The document summarizes key concepts in mass media and management theory. It discusses the rise of mass media in the 18th-19th centuries due to technological innovations and urbanization. In the 20th century, media became more concentrated as family-owned newspapers were replaced by corporations. The document also reviews the concept of free marketplace of ideas, the 1st Amendment, and laws governing access to information like the Freedom of Information Act. Different management theories are outlined, including Theory X, Y and Z as well as the principles of Fayol, Taylor and characteristics of effective management.

1. JMS440 FINAL REVIEW 12/15/2014 6:23:00 AM
100 Questions, same scantron
The rise of mass media
 Roots in 18th/19th century
 Factor that contributed to mass media PG 15
o Industrial revolution
 Innovative technology-made possible the large
circulation dailies
 Media factories
o Urbanization (movement to urban centers)
 Wider audiences- driving out competition
o Education/rise in literacy
Media concentration 20th century PG 17
 Decline in family ownership- Usually after three generations the
newspaper is turned into a new business- in terms of its financial
structure and vision.
 New tech (more options for consumers)
 Tax laws/business climate favoring corporate expansions- virtually
impossible to shelter family wealth beyond the third generation
 Conglomerates taking over media industries- Instead of claiming
huge profits- project revenues and frequently buy new businesses.
The system encourages companies to reinvest in themselves and
get bigger.
PG13-14 Free marketplace of ideas
 John Milton- Mid1600’s
o Argument for public discourse
 Opposed the practices of the English government
 argued against the king because he (and the monarchy)
determined what info was available to the public.
 “Only when ALL ideas are on the table can truth be
determined”
 Place DISCOURSE above all other freedoms
o Free marketplace of ideas—only when public is exposed to
variety/different POVs can they make their own decisions. In
that free market place, the truth would eventually rise.

2. o “give me liberty to know, to utter, and to argue freely
according to conscience, above all liberties”
 1st amendment was modeled after FMOI
1st amendment PG 316
 congress shall make no law…
 Intended to prevent the government from interfering from the “free
market place” of ideas
1st amendment protections—inalienable aka the govt isn’t granting, it’s
protecting. Apply to everyone
 freedom of speech
 freedom of the press
o media is the only industry that has written in protections in
the constitution
o Press is an extended word which means mass media in
general
 freedom of religion
 freedom to petition
 freedom of assembly
Watergate and the press
 Goal of the Washington Post in exposing scandal
 Eventually led to Nixon’s resignation
 “All the President’s Men”- Bob Woodward and Carl Bernstein,
Ben Bradlee (editor)... they reported on the Watergate scandal
 Deep throat- Watergates whistle blower- news source who
provided sensitive leaks
Prior restraint PG 317
 Governmental prohibition imposed on expression before the
expression actually takes place
 Dissemination of material in advance because of its message-preventing
people of ever receiving the information.
 First amendment framers wanted to eliminate prior restraint
 Only available to the government/government agencies, not to the
individual.

3.  Prior restraints are usually attempted through a court order:
INJUNCTION”
 Legal when…
o National security is at risk
o Material is deemed obscene
o Material would incite people to engage in unlawful behavior
(imminent violence or overthrow of the govt)
o Material includes “fighting words” (language that presents a
danger of imminent violence)
 Most famous case involved Prior Restraint
 Daniel Ellsburg- Released the Pentagon papers
o The papers showed that the war was “unwinnable”
o And many more causalities were forecasted than the
American public had been told.
o He tried to release the information
o He went to the NY Times
o Published the excerpts June 16,1971
o Federal law prevented them from published and they were
told to cease publication
o NY Times refused to cease
o Ultimately the government could not prove that national
security would be compromised
o This changed the view of the war
o First whistle blower
Access to public info
 freedom of Info Act—federal law that guarantees/protects the
public’s right to obtain info from federal government agencies.
Freedom of information Act
 Enacted in 1966
 Federal law that establishes the public’s right to obtain info from
federal agencies
 “any person” can file a FOIA request, including US citizens, foreign
nationals, organizations, associations and universities.

