COMM 305 Lu Tang Exam 3

The strong culture approach by Deal and Kennedy

Organizations perform better when they have a strong organizational culture.

Values, Heros, Rites and Rituals, and the Cultural Network

4 components that make a strong culture

Values-

Core beliefs

Heroes -

People who best represent or personify the values

Rites and rituals-

Public performances that demonstrate the organizational values

The cultural network-

Informal communication process within the organization

Work Hard Play Hard culture

fun and action, lots of activity but high levels of uncertainty, High stress comes from the rate at which one works and not from the work itself ex: sales job

Work Hard Play Hard culture

Low risk, rapid feedback and reward

Tough Guy Macho culture

culture of quickly taking gambles, with the risk of high rewards and high losses, people like this need constant feedback and are temperamental in their demands, superstars rather than team players. Ex. advertising, entertainment industries

Tough Guy Macho culture

High risk, rapid feedback and reward

Process culture

Focuses on the method of work, stable and consistent. Typically can't measure what they do but focus instead of how its done, work is stable and consistent, highly regulated industries ex: banking, insurance, pharmaceuticals

Process culture

Low risk, slow feedback and reward

Bet-the-company culture

High stakes gambles that can take years to pay off - oil industry, capital goods manufacturers.

Bet-the-company culture

High risk, slow feedback and reward

Artifacts, Values, Core belief and assumptions.

Schein's Three Levels of Culture

Artifacts

Observable evidence of organizational culture - dress and behavior.

Values

Shared beliefs and perceptions on the organization's mission and how to handle things.

Assumptions

Viewpoints of members about the world - specifically, about the nature of reality, time, space, and relationships and humanity.

Organizational Assimilation

Explains how individuals are integrated into organizations.

Vocational Anticipatory Socialization

Expectations and beliefs we have about work that we bring with is in the beginning of assimilation.

Anticipatory Socializattion

Individuals gather info about their specific vocation, position, or the organization. Includes choosing, interviewing, and preparing to enter a group.

Encounter

Uncertainty phase when one actually begins work. Includes mentoring by colleagues and shock of leaving old culture and joining new one.

Metamorphasis

When the individual becomes an insider, internalizing new values and behaviors of the culture one works in.

Simple, Technological, Bureaucratic, Unobtrusive, and Concertive

Types of Organizational Information and Control (OIC)

Simple OIC

Traditional method of direct control by a manager or by placing conditions on an employee.

Technological OIC

Tech manages what people can and cannot do - assemblylines, web blockers.

Bureaucratic OIC

Traditional hierarchical system of rules that defines rewards and punishment for work and behavior according to one's position.

Unobtrusive OIC

Member makes decisions based on the vision of organization - doing what management intends.

Concertive OIC

Happens when co-workers develop mechanisms that reward and control the team's behavior.

Knowledge Stage

Diffusion of Innovation - when the potential adopter becomes aware of the thing.

Persuasion Stage

Diffusion of Innovation - potential adopter goes beyond knowledge of thing and actively researches about it.

Decision Stage

Diffusion of Innovation - potential adopter weighs benefits and negatives of having said thing.

Implementation Stage

When innovation is actually adopted, also possible reinvention stage (when one uses thing for another purpose).

Confirmation Stage

Adopter reconsiders if adopted thing is worth it, decides yes or if not...

Adoption Stage

If the person decides to continue they enter this stage if not they enter into discontinuance

Replacement Discontinuance/Disenchantment Rejection

....either decides to replace it with something else or reject it whole.

Relative Advantage, Compatibility, Trialability, and Observability

Why do some Innovations succeed when others don't?

Relative Advantage

Innovation is considered as having better performance and being more effective (Apple products being the "it" product for a few years).

Compatibility

Extent to which potential adopters will be able to use an innovation - "will it be compatible with my OS?"

Trialability

If the innovation can be trialed before being bought/adopted - beta test, test driving

Observability

Consumers are more likely to use an innovation if it is seen often and well known in the public conscience (good appeal).

Critical Mass

If a sufficient number of people adopt the innovation, future growth is assured (rate of adoption becomes high enough). Once critical mass is reached, it will take off itself regardless of advertising.

Innovators, early adopters, early majority, and late majority

Four types of people who adopt innovations in order

Laggards

Type of people that never adopt innovations

younger, higher class, risk takers

Respective characteristics of innovators

connected with others more locally, opinion leaders

Respective characteristics of early adopters

not role models, carefully deliberate on adopting new innovation

Respective characteristics of early majority

tend to adopt because of peer pressure

Respective characteristics of late majority

older and more traditional

Respective characteristics of laggards

Gatekeeper

Person who controls the flow of info between one part of the network and another (the sole link).

Bridge

A member of more than one group.

