UA COM 350 - Final Exam Study Guide (8 pages)

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Final Exam Study Guide



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Final Exam Study Guide

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Pages:
8
Type:
Study Guide
School:
University of Alabama
Course:
Com 350 - Organizatnl Communicatn
Organizatnl Communicatn Documents
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COM 350 1nd Edition Exam 3 Study Guide Lectures 13 19 Lecture 13 October 23 Chapter 10 Conflict Communication centered definition of conflict interaction of inter dependent people who perceive incompatible goals and interference from one another in achieving them Awareness can help us manage conflict productively o Of behavioral patterns we generally use to approach conflict Styles o Of phases of conflict that become more and more tangible as the conflict develops o Of logics we apply for self preservation that can prevent us from seeing others points of view Attributional biases o Of stories we tell to make sense of conflicts Accounts These are also biased in our favor Thomas Kilmann Conflict Management Styles look at graphic Conflicts occurs in phases becoming more and more concrete and real o Latent interdependence possible incompatibility exists o Perceived Conflict is cognitively recognized this is something that is out there that I should be aware of o Felt Conflict is personalized this is affecting ME and it s crisis time o Manifest Conflict is communicated through words or behavior People go through cycles to cope with the conflict o Aftermath Effects and repercussions on individuals and organization Attributional biases are logics we use to understand conflict o Others do me wrong it s a flaw in their character o I do others wrong it s because of the outside circumstances o I do right it s my good character Attributional biases are automatic for self preservation o Fundamental attribution error She s a mean person and she just does mean things o Actor observer bias e g Your career failures are your fault mine are due to my disadvantages o False consensus effect e g Nobody in their right mind would ever disagree with this proposal o Self serving bias e g We will get a low grade only if the instructor is a jerk because I am an A student Accounts are stories we tell to make sense of conflicts o Accounts are always based on attributions impossible to completely avoid o The Big T Truth the notion that absolute truth or objective truth exists The idea that we can discover the real story of what happened o Accounts based on our little t truths our perspectives never paint the whole picture Biased in our favor o Recognize when we think about our conflicts or tell about our conflicts we are giving accounts that are always biased in some way o Importance of Framing in accounts you flew off the handle vs you yelled vs you felt that what I did was unfair and so you told me so Consider how your conflict management styles attributions accounts affect the aftermath or outcome of conflict or whether it escalates past the perceived phase o Consider the relationship o Consider the importance of issues o Consider the consequences what will happen if this is not resolved Lecture 14 October 28 Chapter 11 Change Organization as in flux Intro to change o Big business gurus fads consultants o Dialectic exists change vs stability o Our definition Succession of differences in time within a persisting identity Types of change o Technology o Administration o Products services o Human resources o Any of the above can be discursive or substantive Degrees of change o 1st order minor and incremental so as to maintain the status quo everyone agrees lizard analogy o 2nd order total transformation becoming a whole new thing out of the box butterfly analogy o Judging the degree of change depends largely on how members view the change Reasons why people resist change o Threats to self interests relationships and rewards o Threats to self esteem especially if care is not taken in communicating the change o Uncertain outcomes most of us are risk averse Fear loss biased toward status quo o Too frequent changes o Distrust of management Resistance plays a role in any organizational change o Can be overt or covert remember EVLN hidden transcripts and symbolic resistance o Resistors are often portrayed as difficult or disruptive o Key concerns for leaders How to reduce resistance vs are there potential advantages to resistance o Ex Jamie Oliver s food revolution resistance Lecture 15 November 4 Change continued Theories of communicating change o Programmed change Larkin Larkin Communicates facts only not values employees wont believe them and don t want to be told how to feel Communicate face to face no memos Let direct supervisors communicate with their employees more trust It is practical and efficient but the main problem is that people want to know why o Lewin s Water Freezing model of change Unfreeze get employees to recognize need for change Vision develop plan Move implement plan and get people moving Refreeze plan become the new normal o Adaptive Change Beer Mobilize commitment through joint diagnosis Develop shared agreed upon vision Allow the people to spread the ideas not the CEO Institutionalize change through new policies structures Monitor adjust strategies as needed Lecture 16 November 6 Change continued Changes rarely go as planned o Time intensive o Abandonment 70 fail o Change escalation scope grows changes in one are affect others because organizations are systems Change always bring some unintended consequences o No one knows where change will have effects o Do the costs of change really exceed the benefits only 30 result in bottom line improvement that exceeded the cost of implementation Fidelity of adoption is one way to judge the success of a change o Did employees use the change as the leaders had intended Uniformity of adoption is another way to judge the success of a change o Did the adoption of the changes take root in all sectors of the organization Judging the success of change implementation o In the adaptive school fidelity uniformity less important as long as org members USE the changes for a purpose o Goal may be purely experimentation or improved efficiency ex employee wellness programs Closing thoughts on change o A good idea is not enough o Communicate often and early o Change takes time John Kotter says allow 10 years for major 2nd order change minor Chapter 12 Technology Technology change Theories of media adoption and use in the workplace o The social influence model Factors influencing media adoption include Characteristics of a medium instant vs delayed feedback images vs text Social norms regarding technology use in an organization o The dual capacity model Any communication medium has two capabilities Media carry information data carrying capacity They also represent


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