4.  Not a blanket open door for any kind of info.
 Exceptions:
o National security info, personnel info, confidential business
info.
o Congress, the federal courts, and parts of the Executive Office
of the President that function solely to advise and assist the
president, are NOT subject to the FOIA.
Public access CA STATE LAWS
 CA public records Act—state law that governs access to info.
Modeled after FOIA.
 Open meetings act—state law that requires open meetings at the
state level.
 Brown act—state law that requires open meetings at the local level.
Shield laws
 Grants journalists some means of protection against being forced to
reveal confidential information or sources.
 49 states and the District of Columbia have some form of shield law
 State shield law does not protect you if it pertains to federal law
 current controversy—to whom/what kind of journalists do they
apply to? (Should it include bloggers?)
 The most recent proposal to congress for a shield law
o Free Flow information Act
o The government cannot force anyone to provide information
without showing why there is a need to do so.
o Imminent and actual harm
o There wouldn’t be any kind of an absolute privilege.
o Instead, there would be a litigation process. (Up to the
courts)
o Who would be covered in the Federal Shield Law?
o Don’t look at the job description. Look at the act of journalism
 The person must regularly gather news and information
on matters of public interest for the purpose of
disseminating that information to the public and must

5. have doing so at the time he or she gathered
information from a confidential source.
Yellow Journalism
The two newspapers which ran the Yellow Kid, Pulitzer's World and Hearst's
Journal American, quickly became known as the yellow kid papers. This was
contracted to the yellow papers and the term yellow kid journalism was at
last shortened to yellow journalism, describing the two newspapers' editorial
practices of taking (sometimes even fictionalized) sensationalism and profit
as priorities in journalism. Yellow journalism—although it is proven to
increase viewership, most traditional news media does not use it (credibility)
Effective management—characteristics PG 39-40
 Vision of where they want their employees and the company to go
 Ability to communicate that vision to others
 A talent for building trust in others
 Ability to positively manage themselves
Henri Fayol PG 41-42 Functions of management
 Fayol’s principles (there are 14 that can be found in book, she
wants us to focus on the following 3)
o 1st- Division of Labor to be accomplished into appropriate
departments and teams. Specialized tasks based on
individuals work
o Equity- overriding sense of fairness
o 14th-Espirit de corps- Not quantitatively focused
 Must have a positive spirit within an organization
 Managing the attitude of people toward their work
 Managements responsibility to have morale within
employees
 positive moral has a direct effect on the employees and
 Controversial for his days
o Meaningful remuneration- compensation other than money
like paid vacation
Frederick Taylor- Scientific Management PG 41-42
 Worked in steel mills/mining

6.  Most effective use of labor
 Wanted to figure out ways to get maximum output
 To Taylor, to more productive the worker was, the happier he was-humanistic
considerations
 Theory of incentive pay- Now has evolved throughout companies
and includes complex formulas.
o Compensation for good work. NOT quotas; re-numeration.
 Critics- too much focus on financial reward.- Utilitarian approach
may be negative if employees view their payout as a indicator of
their worth.
Management theory—theory X (more authoritative)
 People don't really want to work and will try to avoid doing things
 Managers must control and coerce workers to do their jobs
(negative reinforcement)
 Workers are not motivated, don't desire responsibility and prefer to
be directed.
Management theory—theory Y
 Work is viewed as a natural part of life people do not inherently
dislike it.
 Workers want to achieve goals to which they are committed
 People will commit to goals they view as producing personal
rewards (not necessarily monetary).
 Workers will seek out and accept responsibility
 Frequently workers intelligence is not fully used
theory Z (less of management theory and more of organization)
 Longer-term employment- more stable employment with an high
value on experienced workers.
 Relatively slow advancement- promotion is a process of growth and
not a short term reward.
 Cross departmental- Management experience in various
departments- better sense of the entire organization
 Attention to fit and suitability od decisions- makes sure it had as
many facts as possible but still uses intuitive sense and feelings

7. about itself and its market to reach final decisions. Doing the right
thing for the company in the long run.
 Holistic attitude with a sense of family
 Attention to how and if individual and company values fit
 Emphasis on participative decision making and consensus- ultimate
decision is one persons responsibility, but with much consideration
from others.
“machine” organizations PG 57
 substantial specialization of jobs- little margin for performance up
to the individual
 fairly rigid command and control where formal decision-making
policies
 job grouping where similar skills are brought together and define
departments
 numerous subordinates in a narrowly defined specialty area for
each supervisor (narrow span of control)
 tendency towards substantial and frequent supervision
VS
“professional” orgs PG58
 wide job latitude- significant control over what is done and how it is
accomplished.
 loose command and control- Informality in the work environment,
which encourages collective, consensual decision making
 broadly defined departments and divisions- multifaceted teams
 limited managerial supervision generally approached as a
coordinating activity more then controlling one.
 sense of professional ethic, w/work as a higher-level activity that
has a greater social purpose.
 Great social purpose
 Media relations falls into this category!
Perception PG 68

