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Chapter 4: Systems and Critical Approaches to Organizational Communication Introduction Consideration of the organismic metaphor Understanding organizations from a systems perspective Use a radical frame of reference to look at how critical approaches view organizations as sites of domination Systems Approaches Systems approaches take a more macro view of organizations, emphasizing the permeable nature of organizational boundaries Systems approaches to understanding organizations use this general idea to examine the component parts of an organization and how they work together to keep an organization “alive” General Systems Theory Ludwig von Bertalanffy suggested systems concepts for a variety of disciplines “Novel developments” include: Hierarchical order Entropy Control mechanisms Open systems http://isss.org/conferences/madison2008/20080714_1130_ISSS_Drack.pdf 4 Cybernetics Norbert Wiener’s contribution, from the Greek word for “steersman” Control and communication theory that examines both machine and animal Especially important to studying organizational communication: System goals Feedback Entropy Gestalt (nonsummativity) The Process of Organizing Karl Weick’s definition of organizations includes: Equivocality Interdependence In his book Making Sense of the Organization (2001) Weick states that he views “organizations as collections of people trying to make sense of what is happening around them” (p. 5) Chaos and Complexity Theories Used in mathematics to help explain random occurrences Represents the collapse of order in the status quo Chaotic behavior can appear random but can be defined mathematically Complexity theory suggests nature is incredibly complex but is a result of underlying simplicity The Organization as a System The component parts and environment of a system interact in a way that can be studied and understood Parts are interdependent or naturally reliant on one another Inputs: incoming information Throughputs: assimilation of that information Outputs: end results of throughput decisions Critical Thinking Questions – Systems Characteristics In what ways do you use feedback to make changes in your life? Does the quality of input affect the quality of the output in an organizational system? Organizational System Characteristics General terms of systems properties include: Holism: system is more than just the sum of its parts Nonsummative: results are more than simply adding together each piece Equifinality: reaching the same final state from differing initial conditions; variety of paths Entropy: process of degeneration Typical of closed systems Negative entropy: flow of information from external environment; leads to growth and sustainability Typical of open systems Subsystems and Suprasystems Departments in an organization need to be aware of what is happening in other departments There are 10 common characteristics of open systems highlighted by Katz and Kahn (1978) Feedback: re.
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Chapter 5Cultural Approaches to Organizational Communication.docx
Chapter 5:
Cultural Approaches to Organizational Communication
Introduction
Culture affects communication
Culture can create barriers that prevent us from understanding others
Ideologies and paradigms guide our thinking and impact our understanding of the world around us
Case Study: Avianca Flight 052
Avianca Flight 52 was flying from Columbia to New York
Due to poor weather, the flight had been repeatedly held up, leaving both pilots panicking about fuel levels
After Air Traffic Control again told them to wait, the pilots did not question the command
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Defining Culture
The acquired learning of a group that gives its members a sense of who they are, of belonging, and works to make that group recognizably different from other groups
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Globalization and Culture
Globalization has a tremendous impact on the way we communicate between and within organizations
Geert Hofstede (2001) created a model of five dimensions that act as a broad framework for understanding the cultural differences between nations
Power distance
Individualism/collectivism
Uncertainty avoidance
Long-term vs. short-term orientation
Masculinity and femininity
Case Study: The New Job and Organizational Culture
Zeb served for five years as the branch manager of an established local bank
Zeb always adhered to the rules of operation that governed customer and employee expectations
Though satisfied with his job, Zeb took an opportunity to work at Google
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Why is a workplace like Google so appealing to many?
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Chapter 5Cultural Approaches to Organizational Communication.docx
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Introduction
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This document provides an introduction to the field of organizational behavior. It discusses what organizations are, why organizational behavior is studied, and trends influencing organizations like globalization, information technology, changing workforces, and employment relationships. It also covers topics such as telecommuting, knowledge management, and the historical roots and development of organizational behavior as a field of study.
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unclear technology, and fluid participation. Recent studies of universities, a fami-
liar form of organized anarchy, suggest that such organizations can be viewed for
some purposes as collections of choices looking for problems, issues and feelings
looking for decision situations in which they might he aired, solutions looking for
issues to which they might he an answer, and decision makers looking for work.
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hage can decision process. The general implications of such a model are descrihed
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to more narrow predictions are illustrated by an examination of the models pre-
dictions with respect to the effect of adversity on university decision making.
Gonsider organized anarchies. These are
organizations—or decision situations—char-
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first is problematic preferences. In the organi-
zation it is difiBcult to impute a set of prefer-
ences to the decision situation that satisfies
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theory of choice. The organization operates
on the basis of a variety of inconsistent and
ill-defined preferences. It can be described
better as a loose collection of ideas than as a
coherent structure; it discovers preferences
through action more than it acts on the basis
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Although the organization manages to sur-
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on the basis of simple trial-and-error proce-
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dents of past experience, and pragmatic in-
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and James Glenn for computational, editorial, and
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versity of Bergen, and the Institute of Organization
and Industrial Sociology, Copenhagen School of Eco-
nomics, for institutional hospitality and useful dis-
cussions of organizational behavior; and to the Ford
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collaboration feasible. We also wish to acknowledge
the helpful comments and suggestions of S0ren
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Introduction tothe Field ofOrganizational BehaviorChapte.docx
Introduction to
the Field of
Organizational Behavior
Chapter 1
1
OB Foundations
Distinct field around the 1940s
OB concepts discussed for more than 2,000 years
Some pivotal scholars before OB formed include:
Max Weber
Frederick Winslow Taylor
Elton Mayo
Chester Barnard
Mary Parker Follett
Chester Barnard
1-2
2
Why Study OB?
Satisfy the need to understand and predict behavior
Helps us to test personal theories
Influence behavior – get things done
OB improves an organization’s financial health
OB is for everyone (not just management)
1-3
3
Old Perspective of
Organizational Effectiveness
Goal oriented -- Effective firms achieve their stated objectives
No longer accepted as indicator of org effectiveness
Could set easy goals
Some goals too abstract to evaluate
Company might achieve wrong goals
1-4
4
Four Perspectives of Organizational Effectiveness
Stakeholder Perspective
High-Performance WP Perspective
Organizational Learning Perspective
Open Systems Perspective
NOTE: Need to consider all four perspectives when assessing a company’s effectiveness
1-5
5
Feedback
Feedback
Feedback
Feedback
Environment
1-6
Open Systems Perspective
6
Open Systems Perspective
Organizations are complex systems that “live” within (and depend upon) the external environment
Effective organizations
Maintain a close “fit” with changing conditions
Transform inputs to outputs efficiently and flexibly
Open systems perspective lays the foundation for the other three perspectives of organizational effectiveness
1-7
7
An organization’s capacity to acquire, share, use, and store valuable knowledge
Need to consider both stock and flow of knowledge
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Flow: org learning processes of acquisition, sharing, and use
1-8
Organizational Learning Perspective
8
Intellectual Capital
Relationship Capital
Value derived from satisfied customers, reliable suppliers, etc.
