Organizational Communication Overview

<p>Influences on organizational culture (B)</p> Signup and view all the answers

<p>Market Culture (C)</p> Signup and view all the answers

<p>Organizational structure and hierarchy (C)</p> Signup and view all the answers

<p>Members communicatively construct the culture (C)</p> Signup and view all the answers

<p>Competitive advantage (C)</p> Signup and view all the answers

<p>It clarifies each employee's responsibilities and reporting lines. (D)</p> Signup and view all the answers

<p>To evaluate employee salary levels. (A)</p> Signup and view all the answers

<p>By standardizing processes and job descriptions. (C)</p> Signup and view all the answers

<p>Centralization concentrates decision-making authority at the top level. (C)</p> Signup and view all the answers

<p>It encourages small teams to solve problems independently. (D)</p> Signup and view all the answers

<p>The combination of ideologies in an organization. (C)</p> Signup and view all the answers

<p>Provides clear directives and well-defined processes. (B)</p> Signup and view all the answers

<p>Adhocracy culture (D)</p> Signup and view all the answers

<p>Has little room for creativity. (D)</p> Signup and view all the answers

<p>Efficiency and productivity (C)</p> Signup and view all the answers

<p>They encourage more employee involvement. (A)</p> Signup and view all the answers

<p>Frederick W. Taylor (D)</p> Signup and view all the answers

<p>Hierarchy culture (A)</p> Signup and view all the answers

<p>Employee grouping by work specialization (C)</p> Signup and view all the answers

<p>Team members manage their workload independently (C)</p> Signup and view all the answers

<p>To visualize relationships within the organization (C)</p> Signup and view all the answers

<p>To provide direction for implementing or switching structures (C)</p> Signup and view all the answers

<p>Collaboration between multiple organizations for a single product (B)</p> Signup and view all the answers

<p>They focus on their specialized work while collaborating with freelancers. (D)</p> Signup and view all the answers

<p>To improve efficiency or adapt to changing needs (B)</p> Signup and view all the answers

<p>Concentration of decision-making at the top management level (C)</p> Signup and view all the answers

<p>Competitiveness (C)</p> Signup and view all the answers

<p>They create and maintain the culture through their interactions. (A)</p> Signup and view all the answers

<p>Leadership's departure from existing culture. (D)</p> Signup and view all the answers

<p>They shape the meaning assigned to artifacts within the culture. (D)</p> Signup and view all the answers

<p>Artifacts alone do not give a complete picture of organizational culture. (D)</p> Signup and view all the answers

<p>Values that are expressed by the organization. (A)</p> Signup and view all the answers

<p>Insight into culture, but not significant change. (D)</p> Signup and view all the answers

<p>They contribute to the complexity and diversity of culture. (A)</p> Signup and view all the answers

<p>It follows a direct chain of command. (C)</p> Signup and view all the answers

<p>Outline a long-term strategy. (B)</p> Signup and view all the answers

<p>The transition process is time-consuming. (B)</p> Signup and view all the answers

<p>They help communicate the change to the organization. (D)</p> Signup and view all the answers

<p>Streamlined business processes. (D)</p> Signup and view all the answers

<p>An implementation plan for the new structure. (A)</p> Signup and view all the answers

<p>By evaluating performance of individual employees. (D)</p> Signup and view all the answers

<p>Highlighting areas needing improvement after long operational periods. (D)</p> Signup and view all the answers

The most visible and superficial elements of an organization's culture, such as dress codes, office design, and logos.

The shared beliefs and values that guide an organization's behavior.

Unconscious, taken-for-granted beliefs and assumptions about how things should be done.

The way members of an organization interact and behave with each other, influenced by artifacts, values, and assumptions.

The inseparable link between an organization's culture and its members.

The influence of competing values and assumptions on an organization's culture.

The ability of culture to change over time, influenced by factors like leadership, events, and external environment.

The emotional significance of cultural artifacts and how they influence our perception of work environments.

The general idea that organizational theory can provide useful insights to improve effectiveness, efficiency, and performance.

A type of organizational culture where authority and decision-making are concentrated at the top.

A culture characterized by clear lines of authority, well-defined roles, and strict adherence to procedures.

A type of organizational culture focused on innovation, adaptability, and taking risks.

A type of organizational culture that prioritizes collaboration, shared decision-making, and flexibility.

A type of organizational culture where individual performance and achievement are highly valued.

A type of organizational culture that focuses on customer satisfaction, responsiveness, and service excellence.

The constant flow of ideas, behaviors, and interactions that shape and change an organization's culture.

An organization's culture is not something that is static and unchangeable. It's a dynamic construct shaped by the actions of its members and the context it operates within.

The members of an organization collectively create its social and symbolic reality. Their communication and interactions shape the organizational culture.

Organizations can adapt, evolve, and respond to internal and external factors that impact their culture, like challenges or opportunities.

A culture that focuses on results and achievements, emphasizing external success and often having distinct layers of leadership.

The communication patterns and practices within an organization contribute to and maintain its culture. It's how individuals interact and share information within the organization.

Having multiple supervisors can create a more efficient workflow, but it can also create conflict and confusion. It’s important to find a balance.

When setting up a new job, consider the type of organization you want to create and how much freedom or control you want to give employees. This plays a key role in company culture and efficiency.

Clear expectations and roles within the company prevent miscommunication and conflicts. It also helps employees feel more confident and empowered.

Making sure the number of employees reporting to each supervisor is manageable, is crucial for effective control. It’s important to consider team structure and experience level of employees.

Creating smaller, self-sufficient teams can encourage collaboration, problem-solving, and independence. Each team focuses on delivering a specific service or product.

Decisions are made by top managers - employees are grouped by job specialization.

Lower-level employees make decisions - teams are responsible for managing their own workload.

A visual representation of the structure of an organization, showing relationships between individuals, teams and departments.

A written plan outlining the goals, responsibilities and structure of an organization.

A process of moving an organization from one structure to another.

Bringing together multiple organizations to deliver a single product or service.

Hiring independent contractors or vendors to complete specific tasks.

Combining full-time employees with freelancers to create specialist teams.

The most common organizational structure, where authority flows directly from top management to the lowest levels.

A clear path for how decisions are made and who has the power to make them in a hierarchical structure.

Process of evaluating internal operations and finding potential areas for improvement during organizational structure design.

Creating a long-term roadmap for the company's future, including goals and strategic direction.

The individuals or groups that will be affected by the changes to the organizational structure.

The initial step in implementing a new organizational structure, often involving a clear communication plan.

The process of adapting teams to new roles, skills, and reporting structures after a change in organizational structure.

Monitoring the success of the new organizational structure and identifying areas for improvement.