8.  Difficulty within orgs (including media orgs) because they’re made
up of individual and varying Points Of Views
 Terministic screens
o Concept that we all see the world and what happens around
us through filters, which is how we make sense/how we see
the world
 Based on experiences, biases, upbringing, belief
system, etc
 Through which a person views the world and relates to
it can be difficult to define
Selective influence theory PG 70
 Selective attention—we filter out “clutter” and information we view
as less important in order to focus on what really matters to us or
we perceive as important.
 Selective perception—cognitive differences- we perceive meaning
and value based on our values, attitudes and prior knowledge.
 Selective action—We choose whether to act on, ignore or “file”
info/communication
Maslow’s hierarchy of needs PG 75
 The needs of the previous level must be met
 Pyramid top—self actualization
o A sense of fulfillment, deeper meaning in life’s
accomplishments; a sense of happiness
o You are loving to your highest potential
o Goal is to get to the top of the pyramid
 Esteem
o You've acquire the skills that lead to honor and recognition
o Positive regard to self and others
 Love and belonging
o Achieving deeper, more meaningful relationships
o Friendship, love, social affiliation
 Safety and Security- from external threats
o Home, sweet home
o Feel safe-stability

9.  Pyramid bottom—physiological needs
o Food water sleep shelter- basic survival needs
o
o
B=f(SO) PG 83
—behavior is a function of the situation and the organism (person)
 Too often we focus on the behavior without looking at the cause
 Behavior is more easily predicted if we understand the situation and
organism
 To create good behavior; set people up for success
 Behavior is what is observable of us
 Behavior looked at in isolation tells us very little
 “Stakeholders”- increasingly invested and perceive a sense of self in
the organizational context
 your subordinates are not you
 be aware of what motivates others
 media people have a sense of “calling”
 extrinsic- external comfort- symbols of worth
 intrinsic- internal comfort- feeling of worth

10. Cardinal rule of management: treat others as you would want to be treated.
Equity theory PG 89
—when workers do not believe there is equity in their work environment,
they try to restore the balance by whatever means are available and
necessary, including:
 Changing the way tasks are done
 Making suggestions for improvement
 Creating the illusion of productivity
 Withdrawing—physically or psychologically
Causes: lack of knowledge, management plays favorites, the “stars” are
viewed as getting special treatment, too much control and coordination
which organizations grow large
Justifications: some positions require more “talent”
Media “Stars”- news anchors, newspaper columnists, special reporters, or
other people who are highly promotable as audience draws.
Expectancy theory PG 92
 Based on knowledge, experience and past practice, workers assume
certain outcomes will result from their actions
o Behavior = predictable outcome
 Based on two routes/ “outcome paths” to motivate workers
o The probability that effort produces desired performance
o The probability that performance produces a desired outcome
o effort ----> performance ----> outcome
Malicious compliance Syndrome PG 104
Book EX: Management deleting games off employees computers.
 Treating a symptom instead of the cause.- angering employees
 Employees may have high productivity and come in early/leave late
to play games.
 In turn, now employees are less motivated to work.
 Creates an “us verses them” mentality

11. —doing work that appears to comply with directives and organizational
goals, but that really harms effectiveness. (sometimes difficult to detect, can
be very detrimental to the org)
 Pretending to work hard, when real productivity and creativity is
reduced
 Doing only what the job description says with no circumstantial
adaptation.
Media organization manifestations may include
 Intentionally overlooking or downplaying something to reduce
effectiveness
 Doing work that could be done extraordinary in a mundane but
acceptable way
Better Solution: Adjusting work flow
 More prevalent where employees don’t trust managements and
there is a lot of turnover
Measuring effectiveness PG 111
Media organization effectiveness – What (or who) determines
effectiveness?
 Who EVALUATORS:
o shareholders
o employees
o customers
o society
 What MEASURES:
o profitability
o reach
o critical acclaim
o adherence to the mission
NOTE-There is a danger of adopting too narrow a view of effectiveness
Internal variables PG 113
 Employee social interaction (ie team atmosphere or formal
hierarchy)
 Office politics- (backstabbing, trying to get ahead = negative affect
on the organization)

