TAILIEUCHUNG - Ebook Organizational behavior (8th edition): Part 2

(BQ) Part 2 book "Organizational behavior" has contents: Communicating in teams and organizations, power and influence in the workplace, leadership in organizational settings, designing organizational structures, organizational culture, organizational other contents. | chapter 9 learning objectives Communicating in Teams and Organizations After studying this chapter, you should be able to: 9-1 Explain why communication is important in organizations, and discuss four influences on effective communication encoding and decoding. 9-2 Compare and contrast the advantages of and problems with electronic mail, other verbal communication media, and nonverbal communication. 9-3 Discuss the relevance of synchronicity, social presence, social acceptance, and media richness when choosing the preferred communication channel. 9-4 Discuss various barriers (noise) to effective communication, including cross-cultural and gender-based differences in communication. 9-5 Explain how to get your message across more effectively, and summarize the elements of active listening. 9-6 Summarize effective communication strategies in organizational hierarchies, and review the role and relevance of the organizational grapevine. S tewart Butterfield dislikes email. “When I open my email it’s a giant casserole of email from family, friends, people we work with outside our organization. . . . It’s garbled,” complains the Silicon Valley entrepreneur who cofounded Flickr and more recently Slack. Butterfield (shown in photo) also dislikes how email directs messages to specific people that others cannot later access. “In email-based organizations, whether you are the chief executive or a junior employee, you have a very narrow slice and everything else is forever opaque for you.” Butterfield believes that the future of organizational communication is a real-time channel-based platform, such as Slack, in which anyone can create a channel and invite others into its conversations. “It’s a messaging app for teams that is meant to encompass the whole spectrum of communications,” Butterfield enthuses. “It’s all your communication 246 in one place, instantly searchable, and available wherever you go.” Slack is mainly

• Kinh tế học
• Organizational behavior
• Designing organizational structures
• Organizational culture
• Organizational change
• Communicating in team
• Lecture Organizational behavior
• Organizational behavior theory
• Organizational structure
• Leading organizational change
• The unfreezing stage
• Individual behavior
• Organizational context
• Organizational design
• Management in organizations
• Leadership in organizations
• Internal locus
• Outcomes of stress
• Script schemas
• Person schemas
• Job satisfaction
• Emotional intelligence
• Motivation theories
• Needs theory
• Individual motivation
• Performance management cycle
• Formal teams
• Informal groups
• Team performance
• The team building process
• Decision making
• Moral dilemma
• Conflict in organizations
• Negotiation in organizations