BSAD 340 Spring 2017 - CH 5
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This document discusses organizational context and selecting communication channels. It describes the dimensions of context as physical, social, chronological, and cultural. It also discusses formal and informal communication networks and factors to consider when choosing a communication channel, such as richness, need for interpretation, speed, cost, and control over the message. New media channels are noted to have benefits like low cost and speed but also risks such as exposure of internal problems and difficulty controlling messages.
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Individual/ Organization Relations and Retention
CHAPTER 5
14e
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Learning Objectives
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Chapter Objectives
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Learning Objectives
Identify a system for controlling absenteeism
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Figure 5.1 - Components of Individual Performance
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Attitudes Based on High Effort
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
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© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (continued)
Explain how and why a company might try to change consumers’ attitudes by influencing their feelings
Outline the three main factors that lead to a positive overall consumer attitude toward an advertisement
Discuss the various elements that can affect whether a consumer’s attitudes will influence his or her behavior
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Attitude
Relatively global and enduring evaluation of an object, issue, person, or action
Influences thoughts, feelings, and behavior
Cognitive function
Affective function
Connative function
What is your attitude about: Cell phones, outsourcing customer service, Tom Cruise, and tennis?
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Favorability
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Resistance
Ambivalence
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
‹#›
Exhibit 5.1 - Approaches to Attitude Formation and Change
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
‹#›
Cognitive Foundations of Attitudes
Direct or imagined experience
Reasoning by analogy or category
Values-driven attitudes
Social identity-based attitude generation
Analytic processes of attitude construction
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Cognitive Responses to Communication
Cognitive response: Thought individuals have in response to a communication
Counterargument (CA): Thought that disagrees with the message
Support ...
Ethics and Social Responsibility in Marketing Strategy 8C .docx
Ethics and Social Responsibility in Marketing Strategy
8
C H A P T E R
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Grown in importance recently due to firms having problems in these areas
Have become necessities due to:
Stakeholder demands (especially customers)
Ethical issues can become legal issues
Improve marketing performance and profits
Are important to the development of marketing strategy
Ethics and Social Responsibility in Marketing Strategy
2
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Why is marketing ethics a strategic consideration in organizational decisions? Who is most important in managing marketing ethics: the individual or the firm’s leadership? Explain your answer.
3
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Social Responsibility
A broad concept that relates to an organization’s obligation to maximize its positive impact on society while minimizing its negative impact
Marketing Ethics
Principles and standards that define acceptable marketing conduct as determined by the public, government regulators, private interest groups, competitors, and the firm itself
Social Responsibility and
Marketing Ethics
4
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Pyramid of Corporate Social Responsibility (Exhibit 8.1)
5
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Economic responsibility of making a profit
Legal responsibility of obeying laws and regulations
Ethical responsibility to uphold principals and standards
Philanthropic responsibility to increase the firm’s positive impact on society
Dimensions of Social Responsibility
6
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Programs designed to protect and preserve the natural environment
Eco-friendly business practices
Waste reduction
Reduction in greenhouse gas emissions
LEED building certification
Green sourcing
Green Marketing
Creating customer relationships while also enhancing the natural environment
Greenwashing – misleading consumers about the eco-friendly nature of products
Sustainability
7
© 2014 Ceng ...
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Identify a system for controlling absenteeism
Describe different kinds of turnover and how turnover can be measured
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Individual’s ability to do the work
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Discuss how marketers can apply various cognitive models to understand consumers’ attitudes based on high-effort thought processes
Describe some of the methods for using the communication source and the message to favorably influence consumers’ attitudes in high-effort situations
Identify the emotional foundations of attitudes when consumers' processing effort is high
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Explain how and why a company might try to change consumers’ attitudes by influencing their feelings
Outline the three main factors that lead to a positive overall consumer attitude toward an advertisement
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© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Characteristics of Attitudes
Favorability
Accessibility
Confidence
Persistence
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© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
‹#›
Exhibit 5.1 - Approaches to Attitude Formation and Change
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
‹#›
Cognitive Foundations of Attitudes
Direct or imagined experience
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Values-driven attitudes
Social identity-based attitude generation
Analytic processes of attitude construction
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Cognitive Responses to Communication
Cognitive response: Thought individuals have in response to a communication
Counterargument (CA): Thought that disagrees with the message
Support ...
Ethics and Social Responsibility in Marketing Strategy 8C .docx
Ethics and Social Responsibility in Marketing Strategy
8
C H A P T E R
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Grown in importance recently due to firms having problems in these areas
Have become necessities due to:
Stakeholder demands (especially customers)
Ethical issues can become legal issues
Improve marketing performance and profits
Are important to the development of marketing strategy
Ethics and Social Responsibility in Marketing Strategy
2
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Why is marketing ethics a strategic consideration in organizational decisions? Who is most important in managing marketing ethics: the individual or the firm’s leadership? Explain your answer.