12.  Labor atmosphere and turnover of personnel- (disruptive. too many
new people trying to learn the ropes. constantly having to train
people only to have them leave)
External variables PG 113
 Changing competitive situation
 Audience/customer perceptions
 Public attitude during crises (ie to whom do people turn for news
and info hen something big happens, the media outlet of record)
 Attitude of regulators (ie FCC, FTC)—TV, radio, NOT PRINT
Analysis of organizational effectiveness PG 113-14
 Structuralists- external forces have considerable impact on the
choices available
 Strategic choice- management influences- the environment is used
as a precondition to decide where to focus there efforts- based on
the best chance of success.
 Collective action- changes with the environment- intertwined
 Natural selection- Darwinism
o Either appropriate to the environment and surviving or
inappropriate and dying
o Are media experiencing this?
Goal Based Management- advantages PG 130
 Specificity- concise and clear measures of success- (goals should
never be so vague as to be immeasurable. they will also be easier
to obtain. if done properly, the goals will be clear.)
 Consistency- productivity benchmarks- don’t have inconsistent
goals. EX: “provide detailed consumer follow up for every client/
develop 30 percent more new clients”
 Suitable challenges (appropriate to person/task)- goals have to be
attainable. It is beneficial for the subordinate to particulate in
setting the goal because then they have a personal stake in
achieving the goal.
Goal based Management—disadvantages PG 131

13.  Can erode organizational cohesiveness, producing internal conflict
when one groups or individuals goals conflict with another’s.
 It is hard to manage and prone to game playing, which may
increase office politics
 Presumes stability despite other rapidly changing conditions. Once
set, goals have a habit of becoming inflexible.
 Can be management crutch that focuses only on goals, not the daily
processes involved.
Management by walking around PG 136
 Management by walking around
 Unscripted, unscheduled. Don't go out at the same time.
 Informal, casual. Encourages people to talk in a different way rather
than a formalized meeting.
Types of communication PG 143
 Formal vs informal
o Formal—memos, postings, letters
o Informal—conversations in the coffee room
o Formal channels of communication are authorized, planned
and regulated by the organization, and are directly connected
to its official structure. Thus, the designated structure of the
organization indicates the normal paths of downward, upward
and lateral formal communication. Informal channels of
communication are not controlled by the organization;
instead, they develop through the interpersonal activities of
people at work
Vertical vs lateral PG 145-47
 Vertical- following hierarchy within organization from top to bottom
or bottom to top. Formal or informal.
 Lateral- : works across groups. Formal or informal. No need to
involve upper management- across departments, across people of
same stature. The organization and its members create a climate of
communication that is a combination of what members expect and

14. do. Their expectations and their actions continuously interact with
organizational processes and practices
Lasswell’s communication model PG 143
 Who says what, in which channel, to whom, with what effect?
 Receiver decodes info, seconder encodes info (telephone game)
 Encodes—body language, tone of voice,
 Decode—biases, what we think is said, emphasis on what is said
Rumor Mill PG 148
 Pros
o Speed of distribution. Nothing travels faster than a rumor
o Generally it is reliable (75% of rumors are true)
o Information channel crosses organizational structure
o Information sharing helps builds personal interrelationships
and mutual team reliance through information inclusion
o Good to test ideas and gauge peoples feelings about an idea
 Cons
o No control of content. All info is in the “MILL” true or false
o False info gains credibility as it is passed around, becoming
an accepted truth
o People and organization can be damaged by false or
inappropriate information
o Organizational cohesiveness can be eroded by personality
cliques fed by informal gossip cells.
Position power factors PG 154
 Centrality—The person is the hub of information, at the center of
things, and around whom the organization seems to turn. If it
happens this person knows it and is sought out by others.
 Criticality—being critical to the accomplishment of organizational
activities. Power is not only vested in those a the policy level
 Flexibility—the range of options people have for accomplishing their
work, the amount of discretion they have in how things are done.
 Visibility—being seen as having influence over others and the
accomplishment of tasks

