Organizational Behavior: Communication, Power, and Conflict Management

Written on June 4, 2026 in with a size of 2.68 KB

Core Functions and Communication Processes

Control and Motivation: Two primary functions of communication.
Sender and Feedback: The first and last steps of the communication process.
Communication Model: Sender, Encoding, Message, Channel, Decoding, Receiver, Noise, and Feedback.
Barriers to Communication: Selective perception, language, emotions, information overload, and silence.

Chain: An example of a formal small-group network.
Power Tactics: Legitimate power, reward power, exchange, pressure, rational persuasion, inspirational appeal, and consultation.
Dependency Factors: Importance, scarcity, and non-substitutability.

Conflict Transitions: Traditional view and interactionist view.
Conflict Conditions: Lack of communication and personal variables.
Conflict-Handling Intentions: Competing, collaborating, avoiding, and accommodating.
Resolution Techniques: Problem-solving, avoidance, smoothing, and altering human variables.

Departmentalization and Work Specialization: Bases for grouping jobs.
Organizational Strategy: Innovation strategy and imitation.
Environmental Uncertainty: Capacity and complexity.
Mechanistic Model: Characterized by extensive departmentalization, high formalization, limited information networks, and centralization.
Organic Model: A flat structure using cross-functional teams, low formalization, comprehensive information networks, and participative decision-making.

Forces for Change: Technology and social trends.
OD Values: Participation and confrontation.
OD Techniques:
- Sensitivity Training: Unstructured group interaction to change behavior.
- Survey Feedback: Using questionnaires to identify perception discrepancies.
- Process Consultation (PC): Assisting clients in identifying and improving process events.
- Team Building: Increasing trust and openness through high interaction.
- Self-Promotion: An example of an Impression Management (IM) technique.

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