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organizational communication
Organizational Communication Theory Research And Practice 1st Edition Jason S. Wrench Narissra Punyanunt Carter Mark Ward Sr - Solutions
How did each technology change communication within organizations?
Describe new organiza onal forms that are emerging due to the impacts of new communica on and informa on technologies.
Understand the impacts of new communica on and informa on structura on.technologies on organiza onal dimensions, configura ons, and
Iden fy and describe the three major views of organiza onal structure: dimensional, configura onal, and communica ve.
One more me, reflect on the technologies you considered in Exercises 1 and 2. Do any of them demonstrate the effects of technological determinism—that is, have any of the technologies impacted society in unpredicted ways that seem to be independent of human control? Also, do any on your list of
Think once again about the technologies you considered in Exercise 1. Now try to explain those technological developments according to the theories of Lewis Mumford, Mar n Heidegger, Jacques Ellul and William Barre , Jurgen Habermas, and Edward Hall.
Think of communica on and informa on technologies introduced in your lifeme. A par al list might include personal computers, laptop computers, notepad computers, e-book readers, e-mail, instant messaging, web chat rooms, streaming audio and video, dial-up Internet access, high-speed Internet
Relate these ideas to the organiza on and use them to think cri cally about your role in organiza ons and the balance between work and life.
Iden fy major thinkers on modern technological society and describe their basic ideas.
Understand the interplay between technology and society.
Peter is feeling more and more disgruntled at work. His produc vity is slipping, and he just doesn’t seem to care much about his job anymore. Although Peter hasn’t said anything to anyone, most people in his office assume he’s on the job market. According to Jablin, which step in
Bobby has only recently started working at Universal Corp.During a lunchroom conversa on, he men ons to a new coworker that he is an avid snowboarder. According to Frederic Jablin, what type of informa on giving is Bobby engaging in?a. evalua ve workb. evalua ve nonworkc. descrip ve workd. descrip
One of the ways employees are socialized into the world of work is through families, friends, and educa onal experiences. What type of socializa on do these represent?a. preven ve socializa onb. organiza onal-an cipatory socializa onc. precau onary socializa ond. voca onal-an cipatory socializa
Which theory of realis c job previews explains that realis c job previews work because the RJP prepares a new hire in incremental steps for the day-to-day life the new hire is going to experience within the organiza on?a. inocula on theoryb. self-selec on theoryc. organiza onal-socializa on
Darlene is in the process of pu ng together her organiza on’s plan for hiring a new chief financial officer. One of the parts of her plan involves thinking through the communica ve messages she wants poten al CFOs to receive. According to Breaugh, Macan, and Grambow, in which step of the model of
Do you think Grossman’s success at HSN is directly related to the understanding of the organiza on she received during her new employee orienta on? Why?
How do you think going through the orienta on process at HSN impacted Grossman’s credibility among her new subordinates?
Do you think new CEOs should go through new employee orienta on? Why?
Take a me when you’ve le an organiza on. Using Jablin’s four step model of organiza onal disengagement, describe your experience leaving the organiza on.
Describe a me when you were a part of either involuntary or voluntary disengagement. Explain how communica on occurred during the period of disengagement.
Explain Frederic Jablin’s four-step model of organiza onal disengagement.
Differen ate between voluntary and involuntary disengagement.
Using a previous organiza onal experience, provide examples of Jablin’s four primary func ons for communica on during the socializa on process: informa on giving, informa on seeking, rela onship development, and role nego a on.
Using a previous organiza onal experience, describe your own experience with organiza onal socializa on using Frederic Jablin’s three-step process for organiza onal entry and assimila on:preentry, entry, and metamorphosis.
Think about your most recent job. What types of socializa on ac vi es did your employer engage in? Do you think these ac vi es were effec ve in your socializa on? Why or why not?
Explain the rela onship between communica on and organiza onal socializa on.
List and describe the various tools organiza ons have for onboarding.
Explain Alan Saks and Jamie Gruman’s socializa on resources theory.
Explain Frederic Jablin’s three-step process for organiza onal entry and assimila on.
Differen ate between voca onal and organiza onal an cipatory socializa on.
Differen ate among the three stages of socializa on discussed by Frederic Jablin.
