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Organizational Communication

by: Jerrod Walter

Organizational Communication COM 3120

Marketplace > University of Central Florida > Communication > COM 3120 > Organizational Communication
Jerrod Walter
University of Central Florida
GPA 3.81

John Morrison

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John Morrison
Class Notes
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This 5 page Class Notes was uploaded by Jerrod Walter on Thursday October 22, 2015. The Class Notes belongs to COM 3120 at University of Central Florida taught by John Morrison in Fall. Since its upload, it has received 10 views. For similar materials see /class/227521/com-3120-university-of-central-florida in Communication at University of Central Florida.

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Date Created: 10/22/15
Systems Processes We re not talking about how an organization should work we re observing and seeing how organizations actually work 0 lnputthroughputoutput processes Exchange is a critical process required by input and output Affected by the level of permeability 0 Feedback is a critical process required by throughput Facilities the efficient interdependent functioning of the components Can be negative or positive Negative doesn t mean bad or destructive and positive doesn t mean good or constructive is corrective feedback It reduces deviation Corrective response to deviation from stasis or equilibrium Maintains steady functioning Brining them back Positive feedback makes or creates or promotes deviation Enhancing deviation is positive feedback Squashing deviation is negative feedback 0 Negative feedback and positive feedback can over be misused Definitions vary 0 Not the same as positive and negative feedback also commonly misunderstood o Contrasts with classical conditioning lncrease Behavior Decrease Behavior Positive Stimulus Positive reinforcement add Response cost stimulus remove stimulus Negative Stimulus Negative reinforcement remove Punishment stimulus add stimulus o Are you trying to increase or decrease the behavior 0 Are they taking something away or are they doing something System Properties 0 Holism think synergy People in an interdependent system can generate ideas and value not possible by the parts 0 Equifinality there s more than one right way to achieve a goal Due to complexity of an organizational system the waste that happens and the degradation of a closed system 0 Unusable energy in a closed system Randomness of variables seeks equilibrium 0 Occurs when output declines and inputs remain static Resources skills tools capital Manufacturing a single product with no changes 0 Typewriter Example when computers came out they made better typewriters This failed because they weren t meeting the needs fthe outside world 0 Organizations need new inputs process changes and feedback from the outside Negative Entropy ability to sustain due to high permeability o Entropy loss due to lack of permeability closes systems Request variety system must be as diverse and complex as it s environment Matching complexity the tiniest form of change can have repercussions that cascade through the entire organization The Assimilation Process How an organization brings people in The process of getting used to the working experience Our expectations about work begin at a very young age We learn that work is 0 Something you do outside the home 0 Something that makes you tiredcranky when you get home Influences the adaptation of individuals through formal and informal processes sociallzatlon The individual works to adapt to the organizations to fit hisher needs or desires individualization Three phases of socialization o Anticipatory socialization that part that occurs before entry Learning about work in general about a specific occupation and about a particular organization 0 Encounter phase first experiences at the organization Stress should be vs us Adaptation to the culture uncertainty reduction Formal and informal Orientation programs mentoring o Metamorphosis phase transition from outsider to lnslder Member adapts behavior and attitude to fit in Never static always in flux Content of assimilation process 0 Role related skills procedures rules Communicate formally and informally Training programs 0 Culturerelatednorms Rarely codified usually communicated informally observation modeling and narratives is valuable for all purposes and content Both directions check out FPRA Employment interview 0 Three functions Employer recruit and screen new employees Potential employee find out about the organization Socialization tool 0 Structured is better Questions open vs closes specific vs abstract 0 Interviewees shouldn t assume passive role Limitations time resources abilities risks Be very prepared know you audience Anticipate questions and prepare answers Where do you see yourself in 5 years Phrase as an outcome not a process What are your strengths Weaknesses Pose strength as a weakness Work your resume points into answers Don t refer to them directly Be honest about being firedlaid off Don t sound bitter resentful Articulate personal and professional standards lnterview the interviewer but be careful Know the realistic range of compensation for the position know your worth know your ability to communicate that worth hold your ground 39 the idea that everyone has their own idea of normalcy It can lead to a sense of supremacy A breakaway from normalcy that causes us to make ignorant assumptions about others Communication in llthe machine Content mostly task Innovation Direction mostly vertical and downward Advantages Disadvantages people at the bottom have the most information could be missing out on vital info by using a mostly vertical and downward direction ls horizontal needed 0 Mode mostly written 0 Style mostly formal Titles standardized terms attire environment


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