Structural Capital
Knowledge captured in systems and structures
Human
Capital
Knowledge that people possess and generate
1-9
9
Organizational Learning Processes
Applying knowledge to organizational processes in ways that improves the organization’s effectiveness
Distributing knowledge throughout the organization
Extracting information and ideas from its environment as well as through insight
KNOWLEDGE
ACQUISITION
KNOWLEDGE
SHARING
KNOWLEDGE
USE
Examples in practice
Hiring skilled staff
Posting case studies on intranet
Giving staff freedom to try out ideas
1-10
10
Organizational Memory
The storage and preservation of intellectual capital
Retain intellectual capital by:
Keeping knowledgeable employees
Transferring knowledge to others
Transferring human capital to structural capital
Successful companies also unlearn
1-11
11
High Performance Work Practices are internal systems and structures that are associated with successful companies
Employees are competitive advantage
Value of employees increased through specific practices.
Maximum bene.
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Organisational Analysis
Power, Control and Coalition
‹#›
1
Organisational Power, Control and Conflict
Objectives:
Introduce the concepts of power, control, conflict and coalition
Understanding a subjectivist approach to analysis
Powerful internal and external stakeholders
Analysing the roots of dissatisfaction, dissent, suspicion and coalition
Is worker coalition the answer?
‹#›
2
Critical Organisational Analysis and Strategy Development
Strategy Development
Resource Based View
External Environment
External Stakeholders
Internal
Stakeholders
Inward Looking
Outward Looking
‹#›
PESTEL
Political
Economic
Social
Technology
Environment
Legal
Strategy Development Framework
Outwards looking organisations
‹#›
A Precarious Balance of Power for Organisations
In strategic management:
We look at resources within the organisation
Internal stakeholder engagement
And we look outside organisational boundaries
External stakeholder engagement
Identifying social and environmental issues that matter most to performance in order to improve decision-making and accountability.
‹#›
Critical Theory as an Analytical Tool
Critical Theory as enabling managers to understand both sides of an argument
Understand that arguments are intractable because they emanate from people holding different assumptions
‹#›
The Need to Go Beyond “Rationality”
Organisations are portrayed as systems of oppression, rather than as systems of order
Stories of social divisions, power, exploitation, inequality and conflict within organisations
Social classes in organisations exist and are in conflict
Emergence of pejorative language in the description of organisations:
“Capitalist organisations alienate and exploit workers” (Burawoy, 1979)
‹#›
Critical Theory Analysis
Critical Theorist: Systems of Oppression
Systems of Production: Places of Work
Capitalist organisations alienate and exploit workers
Worker emancipation requires the establishment of a more democratic and egalitarian organisation
‹#›
Critical Theory Analysis
Organisations are analysed as capitalist class relations (i.e. owner and labourer).
Organisations are portrayed in terms of
Capitalist mode of production characterised by exploitation and alienation of the workers by the owners of the means of production
Calls for worker emancipation, and for the establishment of a more democratic and egalitarian organisation
The emergence of a ‘critical’ organisational discourse.
In the US:
C. Wright Mills (1956) The Power Elite
Alvin Gouldner (1954) Patterns of Industrial Bureaucracy
(1955) Wildcat Strike
In the UK:
Ralf Dahrendorf (1959) Class and Class Conflict In An Industrial Society
‹#›
Justification for Critical Theory Analysis
If organisations do not recognise and address problems, then these problems are often exposed in more uncomfortable settings:
Social media
News reports
“Haterade” (excessive negativity, criticism, or resentment)
“Clicktivism”
‹#›
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Chapter 8
Religion and the Restoration of Health in Africa: A
Case Study of the Traditional Akan People of Ghana
Samuel Awuah-Nyamekye
Introduction
Sound health, no doubt, is the soul of every human society, for no
human society can thrive if her people are afflicted with ill-health.
For this reason, the Akan of Ghana prioritise matters that border
on sound health. But among the Akan as is the case in traditional
African societies, the line between their secular and religious
activities is indistinguishable (Parrinder, 1961; Mbiti, 1969; Opoku,
1978.) This makes the hold of religion on the Akan and, for that
matter,traditional Africans, very strong.
In the worldview of the traditional Akan2 of Ghana, apote or
apomuden (health or well-being) is not only understood as the
absence of diseases and afflictions or misfortunes but also, it
includes the presence of good relationship between humans and the
spirit beings on one hand and good interpersonal relationship on
the other, for the Akan one cannot claim there is good health or
well-being while the people in the community are at each other’s
throat. That is, a good mental framework is inclusive of health in
the Akan milieu (Opoku, 1978, Kwame Gyekye, 1996; Awuah-
Nyamekye, 211). This mind-set is very common among many
African cultures (Gwyneth,. 1994; Makinde 1988:6). This worldview
thus, gives direction to the Akan in all their activities including
health and its restoration. This also explains the reason why usually
the etiology of almost all diseases has supernatural underpinnings
(Field, 1961; Foster, 1976). It must, however, be emphasised that in
2 By traditional Akan people, I mean those Akan who generally still keep and
live to the customs and traditions of their forebears, particularly their indigenous
spirituality (African Traditional Religion) in spite of the influence of impinging
religions such as Christianity and Islam
181
Mawere, Munyaradzi, and Awuah-Nyamekye, Samuel, eds. Between Rhetoric and Reality : The State and Use of Indigenous
Knowledge in Post-Colonial Africa. Cape Town: Langaa RPCIG, 2015. Accessed March 26, 2018. ProQuest Ebook Central.
Created from uwinnipeg on 2018-03-26 20:20:15.
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. A
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.
spite of the supernatural etiology of ill-health among the Akan, they
also at some point acknowledge the ‘Germ Theory’ or the
‘naturalistic’ causes of illneses as Foster (1976)puts it.