You’ve been asked to sit down with a new employee who is taking over your current job (or most recent job). What informa on do you think would be most important to impart to this person in a realis c job preview? Why do you think that informa on is the most important? Do you think your
Table 10.2 provides a wide range of realis c job preview videos.Select one of the videos and then answer the following ques ons.Do you think the realis c job preview is effec ve? Why or why not?How would you go about making this video more effec ve for new employees?
You are in the process of hiring a new employee. You believe that a realis c job preview would be very important during the hiring process, but your boss doesn’t understand its importance. How would you go about framing your argument in terms of a realis c job preview’s financial impact on your
Examine the outcomes realis c job previews have for organiza ons.
Differen ate among the different mediums for presen ng realis c job previews.
Explain realis c job preview theory and its importance in the recruitment process.
Recognize the problems associated with tradi onal organiza onal recruitment strategies.
Explain Breaugh, Macan, and Grambow’s five-stage model of employee recruitment.
Enumerate the cost of recruitment and why effec ve recruitment affects an organiza on’s bo om line.
Brenna’s group members just found a new problem with a product that has already been sold in stores. Everyone in her group believes that they should just ignore the problem. No one ques ons the decision to ignore the problem. What downside of teams is most likely occurring in this situa on?a.
Zavin is the only person in his organiza on in charge of the sales and marke ng of the organiza on. What would his tle most likely be?a. chief execu ve officerb. chief opera ons officerc. chief technology officerd. chief financial officere. all these
Tessa has been working on a project team. They want her team to complete an adver sing campaign by tomorrow.Based on what you know about project teams, which element can Tessa not spend much me on with her other group members?a. trust buildingb. commitmentc. goal clarifica ond. implementa one.
Tessa has been working in a group for about two months. Her group members are s ll not sure about their ul mate goal.According to the team performance model, which stage is her group in?a. trust buildingb. commitmentc. goal clarifica ond. implementa one. renewal
Jonas was assigned to a group. He is s ll learning his group members’ names and interests. According to the team development model, which stage is Jonas in?a. formingb. normingc. stormingd. transforminge. performing
What hindrances and limita ons could you foresee in implemen ng your ideas?
How can you change this organiza on’s communica on behaviors?
What recommenda ons would you provide?
Based on the different stages that you learned, what do you think will happen at each stage in this situa on?
If you were hired as a consultant, what would you do?
How would you handle the unethical ideas, especially if you do not have the power to stop or prevent them from happening?
How can you change this group’s communica on behaviors?
If you were Morgan, how would you handle this situa on?
Can these employees be coached?
Pretend that you just learned your house or place of residence is on fire and you and your family members only have me to grab one thing each. Who will get what item and why? Why did you designate the roles and items the way you did? How does this relate to an organiza onal se ng?
Write each group role on a card with the descrip on on it. Then, at your next mee ng, ask every group member to take a card and act that role in your mee ng. What did you no ce? Did people enjoy their roles? What were some no ceable differences?
Think about the groups that you have been involved with. What roles are present, and how did you deal with each one? Were there be er ways of dealing with certain roles?
Describe self-centered roles.
Explain maintenance roles.
Explain task roles.
Complete the Workplace Input Scale. Based on the results of your analysis of your group experience(s), what areas do you think you could improve upon? Why do you think other group members communicate to you in the way they do?
Apply the different downsides to teamwork to one of your group experiences. If you had the ability to change it, what could you have done differently to prevent these downsides?
What kind of conflict did you experience in a group and how did you deal with it? Could have it been dealt with in a different manner?
Describe and explain the nega ve aspects of teams and how to prevent them from happening.
Discuss social loafing.
Describe team conflict.
Explain the concept of “risky shi .”
Explain the concept of groupthink.
What management team members did you see at the organiza on that you worked for in the past? If no one, then what management team posi on do you think is most important at your current organiza on? Why?
Thinking back to your most recent job, what type of communica on happens in these groups?
Thinking back to your most recent job, what types of groups did you have and what did you do?
Differen ate among the different types of teams and their importance.
Explain management team.
Describe project team.
Explain parallel team.
Define work team.
Create a list of at least two groups and two teams that you belong to. What differences do you see between these two lists and the types of organiza onal accomplishments they’ve had?
