Organizational Communication and Culture Vocabulary

Vocabulary flashcards covering organizational communication, structural concepts, classical/human relations theories, and major organizational culture models.

Organization

A group of individuals united by a shared purpose to achieve specific goals and obligations.

Communication

The process of exchanging information, ideas, thoughts, and feelings between individuals or groups through a common system of symbols and signs.

Organizational Communication

The process of generating, exchanging, and sharing information among a group or individuals united by a shared purpose.

Formal Communication

Official communication channels that follow organizational rules, such as memos, reports, official emails, and policies.

Informal Communication

Unofficial communication channels that do not necessarily follow organizational rules, such as gossip, rumors, and social media.

Downward Communication

Communication flowing from a higher level to a lower level in an organization, such as a manager giving instructions, policies, or goals to employees.

Upward Communication

Communication flowing from a lower level to a higher level in an organization, such as employees providing feedback, suggestions, or complaints to managers.

Horizontal Communication

Communication between individuals at the same level within an organization to facilitate teamwork and coordination.

Diagonal Communication

Crosswise communication between individuals at different levels and across different departments within an organization.

Single Strand Network

An informal communication network where information passes sequentially from one person to another ($A \rightarrow B \rightarrow C \rightarrow D$).

Gossip Chain Network

An informal communication network in which one individual seeks out and tells everyone else the news they have gathered.

Probability Chain Network

An informal communication network operating through a random process where information moves unpredictably from one person to another.

Cluster Chain Network

An informal communication network where one person shares information with a selected group of individuals, who then share that information with others.

Standard Operating Procedures (SOP)

A set of step-by-step written instructions created by an organization to help workers carry out routine or complete tasks.

Classical Perspective

An approach to organizational communication that emerged during the Industrial Revolution ($1750-1850$), viewing organizations through an analogy to well-built machines where workers act as gears.

Scientific Management Theory (Taylorism)

A theory developed by Frederick Taylor advocating for breaking work down into smaller tasks, proper worker selection and training, management-worker cooperation, and specialized task division.

Bureaucratic Theory

An organizational theory associated with Max Weber and Henri Fayol focusing on formal organizational structure, division of labor, authority hierarchy, written rules, and expertise-based employment.

Unity of Command

Henri Fayol's principle stating that each employee should receive orders from and report to only one direct supervisor.

Scalar Chain

Henri Fayol's principle defining the formal hierarchy of authority and line of communication from top management to lower levels.

Human Relations Theory

A school of thought emerging in the $1930s$ that views employees as human beings with social and emotional needs, emphasizing collaboration, motivation, and informal organization.

Hawthorne Studies

A series of experiments led by Elton Mayo demonstrating that workplace performance is heavily influenced by social factors, individual needs, recognition, and team relations.

Field Theory

Kurt Lewin's psychological concept, influenced by Gestalt Psychology, asserting that human behavior is determined by the combination of an individual's psychological state and external environmental factors.

Privilege Pay

A managerial technique introduced by Robert Dubin ($1958$) where supervisors share departmental information with subordinates and allow open dialogue regarding departmental concerns.

Human Resources Theory

Raymond Miles's theory postulating that employees are valuable assets with untapped skills, creativity, and potential that management should actively develop and utilize.

Maslow's Hierarchy of Needs

Abraham Maslow's psychological model arranging human needs into levels (physiological, safety, love/belonging, self-esteem, self-actualization) that drive motivation.

Motivation-Hygiene Theory

Frederick Herzberg's Two-Factor Theory stating that job satisfaction is driven by motivator factors (e.g., achievement, recognition) while job dissatisfaction is governed by hygiene factors (e.g., working conditions, salary).

Theory X

Douglas McGregor's model assuming employees inherently dislike work, avoid responsibility, lack ambition, and require tight control, rewards, or punishment.

Theory Y

Douglas McGregor's model assuming employees enjoy work, are self-directed, seek responsibility, and possess creative problem-solving abilities.

System 1 (Exploitative-Authoritative)

Rensis Likert's management system characterized by centralized power, one-way top-down communication, minimal employee involvement, and reliance on threat/reward control.

System 4 (Participative)

Rensis Likert's optimal management system based on strong mutual trust, active employee participation in decision-making, and full teamwork.

Corporate Culture

The pattern of shared values, beliefs, traditions, and expectations that govern how individuals interact and conduct business within an organization.

Critical Perspective

An organizational theory approach focusing on power distribution, control mechanisms, workplace inequalities, and underlying conflicts.

Feminist Organizational Communication

A perspective analyzing how organizational communication practices construct, reinforce, or challenge gender inequality, discrimination, and power structures.

Coercive Organizations

Amitai Etzioni's organizational type that relies primarily on threats, force, and punishments to control members (e.g., prisons, police departments).

Utilitarian Organizations

Amitai Etzioni's organizational type that maintains control through financial remuneration and material rewards (e.g., banks, hotels).

Normative Organizations

Amitai Etzioni's organizational type that relies on moral alignment, shared values, and symbolic rewards to direct member behavior.

Mutual Benefit Associations

Blau and Scott's organizational type formed primarily to support and provide mutual benefits to its own members (e.g., clubs, fraternities).

Organizational Structure

The formal framework specifying how tasks are divided, grouped, and coordinated to fulfill organizational objectives.

Division of Labor

The degree to which organizational tasks are divided and subdivided into separate, specialized jobs; also termed work specialization.

Span of Control

The number of subordinates directly reporting to and managed by a single supervisor.

Centralization

The concentration of critical decision-making authority within top management levels of an organization.

Formalization

The extent to which an organization relies on written rules, explicit procedures, standardized policies, and formal instructions.

Matrix Structure

An organizational structure where employees dual-report to two supervisors, typically a functional manager and a project manager.

Organizational Climate

Employees' shared perceptions of the psychological impact and atmosphere of their immediate work environment ('how it feels' to work there).

Organizational Commitment

The psychological intensity and level of attachment an employee maintains toward their organization and its goals.

Artifacts

Edgar Schein's first level of organizational culture comprising visible, audible, or tangible elements like architecture, dress codes, language, mementos, and rituals.

Espoused Values

Edgar Schein's second level of organizational culture consisting of stated goals, strategies, and philosophies reflecting how members believe things ought to be.

Underlying Assumptions

Edgar Schein's deepest level of organizational culture made up of unconscious, taken-for-granted beliefs and perceptions that govern thought and feeling.

Constructive Culture

Robert A. Cooke's culture model style encouraging goal accomplishment, self-actualization, teamwork, and positive interpersonal relationships.

Passive Culture

Robert A. Cooke's culture style where employees passively conform, seek boss approval, follow rigid guidelines, and suppress initiative to maintain job security.

Aggressive Culture

Robert A. Cooke's culture style characterized by intense internal rivalry, opposition, perfectionism, and political maneuvering for dominance.

Power Distance

Geert Hofstede's cultural dimension describing the degree to which members of a society accept and expect unequal distribution of power.

Power Culture (Handy)

Charles Handy's organizational culture model where power radiates from a central hub of key leaders, operating with minimal formal rules.

Task Culture (Handy)

Charles Handy's culture type where teams are assembled to address specific problems, and authority is derived from expert knowledge rather than rank.