Notwithstanding this reality, and paradoxically, the Akan still
find it very difficult to de-couple spirituality and therapeutic
practices. It is against this background that this chapter argues that
among the traditional Akan, religion and medicine are inseparable
realities. Literature on health care delivery in Ghana is quite
extensive but those on how the local concepts of illness may affect
people’s choices of health care model are scarce. Th.
Chapter 8 - Children of alcoholics often display characteristic tr.docx
Chapter 8 - Children of alcoholics often display characteristic traits: (1) the "hero" who attempts to replace the dysfunctional parent by overachieving, or (2) the "jester" who compensates for a lack of parental guidance by being mischievous and unruly. Which role did Beethoven play in his family? What is the evidence for your choice? 100+ words
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OB improves an organization’s financial health
OB is for everyone (not just management)
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Old Perspective of
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Four Perspectives of Organizational Effectiveness
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Feedback
Feedback
Feedback
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Open Systems Perspective
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Intellectual Capital
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Organizational Learning Processes
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ACQUISITION
KNOWLEDGE
SHARING
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USE
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Organizational Memory
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Outward Looking
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Alvin Gouldner (1954) Patterns of Industrial Bureaucracy
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Chapter 8
Religion and the Restoration of Health in Africa: A
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Samuel Awuah-Nyamekye
Introduction
Sound health, no doubt, is the soul of every human society, for no
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For this reason, the Akan of Ghana prioritise matters that border
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African societies, the line between their secular and religious
activities is indistinguishable (Parrinder, 1961; Mbiti, 1969; Opoku,
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In the worldview of the traditional Akan2 of Ghana, apote or
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absence of diseases and afflictions or misfortunes but also, it
includes the presence of good relationship between humans and the
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thus, gives direction to the Akan in all their activities including
health and its restoration. This also explains the reason why usually
the etiology of almost all diseases has supernatural underpinnings
(Field, 1961; Foster, 1976). It must, however, be emphasised that in
2 By traditional Akan people, I mean those Akan who generally still keep and
live to the customs and traditions of their forebears, particularly their indigenous
spirituality (African Traditional Religion) in spite of the influence of impinging
religions such as Christianity and Islam
181
Mawere, Munyaradzi, and Awuah-Nyamekye, Samuel, eds. Between Rhetoric and Reality : The State and Use of Indigenous
Knowledge in Post-Colonial Africa. Cape Town: Langaa RPCIG, 2015. Accessed March 26, 2018. ProQuest Ebook Central.
Created from uwinnipeg on 2018-03-26 20:20:15.
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L
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a
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P
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. A
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.
spite of the supernatural etiology of ill-health among the Akan, they
also at some point acknowledge the ‘Germ Theory’ or the
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find it very difficult to de-couple spirituality and therapeutic
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among the traditional Akan, religion and medicine are inseparable
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7.5 Measures of Intelligence
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thinking and briefly explore the development and use of language. We will also discuss problem solving
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7.1 What Is Cognition?
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By the end of this section, you will be able to:
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Chapter 7
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Of all the objections to theism presented by atheists, the most celebrated and oft-rehearsed, by far, is the problem of evil and suffering. Debates about evolution and the like notwithstanding, most reflective theists would likely agree that objections to belief in God posed by the occurrence of evil and suffering present a far more serious challenge than do objections from science. (In fact, one of the most popular lines of objection to theistic evolution is really a version of the problem of evil; it asks, How could a perfectly loving God employ a means of creation that proceeds by way of the systematic destruction of the weakest and most vulnerable creatures?) A distinction must be drawn, however, between the problem of evil as a philosophical objection to religious belief and the problem as a concerned question.
Some philosophers have put forward arguments from evil which purport to show that God does not exist or that belief in God is unreasonable. To such philosophical attacks, philosophical responses are appropriate. However, many people—believers and nonbelievers alike—are bothered by evil. When they are faced with suffering, on their own part or on the part of others, they may pose an agonizing Why? A philosophical argument is often the last thing such a person wants to hear; such an argument may appear irritatingly superficial or even callous. The person wants compassion and empathy, and the proper response may simply be to listen and try to share the other’s grief and questions. At such times the problem of evil calls more for pastoral care than for philosophical debate.
The philosophical problem of evil, on the other hand, can be posed briefly and sharply. It appears to many people that a perfectly good, all-knowing and all-powerful being, were he to exist, would not allow the kinds or quantity of evil and suffering that exists in our world. The underlying assumption of this argument is the intuition—common to many atheists and theists alike—that a good being eliminates evil as far as it is able to. God, being omniscient, should be aware of every instance of evil and suffering; being perfectly good, he would presumably want to eliminate all evil; being omnipotent, he should be able to do just that. If there were a God, therefore, one would expect not to find any evil in the world. Since one does find evil—and quite a bit of it—God must not exist. In this way, the existence of evil and suffering is thought to undermine the rationality of belief in God.
Types of Evil, Versions of the Problem and Types of Responses
The evils in the world which this argument takes as its basis are usually divided into two types. Moral evil is all the evil which is due to the actions of free, morally responsible beings. Murders, rapes and the hunger caused by social injustice would be examples of moral evil. Natural evil (or nonmoral evil) is all the evil that is not (or at least does not appear to be) due to the actions.
Chapter 7Social Networking,Engagement, andSocial Metrics.docx
Chapter 7
Social Networking,
Engagement, and
Social Metrics
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Social Networking Services and Communities
Engaging Consumers with Blogs and Microblogs
Mashups, Social Metrics, and Monitoring Tools
Knowledge Sharing in the Social Workplace
Web 2.0—The Social Web
Web 2.0—The Social Web
The Constantly Changing Web
Web 2.0 (the social web): a term used to describe a phase of World Wide Web evolution characterized by dynamic webpages, social media, mashup applications, broadband connectivity and user-generated content.
Social media: a collection of Web applications, based on Web 2.0 technology and culture that allows people to connect and collaborate with others by creating and sharing digital content.
Chapter 7
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Web 2.0—The Social Web
The Constantly Changing Web
World Wide Web (the Internet): a network of documents on the Internet, called webpages, constructed with HTML markup language that supports links to other documents and media (e.g. graphics, video, audio, etc.).
Broadband: refers to wide bandwidth technologies that create fast, high volume connections to the Internet and World Wide Web.