15.  Relevance—The individual is relevant to organizational priorities,
daily work processes, and organizational success.
French and Raven’s power typology PG 154
 Legitimate power—officially acquired through title or formal role
 Reward power—ability to provide something beneficial to another
 Coercive power—ability to affect others negatively: Bullying
 Expert power—power of knowledge over those who do not have the
same expertise
 Referent power—Individuals attractiveness to others
Leadership traits Bennis and Nanus PG 175
 Attention through vision- to have vision of tomorrow
 Meaning through communication- enable to leader to get that
vision, that dream of what can be, across to his or her subordinates
so they, too, are infected by it, convinced of its achievability.
 Trust through positioning-trust you to accept your vision and
believe its possible
 The development of self through 1) positive self regard 2) the
Wallenda factor – the ability to manage one self.
Controlling Approaches PG 180
 Authoritarian—directed style of command and control in which
members are told what to do
 Bureaucratic—tends to use established processes/procedures as
justification for much of what is accomplished. Decisions are made
by following rules/regulations. “By the book”
 Democratic—perceives everyone as having a vested interest in
outcome/goals of activities. Collaborative, working together as a
team is best to get goals accomplished. *media orgs tend to be
democratic. Everyone has an important role to plan
 Charismatic—power of personality. Leader’s personal attractiveness
serves as the catalyst for action. Its up to the leader to inspire
emotional attachments

16.  Laissez-faire—the “hands-off” approach. Employees are left to do
what needs to be done. Highly dependent on employees who are
motivated and responsible
Powell’s formula (Collin Powell)
 P = 40 to 70
 P (probability of success) = 40 to 70 (percent of information)
 If he has less than 40% he doesn't have enough info to make
decision. If it’s above then he’s letting time pass analyzing
 when beyond 70% you spend too much time over analyzing
 you should have no less than forty percent and no more than
seventy percent of the information you need to make the decision
 intuition is what separates the great leaders from the average ones.
Decision tree PG 215
 —provide war to visualize main alternatives and their subordinate
probabilities. They also offer a way to more effective make
decisions under conditions of uncertainty.
 a way to visually look at alternatives of decisions and to determine
the risks of those options based on what we know and don’t know.
Drucker’s model for decision making
 Step1—define problem
 Step 2—analyze problem
 Step 3—develop alternative solutions
 Step 4—decide upon best solution
 Step 5—implement decision effectively
 Step 6—monitor and adjust *many forget this part!!
 Process ends when you adjust for unattended consequences, things
that you couldn't factor into your decision making
Demographics vs psychographics
 Demographics—gender, ethnicity age, income, commute time, level
of education
 Psychographics—values, attitudes, opinions, interests, lifestyles.

17. The Abilene Paradox
 Influence of group think
 People either agree to things they wouldn't normally agree to, wont
speak up. Group think isn’t always good/can be detrimental
because you don't always hear all sides.
Roosevelt—fireside chat
 1st politician to use media to have 1-on-1 relationship w/public
 talked in personal way
 1933- effort to raise spirits during the great depression. He used an
informal type on communication to talk about the nations crisis.
Interpersonal communication but on a scale for millions.
POWERFUL VS. LIMITED EFFECTS PG 272
 Powerful effects theory—audience is considered passive and able to
be manipulated by the mass media (propaganda)
 Limited effects theory—audience is seen as filtering the messages
that come to them via the mass media, often ignoring those that
conflict with preconceived ideas or values. Those messages that
support pre-existing ideas are used as reinforcement (selective
influence)
Agenda setting theory
 Views media as instrumental in defining important issues in public
discourse
 Media can tell people what you think ABOUT (setting the agenda for
public discourse), but not what to think about those issues.
 the media is instrumental in defining the “important” issues in
public disclosure. It can tell people what to think about, but not
regarding what to think regarding those issues.
Uses and gratification theory (pg 274)
People engage w/media
 To get info
 As a source of personal identity reinforcement or as behavior
modeling

18.  To provide social integration/interaction
 For entertainment purposes
Organizational decline—types and triggers
 External-type K
o Competition (new and improved)
o Technological innovation
o Changes in direction in the industry
 Internal-type r
o Deterioration in the quality of the product
o Failure to recognize…(get rest from pic)
Disruptive change
 Irreversible (rather than cyclical)
 Means the entire industry will be operating from a different
business model in the future
Challenges to managing disruptive change
 Failure to ID disruptive change early enough
 Failure to allocate adequate resources toward projects aimed at
innovation
 Forcing initiatives that address disruptive chance into existing
business models or structure
Effects of organizational decline
 Uncertainty/anxiety
 Turbulence
 Conservative, defensive behavior
 Centralized decision making
 Decreased information flow
 Authoritarianism
 Eroding morale
 Reduced creativity and innovation
Suing for Libel
 Must be alive (dead cannot sue)