3
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Social Responsibility
A broad concept that relates to an organization’s obligation to maximize its positive impact on society while minimizing its negative impact
Marketing Ethics
Principles and standards that define acceptable marketing conduct as determined by the public, government regulators, private interest groups, competitors, and the firm itself
Social Responsibility and
Marketing Ethics
4
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Pyramid of Corporate Social Responsibility (Exhibit 8.1)
5
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Economic responsibility of making a profit
Legal responsibility of obeying laws and regulations
Ethical responsibility to uphold principals and standards
Philanthropic responsibility to increase the firm’s positive impact on society
Dimensions of Social Responsibility
6
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Programs designed to protect and preserve the natural environment
Eco-friendly business practices
Waste reduction
Reduction in greenhouse gas emissions
LEED building certification
Green sourcing
Green Marketing
Creating customer relationships while also enhancing the natural environment
Greenwashing – misleading consumers about the eco-friendly nature of products
Sustainability
7
© 2014 Ceng ...
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This chapter discusses the budget cycle process, which includes executive preparation, legislative approval, budget execution, and audit/evaluation phases. It identifies the key individuals involved in each phase, such as the chief executive who sets policy priorities, budget officers who analyze spending requests, and agency directors who submit budget justifications. The chapter also contrasts political versus technical approaches to defending a budget proposal and emphasizes presenting spending requests that align with organizational goals and priorities.
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The document discusses components of personnel services and operating budgets. It identifies the main components as salaries, fringe benefits, and operating costs. It distinguishes that personnel services include wages and benefits for employees, with benefits including items like pensions, insurance, and paid time off. Operating budgets cover recurring operating costs needed to conduct business, like supplies, utilities, and equipment. The document provides details on calculating costs like FICA, Medicare, and pensions in personnel budgets. It also compares incremental, performance, and program budget formats for operating budgets.
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This document discusses various budgeting techniques and analytical models for forecasting revenues and making financial decisions. It identifies key factors to consider when forecasting revenues, such as focusing on large revenue sources and historical data. It then compares and contrasts different forecasting models, including status quo, extrapolation, multiple regression, judgmental, Delphi, time-series, and econometric models. Finally, it outlines several financial decision making tools like cost-benefit analysis, cost effectiveness analysis, discounting, rate of return, payback method, breakeven analysis, productivity analysis, and multiple regression analysis.
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- 1. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5 C H A P T E R Steps Three and Four: Consider the Context and Select a Channel of Communication
- 2. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 What is Organizational Context? The situation or setting in which communication occurs The corporation The not-for- profit The accounting firm
- 3. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 What is Organizational Context? Dimensions of Context Physical SocialChronological Cultural
- 4. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4 What is Organizational Context? Dimensions of Context Physical SocialChronological Cultural
- 5. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5 Dimensions of Context Physical • The actual setting in which interactions take place Social • The nature of the relationship between communicators Chronological • The ways time influences interactions Example: the boss’s office vs. the break room Example: a long personal friendship between co-workers Example: time of day in the office or time of year for the company
- 6. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 What is Organizational Context? Dimensions of Context Physical SocialChronological Cultural
- 7. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 Dimensions of Context Culture • A system of shared meanings and practices • Patterns of shared basic assumptions 1. Innovation and risk taking 2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability
- 8. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 Communication Climate Description Problem orientation Spontaneity Empathy Equality Provisionalism Defensive Communication Climate Supportive Communication Climate Evaluation Control Strategy Neutrality Superiority Certainty
- 9. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 Manager Supervisor 1 Worker 1 Worker 2 Supervisor 2 Worker 3 Formal and Informal Networks Manager Supervisor 1 Worker 1 Worker 2 Supervisor 2 Worker 3 Informa l Formal Downward flow Upward flow Horizontal flow The “grapevine”
- 10. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 Choosing a Communication Channel • Richness versus leanness • Need for interpretation • Speed of establishing contact • Time required for feedback • Cost • Amount of information conveyed • Permanent record • Control over the message
- 11. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 Choosing a Communication Channel Richness versus leanness • Some channels of communication provide more information than others Need for interpretation • Some channels of communication leave more ambiguity or room for interpretation of the message than others Speed of establishing contact • Channels vary in the amount of time required to deliver a message Time required for feedback • Channels vary in conventions around response time
- 12. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12 Choosing a Communication Channel Cost • Some channels of communication are more cost effective than others Amount of information conveyed • Written channels are more appropriate for conveying large amounts of information with great detail Permanent record • Many situations in business require records of what occurs during work activities, and this may impact channel choice Control over the message • Written channels of communication are often the best choice for maintaining control of the message
- 13. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13 Are new media channels good for business? Risks Benefits Minimal cost Increased speed Improved dialogue Exposure of internal problems Leakage of proprietary info More difficult to control messages