Chapter 7
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Web 2.0—The Social Web
Chapter 7
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Web 2.0—The Social Web
Setting the Stage for Web 2.0
Broad bandwidth (broadband)
Sustainable business models
New Web programming technologies
Application programming interface (API)
Plug-Ins
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Web 2.0—The Social Web
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AJAX technologies, or asynchronous JavaScript and XML, is a term referring to a group of technologies and programming languages that make it possible for webpages to respond to users’ actions without requiring the entire page to reload.
JavaScript
Extendable Markup Language (XML)
Document Object Model (DOM)
HyperText Markup Language (HTML)
XMLHttpRequest
Cascading Style Sheets (CSS)
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Web 2.0—The Social Web
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Social Networking Service (SNS): an online platform or website that allows subscribers to interact and form communities or networks based on real-life relationships, shared interests, activities and so on.
Both YouTube and Facebook started as SNSs, but now span multiple application categories.
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CHAPTER 7:
The CPU and Memory
The Architecture of Computer Hardware, Systems Software & Networking:
An Information Technology Approach
5th Edition, Irv Englander
John Wiley and Sons 2013
PowerPoint slides authored by Angela Clark, University of South Alabama
PowerPoint slides for the 4th edition were authored by Wilson Wong, Bentley University
CPU and MemoryEvery instruction executed by the CPU requires memory accessPrimary memory holds program instructions and dataSecondary storage is used for long term storageData is moved from secondary storage to primary memory for CPU execution
Copyright 2013 John Wiley & Sons, Inc.
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Copyright 2013 John Wiley & Sons, Inc.
CPU: Major ComponentsALU (arithmetic logic unit)Performs calculations and comparisonsCU (control unit)Performs fetch/execute cycle
Accesses program instructions and issues commands to the ALU
Moves data to and from CPU registers and other hardware componentsSubcomponents:
Memory management unit: supervises fetching instructions and data from memory
I/O Interface: sometimes combined with memory management unit as Bus Interface Unit
Copyright 2013 John Wiley & Sons, Inc.
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Copyright 2013 John Wiley & Sons, Inc.
*
System Block Diagram
Copyright 2013 John Wiley & Sons, Inc.
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Copyright 2013 John Wiley & Sons, Inc.
*
The Little Man Computer
Copyright 2013 John Wiley & Sons, Inc.
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Copyright 2013 John Wiley & Sons, Inc.
*
Concept of RegistersSmall, permanent storage locations within the CPU used for a particular purposeManipulated directly by the Control UnitWired for specific functionSize in bits or bytes (not in MB like memory) Can hold data, an address, or an instructionHow many registers does the LMC have?What are the registers in the LMC?
Copyright 2013 John Wiley & Sons, Inc.
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Copyright 2013 John Wiley & Sons, Inc.
*
RegistersUse of RegistersScratchpad for currently executing program
Holds data needed quickly or frequentlyStores information about status of CPU and currently executing program
Address of next program instruction
Signals from external devicesGeneral Purpose RegistersUser-visible or program-visible registersHold intermediate results or data values, e.g., loop countersEquivalent to LMC’s calculatorTypically several dozen in current CPUs
Copyright 2013 John Wiley & Sons, Inc.
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Copyright 2013 John Wiley & Sons, Inc.
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Special-Purpose RegistersProgram Counter Register (PC)Also called instruction pointer (IP)Instruction Register (IR)Stores instruction fetched from memoryMemory Address Register (MAR)Memory Data Register (MDR) Status RegistersStatus of CPU and currently executing programFlags (one bit Boolean variable) to track conditions like arithmetic carry and overflow, power failure, internal computer error
Copyright 2013 John Wiley & Sons, Inc.
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Copyright 2013 John Wiley & Sons, Inc.
*
Register OperationsStores values from other locations (registers and memory)Addition and subtractionShift or rotate dataT.
Chapter 7QUESTION 1. Which of the following is defin.docx
Chapter 7
QUESTION 1
.
Which of the following is defined as the persistnce of learning over time, through the encoding, storage and retrieval of memory?
.
memory
long-term memory
short-term memory
sensory memory
.
10 points
QUESTION 2
.
Which of the following refers to the processing of information outside of conscious awareness?
.
sensory memory
short-term memory
automatic processing
working memory
.
10 points
QUESTION 3
.
Behaviors such as texting and driving home would be considered...
.
explicit memories
automatic processing
implicit memories
working memory
.
10 points
QUESTION 4
.
Which of the following pieces of memory would you not process automatically?
.
Where your bed and dresser are in your room
A new acquaintances address
The location of your PSY110 classroom
How to spell your name
.
10 points
QUESTION 5
.
Cramming has actually been shown to be an effective method of learning new information.
.
True
.
False
.
10 points
QUESTION 6
.
Mood can be a retrieval cue.
.
True
.
False
.
10 points
QUESTION 7
.
Which of the following brain structures is responsible for temporarily holding memories until they can be moved to storage?
.
basal ganglia
frontal lobe
cerebellum
hippocampus
.
10 points
QUESTION 8
.
Which of the following brain structures is most involved with you learning motor movements such as how to ride a bike?
.
brain stem
basal ganglia
frontal lobe
hippocampus
.
10 points
QUESTION 9
.
If you have to take a foreign language at Valpo and you took a foreign language in high school, you would benefit from taking the same language at Valpo as you did in high school because you would benefit most from which of the following?
.
Recall
Relearning
Recognition
.
10 points
QUESTION 10
.
This very multiple choice question, which is asking you to identify previously learned material, requires you to make use of which of the following skills?
.
relearning
recall
recognition
.
Chapter 2
QUESTION 1
.
Neurons are...
.
basic building blocks of the nervous system
extensions of the cell body that receive messages
extensions of the cell body that send messages
a nerve impulse
.
10 points
QUESTION 2
.
Everything psychological is simultaneously biological
.
True
.
False
.
10 points
QUESTION 3
.
Brain plasticity allows us to adapt to new environments
.
True
.
False
.
10 points
QUESTION 4
.
The nervous system consists of...
.
the sympathetic and the parasympathetic nervous systems
the brain and spinal cord
the central nervous system and the peripheral nervous system
.
10 points
QUESTION 5
.
Neurotransmitters...
.
include serotonin and dopamine and affect behaviors and emotions
are electrical impulses in the brain
the form of communication between motor neurons and sensory neurons
are natural opiates released in response to pain
.
10 p.
Chapter 7One pageAPA stylePlease comment on the followin.docx
Chapter 7
One page
APA style
Please comment on the following statement regarding our current educational system and examples of practices
:
"
It
is a cardinal precept of the newer school of education that the
beginning of instruction shall be made with the experience learners
already have; that this experience and the capacities that have been
developed during its course provide the starting point for all further
learning" (Dewey, 1938, p. 88
).