Liaison

Has connection between two or more groups that would not be linked, but is not a node of either group

Star

Highly central member of a group that has the most connections of any person.

Reciprocal Interdependence

Once early adopters have the tech, they still rely on others to adopt it too in order to receive the most benefits of using it.

Node

Individual member of a network (networks are not always compromised of individuals).

Link

Nature of connection between nodes.

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Strength, Direction, Symmetry, Frequency, Stability, and Mediation

Properties of Network Links

Strength

the frequency, intimacy, or intensity level of a link.

Direction

extent to which the link is reciprocal between network members.

Symmetry

whether the two nodes share the same relationship with each other.

Frequency

How often the two nodes communicate to each other.

Stability

Existence of a link over time.

Mediation

whether the connection exists between two network members because of a common link.

Multiplexity

if two nodes are linked together by more than one type of relationship or communication.

Uses and Gratifications Theory (UGT)

Why you select and decide to use certain medias in order to fulfill your wishes and gratify your own needs.

1st Assumption of UGT

Audience members actively use various media to fulfill certain needs or goals. Media usage isn't passive, involuntary, or coerced. Instead, media technologies represent numerous options available to fulfill a person's social or psychological needs and values.

2nd Assumption of UGT

Mass communication isn't something that happens to you; nor do the media do anything to you. A person must identify his or her need and make a media choice.

3rd Assumption of UGT

Media outlets compete with other available means of satisfying personal needs. Stated differently, there are many ways to fulfill individual needs.

Entertainment, Information, Personal Identity, and Personal Relationships/Social Interaction

Four Gratifications of the Uses and Gratifications Theory

Entertainment

Relax, escape problems, feel excitement, catharsis, pleasure, and pass time.

Information

Media outlets and content inform, allows for learning opportunities and advice.

Personal Identity

People use the media to reflect, reinforce, or contrast their identity by choosing various content that suits their beliefs.

Personal Relationships and Social Interaction

Media exposure helps individuals connect and learn about others by comparing relationships and social situations - talking about the same content you and another person experienced.

Agenda Setting

Public Opinion is shaped by media coverage, especially in regards to politics. The news media presents audiences with an agenda for what events the public should consider as important.

First-Level Agenda Setting

The news tells the audience what "news" is important, the media's agenda is limited, and the function of agenda setting is to suggest "what to think about," not "what to think."

Second-Level Agenda Setting (Framing)

Media's success in telling viewers "what to think about" stems from framing issues. Media Gatekeepers are selective in what they emphasize and exclude to have a certain effect on their audience.

Selection, Emphasis, Elaboration, Exclusion

Four Components of Framing

Selection

What stories are chosen?

Emphasis

What focus is taken?

Elaboration

What is added to "beef up" the story?

Exclusion

What aspects of the situation are not reported?

Cultivation Theory (CT)

Focuses exclusively on framing and media effects of Television

1st Assumption of Cultivation Theory

TV is central to American life and is the principal source of stories and storytelling in the US.

2nd Assumption of Cultivation Theory

TV influences audience's perception of reality, shaping American culture in regards to how people reason and relate to others.

3rd Assumption of Cultivation Theory

TV's effects are limited, not making it the only or the greatest factor that affects the social reality.

Mean World Syndrome

Those who watch too much TV may overestimate how dangerous the world really is.

Mainstreaming

Common view of social reality stemming from frequent exposure to the imagery and stories depicted on TV.

Resonance

Congruency between viewers' own experiences (in this case, violence) and what they see on TV.

Social Cognitive Theory (SCT)

Used to study the media's influence on behavior, especially media use and violent behavior.

1st Assumption of SCT

Heavy exposure to TV may make viewers believe what they see on TV is the norm - authentic state of human affairs.

2nd Assumption of SCT

Humans reflect and self-assess their behavior, affected by their self-reasoning and bias.

3rd Assumption of SCT

We learn most of our behaviors through learning and observation, modeling.

Attention Process

Observational Learning - determined by both the observer's characteristics and the arrangement of intended behaviors. The observer needs to be attentive and the actions in question need to be worthy of notice.

Retention Process

Observational Learning - Learning from a behavior without actually engaging in it, from visually and verbally storing mediated images witnessed in media.

(Behavioral) Reproduction Process

Observational Learning -Individuals can accurately demonstrate a new behavior through modeling.

Motivation Process

Observational Learning - Going from observation to action by being motivated to use the learned action. Has Direct, Vicarious, and Self-Produced types.

Direct Motivation process

When you perceive you will be rewarded as a consequence of modeling an observed behavior.

Vicarious Motivation process

Occurs when individuals "are motivated by the successes of others who are similar to themselves."

Self-Produced Motivation process

individuals rely on their own personal standards, engaging in observed activities they find personally worthwhile and refusing to participate in those activities of which they disapprove.