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.
Power Dynamics and Influence Tactics
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 Management and Resolution
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.
Organizational Structure and Design
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.
Organizational Development (OD) and Change
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.