(
one page- deadline will be
Friday
.
CHAPTER 7Managing Financial OperationsRevenue cycle (bil.docx
CHAPTER 7
Managing Financial Operations
Revenue cycle (billing and collections)
Receivables management
Cash and marketable securities management
Inventory (supply chain) management
Operational monitoring and control
Copyright 2009 Health Administration Press
7 - ‹#›
Financial Operations
Financial operations involves the day-to-day oversight of such tasks as billing and collections (revenue cycle), cash management, and inventory management.
The specifics are highly dependent on the type of provider (e.g., hospital versus medical practice versus nursing home).
Thus, the focus here is on fundamental concepts as opposed to details.
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle
The revenue cycle is defined as all activities associated with billing and collecting for services.
In general, revenue cycle management should ensure that
patients are properly categorized by payer,
correct and timely billing takes place, and
correct and timely payment is received.
The revenue cycle includes the activities listed on the next slide.
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle (cont.)
Before-service activities:
Insurance verification
Certification of managed-care patients
Patient financial counseling
At-service activities:
Insurance status verification
Service documentation/claims production
After-service activities:
Claims submission
Third-party follow-up (if needed)
Denials management
Payment receipt and posting
Monitoring and reporting:
Monitoring
Review and improvement
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle (cont.)
In revenue cycle management, each of the identified activities is closely monitored to ensure that
the correct amount of reimbursement is collected on each patient,
reimbursements are collected as quickly as possible, and
the costs associated with the revenue cycle are minimized consistently with rapid and correct collections.
Two important keys to good revenue cycle management are information technology and electronic claims processing.
Copyright 2009 Health Administration Press
7 - ‹#›
Receivables Management
If a service is provided for cash, the revenue is immediately received.
If the service is provided on credit, the revenue is not received until the receivable is collected.
Receivables management, which falls under the general umbrella of the revenue cycle, is extremely important to healthcare providers.
Why?
Copyright 2009 Health Administration Press
7 - ‹#›
Accumulation of Receivables
Suppose Valley Clinic contracts with an insurer whose patients use $2,000 in services daily and who pays in 40 days.
The clinic will accumulate receivables at a rate of $2,000 per day.
However, after 40 days, the receivables balance will stabilize at $80,000:
Receivables = Daily sales × Average collection period
= $2,000
× 40
= $80,000
Copyright 2009 Health Administration Press
7 - ‹#›
Cost of Carrying Receiva.
CHAPTER 7Primate BehaviorWhat is Meant By Behavior.docx
CHAPTER 7
Primate Behavior
What is Meant By Behavior?
• Anything organisms do that involves action in response to
internal or external stimuli.
• The response of an individual, group, or species to its
environment.
• Such responses may or may not be deliberate and they
aren't necessarily the results of conscious decision
making.
Ecological Perspective
• Pertains to relationships between organisms and
all aspects of their environment
• Temperature
• Predators
• Vegetation
• Availability of food and water
• Types of food
• Disease organisms
• Parasites
Behavioral Ecology
Focuses on the relationship between behaviors,
natural environment, and biological traits of the
species.
Based on the assumption that animals, plants, and
microorganisms evolved together.
Behaviors have evolved through the operation of
natural selection, or
Some behaviors are influenced by genes and are
subject to natural selection the same way physical
characteristics are.
The Evolution of Behavior
Behavior constitutes a phenotype
Individuals whose behavioral phenotypes increase
reproductive fitness pass on their genes at a faster
rate.
Genes do not code for specific behaviors, but they do
code for biological factors that impact behavior, i.e.
hormone levels, intelligence
Species vary in their limits and potentials for learning
and behavioral flexibility, set by genetic factors.
Natural selection acts on genetic factors shaped by
ecological, the same as it does physical
characteristics
Social Structure
• The composition, size, and sex ratio of a group of
animals.
• The social structure of a species is, in part, the
result of natural selection in a specific habitat, and
it guides individual interactions and social
relationships.
Why Are Primates Social?
• Group living exposes animals to competition with other group
members, so why not live alone?
• Costs of competition are offset by the benefits of predator
defense provided by associating with others.
• Group living evolved as an adaptive response to a number of
ecological variables.
Some Factors That Influence Social Structure
• Body Size
• Larger animals are better able to retain heat and their overall energy
requirements are less than for smaller animals
• This means they need fewer calories per unit of body weight.
Some Factors That Influence Social Structure
• Metabolism
• The chemical processes within cells that break down nutrients and release
energy for the body to use.
• Basal Metabolic Rate (BMR) and Diet
• Smaller animals generally have a higher BMR than larger ones.
• This means smaller primates require an energy-rich diet high in protein,
fats, and carbohydrates (fruit, and insects).
Some Factors That Influence Social Structure
• BMR and Diet
• Nutritional needs have evolved along with BMR and body size
• Benefits are considered in terms of energy (calories) obtained from food
.
Chapter 7Medical Care Production and Costs(c) 2012 Cengage.docx
Chapter 7
Medical Care Production and Costs
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Assumptions of short-run production:
Medical firm produces a single output of medical services, q
Only two medical inputs exist: nurse-hours, n, and a composite capital good, k
Quantity of capital is fixed at some amount
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Medical firm faces an incentive to produce as efficiently as possible
Medical firm possesses perfect information regarding the demands for its product
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Production function:
Identifies different ways nurse-hours & capital can be combined
To produce various levels of medical services
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Each level of output produced by -
Several different combinations of the nurse and capital inputs
Each combination – assumed to be technically efficient – maximum amount of output that is feasible given the state of technology
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Law of diminishing marginal productivity
At first, total output increases at an increasing rate
After some point, it increases at a decreasing rate
Total product curve, TP
Depicts total output produced by different levels of the variable input, holding all other inputs constant
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classro.
Chapter 7Evaluating HRD ProgramsWerner© 2017 Cengage Learn.docx
Chapter 7
Evaluating HRD Programs
Werner
© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Learning Objectives
Define evaluation and explain its role in HRD
Discuss the various types of evaluation information available and compare the methods of data collection
Explain the role of research design in HRD evaluation
Describe the ethical issues involved in conducting HRD evaluation
© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Learning Objectives (cont.)
Identify and explain the choices available for translating evaluation results into dollar terms
Calculate a utility estimate for a target organization.
