COMM 101 Exam 2

Cultural Appreciation

Learning about the customs and practices in a culture in a way that respects the culture.

Cultural Appropriation

Taking or using things from a culture that is not your own, without understanding or respecting the culture.

Cultural Assimilation

When a minority culture adopts the cultural elements, ideologies, and practices of a dominant culture.

When does cultural assimilation take place?

Takes place when members of a marginalized group are absorbed into the culture of the dominant group.

What does cultural appropriation involve?

Involves a power dynamic in which members of a dominant group take cultural elements from an oppressed group.

Downsides of cultural appropriation

Ignores history, Disregards the people, Erases origin & credit, Perpetuates stereotypes, Profits off oppression.

Experimental research reveals

cause and effect

Experimental research conceals

over-generalized

Survey research reveals

feelings, thoughts, intentions

Survey research conceals

causality

Ethnography research reveals

rules/ meaning in context

Ethnography research conceals

unbiased views

Textual analysis research reveals

the message

Textual analysis research conceals

effect on audience

Marshall McLuhan says the medium

is the message

Marshall McLuhan says the content

is the audience

Scribal

oral

scribal

manuscript

detribal

print

Walter Ong says orality is

prewritten communication

Walter Ong says literacy is

written communication

Walter Ong says secondary orality is

tv & radio communication

Walter Ong says secondary literacy is

internet/mediated communication

TV = Visuals

TV made pictures as important as words

TV = Drama = Conflict

TV requires drama; speeches must be dramatic

TV = Intimate

TV is in your home, in your room, pathos over logos

TV = Entertainment

TV Speeches must amuse

Internet =

Audience seeks message, Interactive, Written text and video, Everyone is an author

Overton Window

The range of politically acceptable opinions in the mainstream population at a given time.

Traits of leadership

Focus on goals, Sells goals, Takes risks, Encourages, Motivates, Breaks rules, Inspires trust, Fosters ideas

Traits of management

Focus on tasks, Tells goals, Minimizes risks, Instructs, Approves, Follows the rules, Expects control, Assign tasks

Leadership and management both

Accomplish goals, Explain vision, Act as Figureheads, Mobilize resources

What is leadership?

An individual’s influence over group members to achieve a common goal.

Authority leadership

Leader based on a title or hierarchy. Usually, but not always, based on credibility.

Emergent leadership

Leader becomes apparent over time based on group interactions.

Authoritarian leadership style

A leader who does not accept input from members and maintains complete control of the group.

Democratic leadership style

A leader who encourages full and equal participation among group members.

Laissez-faire leadership style

A leader who provides little guidance and expects group members to make decisions.

Authoritarian leadership style is appropriate when

Time is short, followers lack knowledge/experience, and there is respect for authority

Democratic leadership style is appropriate when

Leaders trust their followers, followers have knowledge/experience, and yet the leader remains responsible

Laissez-faire leadership style is appropriate when

Leader knows followers have extensive knowledge/experience and trusts them to make decisions

Servant leadership style

share authority, put the needs of others first, and help people realize their full potential, they are concerned more with the well-being of society than they are with achieving specific goals, Desire: to serve

Transactional leadership style

rely on exchange/transaction to motivate followers, they value order and structure. They focus on results and measure success according to rewards and punishments, Desire: to win

Transformational leadership style

focus on continuous improvement by pushing their team out of their comfort zone to realize new possibilities. Usually, transformational leaders are charismatic and use charm as persuasion. They run the risk of follower burnout, Desire: to lead

democratic leadership example

President Barbie encourages full and equal participation among group members because she trusts her followers based on their knowledge and/or experience.

laissez-faire leadership example

Allan provides little guidance and expects group members to make decisions.

transformational leadership example

Ken wants other Kens to stop accepting the status quo and inspires them through his charm to think outside the box and embrace new possibilities.

transactional leadership example

Mattel CEO values order and structure. He offers rewards to get what he wants and punishes those for not accomplishing the mission.

servant leader example

Barbie helps people realize their full potential and although she has goals she wants to accomplish, she is more concerned with the well-being of society and therefore will take on tasks that improves the lives of her team.

Group Leadership Influence Model (GLI)

Maintains that leaders are more effective when they are active within the group and that this activity level is positively associated with group productivity.

Major Assumptions of Group Leadership Influence Model (GLI)

1. Leadership is a property of an individual within the group.

2. Leadership emergence and maintenance are enhanced as the leader's activity level increases.

3. Individual leadership activity is the best predictor of group outcomes

Leaderless Group Discussion Model (GLI)

Maintains that effective leadership is more docile and that the group's overall leadership activity is a better predictor of group productivity than the activity of an individual leader.

Major Assumptions of Leaderless Group Discussion Model (GLI)

1. Groups possess the capacity for self-determination.

2. Groups create collective structures which facilitate global achievement.

3. Sees leadership as a medium

Leadership as medium

Leadership seen as a group process not a form of a group role. Based on Weick’s (1978) metaphor. Leadership occurs when actions are performed that help the group adjust to obstacles. Emphasizes leadership as a group process vs. a form of a group role.

