Real Reference: A Study Tool

• Organizations are groups with a formal governance and structure (p. 306).
• Organizational communication is the interaction necessary to direct an organization toward multiple sets of goals (p. 306).
• The classical management approach focuses on how to make an organization run efficiently. This approach is dependent on two main ideas: the division of labor, the assumption that each part of the organization has a specific function, and hierarchy, the layers of power in an organization (pp. 306–307).
• The human relations approach considers the human needs of organizational members (pp. 307–308).
• The human resources approach also values employees as assets to the organization who can be fulfilled by participating and contributing useful ideas (pp. 308–309).
• The systems approach views an organization as a whole in which all members have interdependent relationships. Two key components of this approach are openness, an organization’s awareness of its problems, and adaptability, an organization’s allowance for change and growth (pp. 309–310).

• Through organizational storytelling, the communication of the organization’s values through stories to the organization’s members and to the outside world (pp. 310–311).
• Using organizational heroes, the people who achieve great things for the organization (pp. 311–312).
• Through organizational assimilation, the process by which people “learn the ropes” of the organization (p. 313).

• In supervisor–supervisee relationships, the supervisor has power over the supervisee (pp. 314–315).
• In mentor–protégé relationships, the mentor is a respected member of the organization and serves as a role model for a less experienced individual, the protégé (pp. 315–316).
• Peer relationships are the friendships that form between colleagues at an organization as a result of peer communication, communication between individuals at the same level of authority (pp. 316–318).

• Given workplace diversity (of background, culture, and personality), conflict can often arise. If it results in behavior such as criticism, defensiveness, contempt, or stonewalling, then it must be dealt with so that colleagues can continue to work together effectively and peacefully (pp. 319–320).
• Although the wealth of new communication technology has enabled easier communication, there is the added challenge of figuring out which channel to use, taking into consideration media richness, the degree to which a particular channel is communicative (pp. 320–321).
• The proliferation of communication technology has increased organizations’ use of workplace surveillance, or the monitoring of employees to see how they’re using e-mail, the Internet, and instant messaging (p. 323).
• Globalization, the growing interdependence and connectivity of societies and economies around the world, reduces barriers between countries for business (p. 324). However, unethical practices such as human trafficking, the coercion of people into exploitative situations, are also a result of globalization (p. 324).
• Employees engage in emotion labor, displaying outward emotions that their organizational duties require, or they take on too many responsibilities or work long hours, often resulting in burnout, a destructive form of stress (pp. 324–325). Many struggle with work–life balance to find a balance between their work and personal lives (pp. 325–326).
• Harassment is any communication that hurts, offends, or embarrasses an individual, creating a hostile environment. One common type is sexual harassment, unwanted verbal or physical conduct of a sexual nature that affects an individual’s employment, interferes with work performance, or creates an intimidating, hostile, or offensive work environment (pp. 326–329).