Discuss how technology impacts HRD evaluation
© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Questions to Consider
How do you evaluate training and HRD?
What measures can be used to evaluate training?
Is there one best way to evaluate training?
What should be considered as one prepares to evaluate HRD?
What are the ethical issues involved in evaluating HRD?
How can the value of HRD be expressed in terms of costs and benefits, or dollars and cents?
© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Key Terms
Training effectiveness: benefits receive from training
Training evaluation: process of determining training effectiveness
Training outcomes: measures to evaluate training effectiveness
Evaluation design: data will be collected and which data will be collected for training evaluation
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Training and HRD Process
© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Evaluation Can Help
identify a program’s strengths and weaknesses
assess what features of training content and context matter
identify which trainees benefited
gather information for marketing training
determine financial benefits and costs
© 2017 .
CHAPTER 7INTEREST RATES AND BOND VALUATIONCopyright © 2019 M.docx
CHAPTER 7
INTEREST RATES AND BOND VALUATION
Copyright © 2019 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
7-‹#›
6.1
Define important bond features and types of bond
Explain bond values and yields and why they fluctuate
Describe bond ratings and what they mean
Outline the impact of inflation on interest rates
Illustrate the term structure of interest rates and the determinants of bond yields
Key Concepts and Skills
Copyright © 2019 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
7-‹#›
6.2
Remember, as with any asset, the value of a bond is simply the present value of its future cash flows.
Bonds and Bond Valuation
More about Bond Features
Bond Ratings
Some Different Types of Bonds
Bond Markets
Inflation and Interest Rates
Determinants of Bond Yields
Chapter Outline
Copyright © 2019 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
7-‹#›
Par value (face value) = principal amount, repaid at maturity
Coupon = stated interest payment
Coupon rate = annual coupon divided by face value
Maturity date
Yield or Yield to maturity = rate of return required in the market for the bond
Bond Definitions
Copyright © 2019 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
7-‹#›
6.4
Section 7.1 (A)
Although the coupon is typically paid in cash, examples exist of firms paying investors with product.
Yield to maturity, required return, and market rate are used interchangeably.
Bond Value = PV of coupons + PV of par
Bond Value = PV of annuity + PV of lump sum
As interest rates increase, present values decrease.
So, as interest rates increase, bond prices decrease and vice versa.
Present Value of Cash Flows
as Rates Change
Copyright © 2019 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
7-‹#›
Section 7.1 (B)
6.5
Consider a bond with a coupon rate of 10% and annual coupons. The par value is $1,000, and the bond has 5 years to maturity. The yield to maturity is 11%. What is the value of the bond?
Using the formula:
B = PV of annuity + PV of lump sum
B = 100[1 – 1/(1.11)5] / .11 + 1,000 / (1.11)5
B = 369.59 + 593.45 = 963.04
Using the calculator:
N = 5; I/Y = 11; PMT = 100; FV = 1,000
CPT PV = -963.04
Valuing a Discount Bond with Annual Coupons
Copyright © 2019 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
7-‹#›
6.6
Section 7.1 (B)
Remember the sign convention on the calculator. The easy way to remember it with bonds is we pay the PV (-) so that we can receive the PMT (+) and th.
CHAPTER 7FriendshipTHE NATURE OF FRIENDSHIPFRIENDSHIP ACROSS T.docx
CHAPTER 7
Friendship
THE NATURE OF FRIENDSHIPFRIENDSHIP ACROSS THE LIFE CYCLEDIFFERENCES IN FRIENDSHIPFRIENDSHIP DIFFICULTIESFOR YOUR CONSIDERATIONCHAPTER SUMMARY
I get by with a little help from my friends. John Lennon
Take a moment and think about your two best friends. Why are they such close companions? Why do you think of them as friends? You probably like but don't love them. (Or, at least, you're not “in love” with them, or you'd probably think of them as more than just “friends.”) You've probably shared a lot of good times with them, and you feel comfortable around them; you know that they like you, too, and you feel that you can count on them to help you when you need it.
Indeed, the positive sentiments you feel toward your friends may actually be rather varied and complex. They annoy you sometimes, but you're fond of them, and because they're best friends, they know things about you that no one else may know. You like to do things with them, and you expect your relationship to continue indefinitely. In fact, if you look back at the features that define intimacy (way back on page 2), you may find that your connections to your best friends are quite intimate, indeed. You may have substantial knowledge of them, and you probably feel high levels of trust and commitment toward them; you may not experience as much caring, interdependence, responsiveness, and mutuality as you do with a romantic partner, but all three are present, nonetheless.
So, are friendships the same as but just less intimate than our romantic partnerships? Yes and no. Friendships are based on the same building blocks of intimacy as romances are, but the mix of components is usually different. Romances also have some ingredients that friendships typically lack, so their recipes do differ. But many of the elements of friendships and romances are quite similar, and this chapter will set the stage for our consideration of love (in chapter 8) by detailing what it means to like an intimate partner. Among other topics, I'll describe various features of friendship and question whether men and women can be “just friends.”
Page 214
THE NATURE OF FRIENDSHIP
Our friendships are indispensable sources of pleasure and support. One study of unmarried young adults found that over one-third of them (36 percent) considered a friendship to be their “closest, deepest, most involved, and most intimate” current relationship (Berscheid et al., 1989). A larger proportion (47 percent) identified a romantic relationship as their most important partnerships, but friendships were obviously significant connections to others. And they remain so, even after people marry. Another study that used an event-sampling procedure1 to track people's interactions found that they were generally having more fun when they were with friends than when they were alone or with family members, including their spouses. The best times occurred when both their spouses and their friends were present, but if it was one or.
Chapter 7Lean Thinking and Lean SystemsMcGraw-Hill Ed.docx
Chapter 7:
Lean Thinking and Lean Systems
McGraw-Hill Education
Copyright © 2018 by The McGraw-Hill Companies, Inc. All rights reserved.
*
Copyright © 2018 by The McGraw-Hill Companies, Inc. All rights reserved.
*
The lean systems chapter begins with a broad orientation to lean and its elements with an historical perspective of its development. Then each element is discussed in detail in separate sections. The discussion includes situations in which elements of lean have been successfully applied, as well as situations in which they may not be applicable (e.g. smoothing the master production schedule in services). The chapter concludes with discussion on implementation of lean systems and how lean concepts can be applied to all business disciplines (manufacturing, services, government, etc.).