Looking at the team performance model, what do you think is the hardest stage? Why? What do you think is the easiest stage? Do you think this model is accurate? Why or why not?
Think about a group you are currently working in at work, home, church, or elsewhere. Fill out the survey found here:h p://www.nwlink.com/~donclark/leader/teamsuv.html. A er comple ng the measure, what did you learn about your group?What can you do to improve your group communica on?
Understand the stages of the team performance model.
Understand the models of team development.
Differen ate between group and team.
Explain the defini on of group.
According to Alvesson and Willmo , management engages in discursive strategies to shape the processes of employees’iden ty forma on; these discourses are calleda. iden ty construc onb. iden ty workc. iden ty regula ond. iden ty controle. iden ty produc on
According to Tompkins and Cheney, when organiza on members discipline themselves to conform to desired norms the organiza on has achieveda. simple controlb. technical controlc. bureaucra c controld. cultural controle. concer ve control
According to Ashforth and Mael, organiza onal iden fica on is aa. set of feelingsb. set of behaviorsc. set of guiding principlesd. cogni ve constructe. cultural assump on
According to Hatch and Shultz, organiza onal iden ty is dis nguishable from organiza onal culture because it isa. contextual, tacit, and emergentb. textual, explicit, and instrumentalc. internal, self-referen al, and singulard. external, other-focused, and mul plee. cogni ve, affec ve, and
According to Albert and Whe en’s original defini on, organiza onal iden ty refers to features of an organiza on that area. internal, external, and environmentalb. formal, informal, and culturalc. cogni ve, affec ve, and behaviorald. central, dis nc ve, and enduringe. structural, cultural, and
Du on and Dukerich did not document the diversity of the Port Authority’s management and workforce. But as a general proposi on, how do you think a diverse and mul cultural organiza on might have approached the homelessness issue described in the case study? Would the response be different than
Du on and Dukerich found that many of the personnel they interviewed exhibited a strong iden fica on with the Port Authority. Using Ashforth and Mael’s framework (in-group dis nc veness and pres ge, awareness of and compe on with other groups), how do you think these employees formed such a
Cheney and Christensen argued that organiza onal iden ty strongly affects the problems that corporate leaders “see” and their strategies for managing those issues. To what extent was this dynamic at work in the Port Authority’s responses to the homelessness issue? Did the Port Authority’s
Using Hatch and Schultz’s organiza onal iden ty dynamics model(see Figure 8.2), explain how the Port Authority’s iden ty and culture were interrelated, and how its iden ty and image were interrelated.
How did the Port Authority’s organiza onal iden ty change? At the same me, how was the changed iden ty rooted in its original iden ty as technically expert, professional, ethical, a service provider, a “can-do” fixer, and a regional symbol?
Chances are that you have struggled with balancing your personal life with your work—whether that work was a job, or school, or your involvement in community organiza ons or clubs. To what extent do you think that your decisions about the amount of me you spend at work, at school, or in other
Throughout the sec on exercises in this chapter, you have thought about a specific organiza on to which you have belonged—perhaps a sport teams, a club, a house of worship, a workplace, or the college you a end. Think one more me about this organiza on. Could it benefit from taking a more proac
Define and explain why cultural intelligence is a business necessity in the twenty-first century.
Understand that balancing your organiza onal iden fica on and your personal iden ty—in other words, balancing work and life—ul mately requires a change in organiza onal cultures so that flexibility becomes the norm and expecta on for employers and employees alike.
Iden fy demographic changes that are producing an increasingly diverse labor force and the opportuni es (improved recrui ng, crea vity, problem solving, flexibility, marke ng) and challenges(prejudice, discrimina on, stereotypes, ethnocentrism) of this trend for organiza ons.
Finally, consider again the organiza on you analyzed in Exercises 1 and 2. Now refer to Figure 8.2, which lists the targets and discourses that organiza on leaders and managers can use to engage in iden ty regula on. The first column lists discursive targets, the second lists discursive modes, and
Thinking of the same organiza on you analyzed in Exercise 1, switch your gaze from the ways it tried to socialize you and instead consider your own responses. Following Ashforth and Meal’s framework, Did the organiza on’s dis nc veness make you, as a member, feel unique? Did its pres ge boost
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