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This document provides information for an organizational communication exam, including:
- The exam date is March 5 and will be multiple choice with about 50 questions. A review session will be held on March 3rd and 4th.
- Materials covered include chapters 1-4, 6, and selected pages from chapter 5 as well as lectures and in-class exercises.
- The document lists the main points covered in lectures, including: definitions of communication and organizations; tensions in organizing; traditional forms like scientific management and bureaucracy; human relations approaches; networked and cultural forms of organizing.
This document provides information for an organizational communication exam, including:
- The exam date is March 5 and will be multiple choice with about 50 questions. A review session will be held on March 3rd and 4th.
- Materials covered include chapters 1-4, 6, and selected pages from chapter 5 as well as lectures and in-class exercises.
- The document lists the main points covered in lectures, including: definitions of communication and organizations; tensions in organizing; traditional forms like scientific management and bureaucracy; human relations approaches; networked and cultural forms of organizing.
This document provides information for an organizational communication exam, including:
- The exam date is March 5 and will be multiple choice with about 50 questions. A review session will be held on March 3rd and 4th.
- Materials covered include chapters 1-4, 6, and selected pages from chapter 5 as well as lectures and in-class exercises.
- The document lists the main points covered in lectures, including: definitions of communication and organizations; tensions in organizing; traditional forms like scientific management and bureaucracy; human relations approaches; networked and cultural forms of organizing.
192:357 Organizational Communication Exam 1 Exam Preparation Information
Exam date: Wednesday, March 5
Format: multiple choice; about 50 questions; closed book Supplies needed: ID, pencil, eraser Materials covered: Chs 1-4, 6; pp 106-115 (in ch5); lectures, in-class exercises. Review sessions: Mon 3/3: SC&I Room 323; Tues, 3/4: Huntington House conference room. Both 6:30-7:30pm Prioritize where lectures and the book overlap, followed by unique information in class that was not in the book (e.g., network concepts), then followed by, where the book discusses core concepts or underlying assumptions that I take for granted in my lectures as something you have been exposed to. The following list captures the main points from lectures. Introductory Matter Critical Cultural Views and Control (myths; organizational cultures; Democracy and freedom; Ideology) Defining Communication: Information centered views, Meaning centered views, Communication constitutes organizations (CCO); (Sense-making, constitutive, transactional views of communication) Defining organizations & organizing Tensions and Organizing (Micro-macro forces/Structures-agency; Critical thinking--normative forces; Individual Goals organizational goals; Rationality emotionality; Plans Emergence) Assumptions about Working Relationships (Two-dimensional; Reification/ reifying structures; Fundamental Paradox: Individual Organizational control) Organization as process not place; reification Chain of command; Informal networks Traditional forms of organizing Efficiency and productivity; organizational designs to coordinate and control; Scientific experimentation Taylor; the Gilbreths; systematic management; One best way; strict division of labor; time-motion studies; Systematic soldiering Specialization; Hierarchies; Centralization; Legal Authority; Hierarchical order Bureaucracy & Max Weber (leadership types- Traditional, Charismatic, Rational/legal) Weber, Taylor; orgs as authority structures; Hierarchy; Top-down comm; info transfer; closed systems; communication as control; scientific and bureaucratic orientations to communication Human Relations/Human Resources Forms of organizing and orientations towards conflict; forms of control Types of resistance Hawthorne Studies; Hawthorne effect Groups; group norms; decisions influenced by emotions; cooperation in organizations; new role of management Follett: Circular response; Pragmatics Relational Strategies and: organizational design; motivation, control, surveillance; superior-subordinate relationships; leadership; conflict; communication as a tool Maslows Hierarchy of Needs; Herbergs hygiene theory; McGregors Theories X and Y; Likert Organizational communication & Content; Direction; Channel; Style Participative Decision making (PDM): Decentralization; democracy, leadership Networked Forms/Systems theory Networked forms, leadership, and different communication skills Post-bureaucratic qualities (Hales, 2002): Multi-functional teams; collective responsibility, accountability; lateral and market based; dialogue and persuasion; trust Networks as systems: Interdependence; sequential work/pooled systems; tight/loose coupling; holism; components and environments; homeostasis; equifinality, multifinality Systems defined through comm events Networks and relationships: Strong ties; weak ties; multiplex ties; uniplex ties Networks and communication: Consultative, supportive, advisory, coaching, development oriented, inspiring Networks and roles: liaisons/bridges, group members, isolates; boundary spanners/opinion leaders Cultural forms of organizing Culture and: definition; purist and pragmatist views; communication; power/persuasion; context; unobtrusive control; facts, symbols; metaphors; stories; semiotics Hofstedes Cultural Onion Issues with Cultural Strategies Identification & Identity; underlying assumptions about socialization & myths