Chapter 7 Learning ObjectivesLO 7.1 Describe the origins and evolution of lean thinking.LO 7.2 Describe the five tenets of lean thinking and the seven forms of waste in a lean system.LO 7.3 Explain how a stabilized master schedule is achieved for repetitive manufacturing.LO 7.4 Design a kanban system for a lean system.LO 7.5 Explain how setup time, lot size, layout and maintenance are related to lean thinking.LO 7.6 Differentiate how employees, quality, and suppliers are unique in lean systems.LO 7.7 Explain how to implement a lean system.
7-*
Here are our Learning Objectives for this course. Between these videos, the textbook, supplemental readings, assignments and Discussion Boards, you will end the course with some new skills and many new insights.
*
Evolution of LeanToyota Production System (TPS)Developed in Japan following WWII (limited resources)Also known as Just-in-Time (JIT) manufacturingCame to U.S.- 1981 at Kawasaki motorcycle plant in Lincoln, NebraskaLean ProductionTerm coined in late 1980sPopularized in 1990s by Womack, Jones & Roos’ “The Machine That Changed the World”
7-*
Copyright © 2018 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2018 by The McGraw-Hill Companies, Inc. All rights reserved.
After WWII the U. S. system of mass production was the envy of the world. Mass production – the production of standardized discrete products in high volume by means of repetitive manufacturing technologies – was the norm. Materials were purchased in large batches, and machines were made to run faster to reduce unit costs.
*
Lean TenetsCreate product/service value from customer perspectiveReduce waste - mudaIdentify, study, improve the value streamObserve the process - gembaEnsure simple, smooth, error-free flowDetermine takt timeProduce only what is pulled by customerUse kanbansStrive for perfectionHold kaizen events, 5S, 5 Whys
7-*
Copyright © 2018 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2018 by The McGraw-Hill Companies, Inc. All rights reserved.
Lean thinking is built around five tenets that include specific concepts, principles, and techniques to organize and deliver value t.
Chapter 7Food, Nutrition & Obesity PolicyEyler, Chriqui, M.docx
Chapter 7
Food, Nutrition & Obesity Policy
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
1
Identifying the Problem: Obesity & Its Consequences
Obesity = excessive body fat/bodyweight
BMI—a ratio of weight to height, calculated as kilograms divided by meters squared
Categorize an individual as obese = BMI ≥30
In children, obesity refers to a BMI greater than, or equal to, the 95th percentile
Obesity is a major risk factor for:
Type 2 diabetes, cardiovascular disease, and hypertension
Greater risk for additional comorbid health conditions, including stroke, arthritis, nonalcoholic fatty liver disease, kidney disease, and mental health problems related to social stigma
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
2
Identifying the Problem: Obesity & Its Consequences
Disparities
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
3
Identifying the Problem: Obesity & Its Consequences
Disparities: Children
Between 1980 and 2004, obesity prevalence tripled among children aged 2 to 19 years increasing from 6% to 19%
Overall prevalence has remained fairly stable since 2004
2011–2012 = 17% of children obese
Hispanic children have the highest obesity prevalence, followed by: non-Hispanic Black and non-Hispanic White children
Black children are more likely to be severely obese than are White children
Trends indicate the most pronounced increase of severe obesity in White female and Black male children
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
4
Identifying the Problem: Obesity & Its Consequences
Disparities: Adults
More prevalent in non-Hispanic Blacks and Hispanics
Exists at the highest rate among all adults aged 40 to 59 years
Gender- and income-based obesity-related disparities exist among all racial and ethnic groups
Most pronounced among non-Hispanic Black women across all age categories
Higher income non- Hispanic Black and Mexican American men have slightly higher obesity prevalence rates than those with lower incomes
Adults in rural areas are significantly more likely to be obese than those in urban areas
WHY?
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
5
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
6
Identifying the Problem: Obesity & Its Consequences
The Costs of Obesity
$315.8 billion was spent on adult obesity-related direct healthcare costs in 2010
Majority of expenses resulting from the treatment of comorbid health conditions, particularly type 2 diabetes
Medicare and Medicaid spending would see decreases of 8.5% and 11.8% if obesity-related costs were removed from the analysis
Obesity-related absenteeism translates to an estimated cost of $8.65 billion per year in lost productivity
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
7
Identifying the Problem: Obesity & Its Consequences
Obesogenic Environment
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
8
https://youtu.be/5Rm7E2e1Su8
Identifying the Problem: Obesity & Its Consequences
Obesogenic Environment.
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- 1. Chapter 4: Systems and Critical Approaches to Organizational Communication Introduction Consideration of the organismic metaphor Understanding organizations from a systems perspective Use a radical frame of reference to look at how critical approaches view organizations as sites of domination Systems Approaches Systems approaches take a more macro view of organizations, emphasizing the permeable nature of organizational boundaries Systems approaches to understanding organizations use this general idea to examine the component parts of an organization and how they work together to keep an organization “alive” General Systems Theory Ludwig von Bertalanffy suggested systems concepts for a variety of disciplines “Novel developments” include: Hierarchical order Entropy Control mechanisms Open systems http://isss.org/conferences/madison2008/20080714_1130_ISSS_
- 2. Drack.pdf 4 Cybernetics Norbert Wiener’s contribution, from the Greek word for “steersman” Control and communication theory that examines both machine and animal Especially important to studying organizational communication: System goals Feedback Entropy Gestalt (nonsummativity) The Process of Organizing Karl Weick’s definition of organizations includes: Equivocality Interdependence In his book Making Sense of the Organization (2001) Weick states that he views “organizations as collections of people trying to make sense of what is happening around them” (p. 5) Chaos and Complexity Theories Used in mathematics to help explain random occurrences Represents the collapse of order in the status quo Chaotic behavior can appear random but can be defined mathematically Complexity theory suggests nature is incredibly complex but is a result of underlying simplicity
- 3. The Organization as a System The component parts and environment of a system interact in a way that can be studied and understood Parts are interdependent or naturally reliant on one another Inputs: incoming information Throughputs: assimilation of that information Outputs: end results of throughput decisions Critical Thinking Questions – Systems Characteristics In what ways do you use feedback to make changes in your life? Does the quality of input affect the quality of the output in an organizational system? Organizational System Characteristics General terms of systems properties include: Holism: system is more than just the sum of its parts Nonsummative: results are more than simply adding together each piece Equifinality: reaching the same final state from differing initial conditions; variety of paths Entropy: process of degeneration Typical of closed systems Negative entropy: flow of information from external environment; leads to growth and sustainability Typical of open systems Subsystems and Suprasystems Departments in an organization need to be aware of what is happening in other departments There are 10 common characteristics of open systems
