COM 350 1nd EditionExam # 2 Study Guide Lectures: 6 - 13Lecture 6 (September 23)Chapter 5: Organizational Identity & Identification- Organization as a “brand” or as having a “personal identity” Organizational Identity- central, distinct, and enduring dimensions of an organizationo Organizations are preoccupied with messages they convey to their surroundingso Tied to their survival and reputationo A sense of self for an organizationo Delineation of boundaries between an organization and its surroundings Identity and Longevity- Saul Bass logos example Just as sometimes our actions and choices may seem to contradict our deeply held valuesand beliefs about ourselves, so too do organizations have difficulty always maintaining a consistent image of what it stands for to its stakeholders Central:o Organizations are known by their deepest commitments – what they repeatedly commit to be – through time and across circumstances they have a hard time maintaining the appearance of these claimed commitments when crises occur  Consider BP and the Gulf oil spill Distinct:o Genericide- when a product becomes so familiar it is considered too generic to be a trademark Example Asprin, thermos, escalator vs. “Google it”, iPad, iPod Constant innovation is key to using genericide to your advantage Deephouse- “organizations should be as different as legitimately possible”- Ex: Penguin looking for a date when he looks exactly like the others Enduring:o Abercrombie & Fitch and Volkswagen have both changed their imagesLecture 7 (September 25) Chapter 5 continued Organizations manage identity through structureo Monolithic- one name, corporate branding, one identity Merges and Acquisitions create challenges (United and Continental Airlines) Ex: Starbucks, Apple, United Airlineso Endorsed- multiple companies with own identity plus that of the parent company Like when a celebrity endorses a product Ex: General Motors (Cadillac GM, Buick GM, Chevy GM) and Marriot (Marriot, Marriot Fairfield Inn, Marriot Courtyard Inn)o Branded- series of brands with identity separate from parent company Ex: Altria owns Phillip Morris the tobacco company and then bought Kraft foods which then merged with Nabisco- Altria benefits from consumers not associating the two brands Organizations manage identity through integrated communicationo Process of managing all sources of information about a product which moves the customer toward a sale and maintains loyaltyo Multichannel yet integrated messages like websites, apps, Facebook, Twitter, Linked In, Email, Traditional Advertising (billboards, magazines, mail, tv, radio), physical space (storefront, office, in-store signage), well-trained employees in retail locationso Consistent communication across channels Organizations manage identity by creating identificationo Identification- a feeling of oneness with the organizationo Applies to primarily to memberso Individual’s beliefs about the organization become self-definingo Making choices with the interests of the organization uppermost in mindo Burke argues that organizations and brands are one way we can feel connected to others in a post industrial societyo Leaders at many organizations believe they can control, increase or improve employee organizational identification This happens when organizations choose to communicate particular values and beliefs in particular ways, as well as when and how the organization frames issues and activities Cheney’s ID Strategies:o Common Ground Technique- hear from employees talking about their company so you can see yourself like them and picture yourself working there Messages come directly from individual employees Arbonne video- employees talk about their busy life but still being able to worko Identification by Antithesis- putting us against them Apple vs. PC commercialo The Assumes We- corporate statements containing the word we or otherwise implying shared values Messages from corporation as a whole Ex: BP careers websiteo Unifying Symbols- artifacts that capture the essence of the organization Heroes, colors, logo, mascot, font, architecture, structure, rituals Ex: Steve Ballmer CEO of Microsoft as heroLecture 8 (September 30)Chapter 6: Networks & Social Relationships- Organization as a network of social ties Organizations are made up of people who connect with others for a host of reasons, many of them instrumental (to get a job done or to get a job) We spend over 8 hours a day working which is more than any other activity which is whygood working relationships are important Frameworks for understanding social ties at work and in careers:o Relational dialectics Dialectics- tensions between attractive choices Connection/autonomy (freedom)- need to connect but need time to workalone too Open/closed (info access v. privacy) Novel/predictable (innovation v. the grind/usual) Equality/inequality (power & status)- leaders set tone of relationships Instrumental/affection (task & friendship)- being nice just to get something v. being nice to be friends Impartiality/favoritism (fairness but specialness)Lecture 9 (October 2)Chapter 6 continued Frameworks for understanding social ties at work in careers continued:o Communication Competencies Interaction management skills- knowing who’s turn it is to speak, not interrupting; topic switching norms, basic politeness, common etiquette Social perception skills- know who to talk to; assess motivations Message design skills- adapting your message so that the other person finds it appealing Quality Interpersonal Communication (Stan Deetz)- Immediacy- sense of being present, paying attention, listening, eye contact, supportive gestures and facial expressions- Concreteness- avoiding abstractions by providing meaningful details- Ownership- assigning appropriate responsibility for feelings and actionso Use “I felt..” instead of “you made me feel..”- Acknowledgment- make explicit your understanding of the other person’s message before responding—fact checkingo Leader-Member Exchange (LMX) Managers have limited time, energy, resources and develop high-quality relationships with a select few There’s an in-group and out-group (meet the parents- circle of trust clip) Groups form through similarities like personality/personal interests match, common affiliations (religion,