Conflict

“Conflict is a felt struggle between two or more interdependent individuals over perceived incompatible differences in beliefs, values, and goals, or over differences in desires for esteem, control, and connectedness” -Wilmot & Hocker

Struggle

the result of opposing forces coming together

Interdependent

There needs to be an element of interdependence between parties (if independent, no conflict)

Perceived

Conflict has an affective element: it is an emotional process that involves the arousal of feelings in both parties

Differences

Conflict involves differences between individuals that are perceived to be incompatible

What are conflict styles?

Behavioral orientations people can take (their ‘mind-set’) towards conflict, which can change based on what another party does. Based on importance of outcome versus importance of relationship.

Dominating conflict style

A competitive style is an attempt to gain power and pressure a change at the other person’s expense.

VALUE OF GOAL: High

VALUE OF RELATIONSHIP: Low

GOAL: I win, you lose

Benefits of Dominating

Required to make unpopular decisions (budget cuts or terminating employment)

Emergency situations (time is of the essence)

Costs of dominating

Strained work relationships

Decreased initiative and motivation

Avoiding conflict style

is characterized by deliberately ignoring or withdrawing from a conflict rather than facing it

VALUE OF GOAL: Low

VALUE OF RELATIONSHIP: Low

GOAL: I lose, you lose

Benefits of avoiding

Reducing stress (for the time being)

Steering clear of danger

Setting up more favorable conditions

Costs of avoiding

Declining working relationships

Resentment, delays, and degrading decisions

Obliging conflict style

Setting aside personal needs to please others in order to keep peace.

VALUE OF GOAL: Low

VALUE OF RELATIONSHIP: High

GOAL: I lose, you win

Benefits of obliging

Restoring harmony & building relationships

Choosing a quick ending

Costs of obliging

Sacrificed concerns

Loss of respect

Loss of motivation

Compromising conflict style

Sacrificing some goals while persuading others to give up part of their goals

VALUE OF GOAL: Medium

VALUE OF RELATIONSHIP: Medium

GOAL: We lose some, we win some

Benefits of compromising

Speed and expediency

Fairness

Maintaining relationships – meeting halfway

Costs of compromising

Suboptimal decisions

Partially sacrificed concerns

Integrating conflict style

Views conflicts as problems to be solved by finding creative solutions that allow all parties to achieve their goals

VALUE OF GOAL: High

VALUE OF RELATIONSHIP: High

GOAL: I win, you win

Benefits of integrating

High-quality decisions

Learning and communication

Strengthens relationships

Costs of integrating

Time and energy required

Psychological demands (open to new views)

When cultivating an integrating, avoid…

Win-lose stalemates

Arguing only for your position

Changing your mind only to avoid conflict

Suppressing conflicts by resorting to voting, averaging, flipping a coin

When cultivating an integrating, instead…

View differences as both natural and helpful

Search to understand the other parties’ perspective

View initial agreement as suspect

Work for mutual benefit (see yourself as “in it together”)

Show respect for the other party

assertiveness

behaviors intended to satisfy one’s own concerns

cooperative

behaviors intended to satisfy the other individuals’ concerns

disclosive

behaviors intended to disclose information to the other party

empowerment

behaviors intended to grant the other party some control or power

active

behaviors demonstrating the degree of involvement

flexibility

behaviors demonstrating willingness to move on an issue

Examples of Electronic Org Comm:

Emails, texts, social media

Examples of Verbal Org Comm:

Presentations, meetings, interviews, informal conversations

Examples of Nonverbal Org Comm:

Dress code, work ethic, levels of productivity, office layout

Hierarchical Structure

Levels of power within an organization

Upward Messaging

Messages flow from lower to higher ranked employees

Hierarchical Mum Effect

Self-imposed suppression of dissent in upward messaging

Downward Messaging

Messages that flow from higher to lower ranked employees

Serial Distortion

Alteration of messages as they move through stopping points between the original source and the intended receiver.

Grapevine

Informal communication, leading to message distortion. Often happens during difficult times. Ex. Rumors, Gossip

Water Cooler

Informal chat within an organization. Ex. Conversations during lunch

Organizational Communication is also the study of…

The fundamental process that shapes our social reality (Human behavior, negotiation, identity, meaning, values, motivations, etc)

Structuration Theory

Goal is to show how an organization reproduces itself: Through human interaction, Created by Sociologist: Anthony Giddens,

Org Culture

Pattern of shared basic assumptions or inferences that members learn from an organizations myths ( unwritten beliefs that an organization expresses), stories, traditions, everyday experiences, and observed behaviors

Stages of Assimilation

Anticipatory Socialization, Organizational entry and Assimilation, Disengagement and exit

Anticipatory Socialization

The stage in which you make decisions about joining or not joining. Ex. Interview process, college applications

Organizational entry and Assimilation

Moving from being an organizational outsider to an organizational insider. Ex. Training, Orientation

Disengagement and exit

Movement from one part of an organization to another or leaving all together. Ex. Promotion, quitting