- 4. highlighted by Katz and Kahn (1978) Feedback: reaction or response to a process System goals: results for which energies and efforts of a system are exerted Hierarchical order: organized system of ranking Critical Approaches Based on the work of Karl Marx, critical theory examines organizations from the perspective of oppression Critical Thinking Questions – Oppression What are some classic examples of oppression and domination throughout history? In what ways do we still see some of those examples being reenacted in organizations today? Producing Dissensus Critical theorists seek to reveal how social an technological structures of organizations serve to oppress workers and create sites of domination A way to free employees from dominant restraint Karl Marx suggested a major imbalance between owners and workers in a capitalistic society Purpose of critical theory is to emancipate the oppressed Feminist Perspective Critique the marginalization and domination of women in the workplace Developed from the women’s liberation movement Calls for the abolishment of a patriarchal society Dominant and privileged male voices have limited the
- 5. advancement of women and minority groups in the workplace Case Study: Pine Ridge Indian Reservation Pine Ridge Indian Reservation is one of the poorest Native American reservations in the United States Barren land and few jobs Those who live there have passively supported goals of the U.S. government, even when not in their best interests If they develop a sense of hopelessness and accept their situation, they would be experiencing hegemony Is there a way for the inhabitants of the reservation to avoid a hegemonic situation? Hegemony and Domination Any organization can develop a hegemonic environment (intentionally or unintentionally) Some examples of ways power can be used to subordinate workers includes: Control of resources Control of technology Exertion of formal authority Control of production Control of information Critical Thinking Questions – Control What are some other forms of control in organizations? Will opportunities for such control increase or decrease as newer forms of organizing continue to take shape? Control Communication is a major mode for exerting control Critical theorists have helped to expose instances of
- 6. organizational sites of domination and resistance Organizational Justice The perception of what is fair and equitable in the workplace Distributive justice: perceived fairness of amount and allocation of rewards or outcomes Procedural justice: perceived fairness of process used to determine distribution of rewards Interactional justice: perceived degree to which an individual is treated with dignity, concern, respect Certified B-Corporation New form of organizing emerging in the United States Committed to conducting business that is profitable and considers the impact on employees, community, and environment Triple bottom line: people, planet, profit Context Matters For-Profit Organization Large corporations can adjust overall system to compensate for divisions that are struggling Entrepreneurship – Small Businesses Struggling parts of a small system felt more quickly Nonprofit Organizations Negative press for partners can affect nonprofits Government Sector Change to one component can lead to systemic changes
- 7. Chapter 5: Cultural Approaches to Organizational Communication Introduction Culture affects communication Culture can create barriers that prevent us from understanding others Ideologies and paradigms guide our thinking and impact our understanding of the world around us Case Study: Avianca Flight 052 Avianca Flight 52 was flying from Columbia to New York Due to poor weather, the flight had been repeatedly held up, leaving both pilots panicking about fuel levels After Air Traffic Control again told them to wait, the pilots did not question the command After running out of gas, the plane crashed, killing half of the passengers What cultural dimensions may have influenced this event? Defining Culture The acquired learning of a group that gives its members a sense of who they are, of belonging, and works to make that group recognizably different from other groups Organizational culture is very similar to traditional culture in
- 8. that it provides a system of shared values, beliefs, and holds meaning to employees Globalization and Culture Globalization has a tremendous impact on the way we communicate between and within organizations Geert Hofstede (2001) created a model of five dimensions that act as a broad framework for understanding the cultural differences between nations Power distance Individualism/collectivism Uncertainty avoidance Long-term vs. short-term orientation Masculinity and femininity Case Study: The New Job and Organizational Culture Zeb served for five years as the branch manager of an established local bank Zeb always adhered to the rules of operation that governed customer and employee expectations Though satisfied with his job, Zeb took an opportunity to work at Google Zeb was startled by the very different culture of Google’s expansive office complex, group lunches, opportunities for innovation and creativity, and flexible work hours Why is a workplace like Google so appealing to many? Organizational Culture Defining organizational features of a company, that separates that company from others in terms of operations, employee relationships, and interorganizational behavior
- 9. Moving from one organization to another can prove difficult when the organizational cultures are vastly different Substantial differences can cause culture shock in new employees Work Environment Characteristics of the work environment are dictated by organizational culture Expectations of time When does the business day begin and end? How many hours and days of the week are expected? Expectations for dress What is appropriate for the workplace? Expectations of communication behaviors Southwest Airlines – fun and hard work Critical Thinking Questions - Environment What are the time expectations for your classes? What are the dress expectations at your institution? What are the behavioral expectations at your institution? Organizational Commitment Commitment to organizations is changing, as college students now average over 10 job changes in their lifetime Different generations experience different life conditions, which influences commitment to the job
- 10. Increasing choices and opportunities impact our lives in many ways, including careers Organizational Identity Core aspects of an organization’s culture include: Innovation and risk-taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability Organizational Subcultures Cultures are not always uniform in organizations Subcultures have unique values, attributes, or behaviors According to Schein (1983), organizational cultures become . . . a pattern of assumptions that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel . . .” (p. 14) Critical Thinking Questions – Subcultures What are some examples of subcultures at your institution? How do those subcultures still maintain their organizational identity? Changing Organizational Culture Is it possible to “make” organizational change happen?
- 11. Material symbols, rituals, and even specific language used by an organization can be used to reinforce, differentiate, and strengthen culture Strong organizational cultures are pervasive but knowing when to adapt and change the organizational culture to better fit the competitive environment is sometimes difficult Paradigm Shifts & Organizational Culture Defined as a set of rules and regulations, paradigms do two things: Establish and define boundaries Tell employees how to behave inside those boundaries to be successful Paradigms are effective at standardizing interactions, but can become a hindrance if they prevent organizations from seeing opportunities outside that specific thought pattern At the individual level, paradigms can interfere with our ability to see the value in other cultures, both ethnic and organizational Critical Thinking Questions - Paradigms How do your paradigms help navigate your everyday lives, and how can they hinder you? How do your paradigms influence your communication styles and behaviors? Context Matters Consider the implications of organizational culture in the context of these different types of industry segments: For-profit organizations
- 12. Entrepreneurship – small business Nonprofit organizations Government sector