minority culture members adopt the norms and values of the dominant group in the organization. Categorization: The process whereby people are placed into broad categories such as gender or race. Cultural Separatism: A situation in which there is little adaptation by either the minority or dominant group in the organization. Discrimination: Observable behavior toward a person based upon her/his gender or cultural group identity resulting from negative attitudes about the person's gender or cultural group. Multicultural Organization: The final phase of workplace development in which the organization moves beyond the concepts of support for minority members to the institution of policies that deliberately capitalize on cultural and gender diversity. Pluralism: A process in which both minority and majority culture members adopt some norms of the other group in the organization. Prejudice: Negative attitudes toward an organization member based on her/his gender or cultural group identity. Specification: A process in which specific individual are recognized without recourse to rigid stereotypes. Stigmatization: The process of blaming or shaming a person or group for their past or present circumstance(s) or condition(s). Tokens: Women and minorities in an organization who are highly visible representatives of their gender or ethnic minority. Mentor: An experienced, productive manager who relates well to a less-experienced employee and facilitates here/his professional and personal development for the benefit of that individual and the organization. Glass Ceiling: A concept used to describe a barrier so subtle that it is transparent, yet so strong that it prevents women and minorities from moving up in the management hierarchy. Mommy Track: A work arrangement for women who want to work and have a family that involves flexible hours land family support in exchange for fewer opportunities for advancement. Chapter 13-Technological Process 1. Media Richness Model (p. 242-244). 2. Types of organizational communication technology (p. 238-242) 3. Effects of organizational communication technology on communication content, patterns, and structures (p. 247-252).