- Adaptive Structuration Theory (def)
- Groups and organizations create structures, which can be interpreted as an organization's rules and resources. These structures, in turn, create social systems in an organization. Groups and organizations achieve a life of their own because of the way the
- AST (assumptions)
- Groups and organizations are produced and reproduced through the use of rules and resources; communication rules serve as both the medium for, and an outcome of, interactions; power structures are present in organizations and guide the decision making pro
- AST (critique)
- good scope and is heuristic, maybe not parsimonious, difficult to read and understand
- AST (elements)
- Agency and Reflexivity (behavior or activities used in social environment; person's ability to monitor actions or behavior), Duality of Structure (rules and resources used to guide organizational decisions about behaviors or actions), social integration (
- AST(creators)
- Giddens (Poole, Seibild, McPhee)
- Communication Performances
- ritual (regular and recurring) [personal (routines), task (job-specific), social (relationships), organizational (organizaion as a whole)], passion (stories), social (good relationships and work environment), political (power), enculturation (becoming mem
- Conflict Management
- avoiding (av, stay away), obliging (ob, let others have it), compromising (co, give-and-take), dominating (influence or authority), integrating (collaberation for solutions)
- Face-Negotiation Theory (def)
- How do people in individualistic and collectivistic cultures negotiate face in conflicts? Face-Negotiation Theory is based on face management, which describes how people from different cultures manage conflict negotiation to maintain face. Self-face and o
- FNT (assumptions)
- Self-identity is important in interpersonal interactions, with individuals negotiating their identities differently across cultures; the management of conflict is mediated by vace and culture; certain acts threaten one's projected self-image (face).
- FNT (critique)
- heuristic, maybe some faults with logical consistency (clarification)
- Groupthink (antecedents)
- group cohesiveness, structural factors (group insulation, lack of impartial leadership), group stress or pressure
- Groupthink (assumptions)
- Conditions in groups promote high cohesiveness; group problem solving is primarily a unified process; groups and group decision making are frequently complex
- Groupthink (creator)
- Janis
- Groupthink (critique)
- very heuristic, narrow scope, validity problems (goal and assumptions clash), withstood test of time
- Groupthink (def)
- Highly cohesive groups frequently fail to consider alternatives to their course of actions. When group memebers think similarly and do not entertain contrary views, they are also unlikely to share unpopular or dissimilar ideas with others. Groupthink sugg
- Groupthink (prevention)
- Require Oversight and Control, Embrace Whistle-Blowing, Allow for Objection, Balance Consensus and Majority Rule
- Groupthink (symptoms)
- Overestimation of group (illusion of invulnerability, belief in the inherent morality of the group), Close-mindedness (out-group stereotypes, collective rationalization), Pressures toward uniformity (self-censorship, illusion of unanimity, self-appointed
- OCT (assumptions)
- Organizational members create and maintain a shared sense of raganizational reality, resulting in a better understanding of the values of an organization; the use and interpretation of symbols are ritical to an organization's culture; cultures vary across
- OCT (creators)
- Geertz, Pacanowsky, and O'Donnell-Trujillo
- OCT (critique)
- very heuristic, high utility, maybe lacking in logical consistency? (is there shared meaning?)
- OIT (assumptions)
- Human organizations exist in an information environment; the information an organization receives differs in terme of equivocality; human organizations engage in information processing to reduce equivocality
- OIT (critique)
- slightly small utility, very heuristic, no logical consistency (paths not always clear cut)
- OIT (influences)
- General System's Theory and Darwin's theory of Sociocultural Evolution
- OIT (key concepts)
- Information environment (availability of stimuli), information equivocality (make sense of stimuli), rules (guidelines to analyze stimuli), cycles (act, response, adjustment)
- Organizational Culture Theory (def)
- Peopel are like spiders who are suspended in webs that they create at work. An organization's culture is composed of shared symbols, each of which has a unique meaning. Organizational stories, rituals, and rites of passage are examples of the culture of a
- Organizational Information Theory (def)
- THe main activity of organizations is the process of making sense of equivocal and ambiguous information. Organizational members accomplish this sense-making process through enactment, selection, and retention of information. Organizations are successful
- Reducing equivocality
- Enactment (interpretation), selection (methods chosen), retention (memory)
- Social Power
- Reward (praise), Coercive (punishment), Referent (who you know), Legitimate (title or position), Expert (what you know)
- ST (assumptions)
- Material life (or class position) structures and limits understandings of social relations; when material life is structured in two opposing ways for two different groups, the understanding of each will be an inversion of the other. The dominant group wil
- ST (critique)
- little utility (essentialism (everyone is the same), dualism (one is good and one is bad))
- ST (epistomology and ontology)
- all knowledge is a product of social activitym and thus no knowledge can be truly objective; cultural conditions differ and produce distinct communication patterns; one should undertand distinctive features of women's experience; one can only know the exp
- ST (key concepts)
- standpoint (position), situated knowledges (knowledge is based in context), Sexual division of labor
- Standpoint Theory (def)
- People are situated in specific social locations; they occupy different places in the social hierarchy based on their membership in social groups. Because of these social locations, individuals view the social situation from particular vantage points. Tho