19.  Must be intended party
 No governmental agency or group can sue for statements about its
performance
 If a member of a group sues for what is said about the group,
he/she must be able to prove that the group is small enough that
his/her reputation would have been affected.
What constitutes libel (pg 325)
 Publication
 Identification
 Defamation
 Falsity
 Fault—depending on the status of the subject, one of two
thresholds must be met:
o 1) public figures/officials:
 must prove actual malice, which means that the
defendant knew the statement(s) was false OR showed
reckless disregard for whether the statement was true
or false
o 2? Private individuals:
 must show only that the ….
Defense against libel
 Truth—burden is on the plaintiff to prove that the statement was
false. Truth is the ultimate defense.
 Statute of limitations—period of time in which a lawsuit must be
filed. If that time period …
 Consent—if someone agrees to be interviewed or to provide info,
he/she cannot later claim libel if the story is an accurate
representation of his/her comments.
 Privilege—media rely in info from privileged sources (those who are
protected from libel suits…)
 Fair comment—type of conditional privilege. Reviewers can pass
judgment on books, movies, restaurants, etc. bbut must give
context to their opinions
 Opinions—expression of opinion are

20. Regulation of commercial speech—advertising does not have same
protection as media recording
Miller test
 3pt test for obscenity (based on supreme court 1973 decision in
Miller v CA)
 “whether avg person, applying contemporary community standards,
would find that the wrk, taken as a whole, appeals to..”
 “whether the work depicts or describes, in a patently offensive way,
sexual conduct specifically defined by the applicable state law”
 “whether the work, taken as a whole lacks serious literacy,
artistic…”
regulation of broadcast media
 scarcity of the spectrum—
o electromagnetic spectrum—“airwaves” belong to the public
o theres limit to how many people can use the airwaves
o those who are granted licenses to broadcast TV or radio
progrmming must do so in the public…
pervasiveness of broadcasting
 radio and TV programming is everywhere
 much of broadcast program is out of the indiv’s control
effects on children
 effects of broadcasting are more profound on children than on
adults
 brad has more of
Cable
 must-carry rules
o give local broadcasters priority carriage over cable systems
and ensure stations are available to the local audience
o franchise rules
 cable systems use public rights-of-way and must obtain
franchise agreements in order to use those facilities.

21. Indecent material is protected by the 1st amendment and cannot be banned
entirely. May be restricted in order to avoid its broadcast during times of
day when there’s reasonable risk that children may be in audience.
Indecent broadcast—both…
Copyright
 Protects “original works of authorships” that are fixed in a tangible
form of expression
CR exceptions
 Govtal material (produced by employees)
 Material produced for a media org (by employees)
 Freelance material
Fair use considerations
 How was CR material used?
 What was the nature/intent of CR work?
 How much of CR material was used, and what part of it was used?
 What is the effect on the marketability of the material?
Employment law
 Title VII of the civil rights act of ’64—prohibits discrimination (incl
preggo, childbirth and related conditions; includes citizenship)
Equal pay act of 1963
 Prohibits wage discrimination based on gender. Requires equal pay
Age discrimination in employment act of 1967
 Ppl aging 40+ are protected class
 Includes promotions within a company
ADA of 1990
 Prohibits discrimination against disabilities(mental and physical)

22. Immigration reform and control act of 86
 Cannot ask of the legalization status of a person
 Employers are obligated to verify
 Must have same standards for all (ie you cant ask social sec
number of one and not another)
Genetic info nondiscrimination act of 08
 Prohibits discrimination based on genetic info
EEOC
 Enforces all federal laws against discrimination in workplace
Sexual harassment
 No federal law that bans discrimination on sexual
orientation/gender identity
 CA is the only one who does
2 types of harassment
 qui pro quo--something for something
o occurs when employment decisions or expectations—hiring,
decisions, promo, salary increases, etc.
 hostile work environment—verbal or nonverbal
o focuses on sex orientation of another person or occurs
because of the person’s gender
o unwanted or unwelcome
o severe or pervasive enough to affect the person’s work
environment
retaliation
 against the law to retaliate against someone who filed a case of
sexual harassment

23. 12/15/2014 6:23:00 AM

24. 12/15/2014 6:23:00 AM