How truthful a message is that has been received.

Step in the disengagement process when an organizational members actually leaves the organization.

Challenging Albert and Whetten’s thesis that organizational identity is enduring, Dennis Gioia and his colleagues argued that identity has the quality of adaptive instability as external feedback and events trigger challenges to an organization’s image and the organization responds by reflecting on how it sees itself and how others see it.

Organizational orientation described by James C. McCroskey and Virginia Richmond that depicts a follower who is disgruntled by the existing hierarchical structure, the tasks they are assigned, and/or the organizational goals.

Role taken on by a human performance improvement specialist when he or she helps determine relevant gaps that exist in individuals’ behavior, knowledge, and/or attitudes.

According to Frederic Jablin’s framework, this is the first phase of organizational socialization in which, prior to formal entry, your environmental influences (e.g., family, media, peers, education, previous organizational experiences) and the employer’s recruiting process begins your socialization and aligns you with the organization’s identity.

Form of organizational dissent involving the expression of dissent to one’s leaders up the formal chain of the hiearchy.

When an individual’s orders are voluntarily obeyed by those receiving them.

Philosophy of what is worth knowing. Some researchers only accept knowledge gained empirically through observation and measurement of aggregate behaviors; others believe that people’s perceptions must be analyzed.

An opposition such as male/female, cause/effect, rational/emotional, leader/follower, win/lose, public/private. Feminist theory holds that binary thinking in organizations leads to the domination of “masculine” values such as competition over “feminine” values such as cooperation.

The ideals that organizations should try to attain. It also refers to selecting authority based on criterion and standards rather than by popularity or family relation. Hence, it makes organizational decisions harder to execute but it also protects’ workers from mistreatment, because there is order and structure to the communication.

In Tompkins and Cheney’s theory of organizational control, management’s determination of formal policies and procedures employees must follow is called bureaucratic control.

Organization focused on doing well profitably for the organization and its stakeholders.

Post of employment for an individual who is pursuing lifelong ambitions and goals related to one’s chosen occupation.

Because postmodernists believe that language is the decisive factor in constructing societies, organizations and individuals, then discourse is the central focus of their studies.

Role taken on by a human performance improvement specialist when he or she coordinates implementation and execution of solutions while building buy-in and support from all levels of an organization's hierarchy.

The means by which a message is carried from one person to another.

Type of informal communication network where the source of the message chooses a number of pre-selected people with whom to communicate a message, and then the secondary people then pass on the message to a group of people who have also been pre-selected to receive the message.

The process of providing advice, instruction, or support in an attempt to help an individual be more efficient or productive in the workplace.

Category of unethical acts described by W. Charles Redding (1996) that describes communication events or behavior reflecting abuses of power or authority resulting in the diminishing of another person’s autonomy.

The coaching process associated with the acquisition or enhancement of recognition and recall of information and the development of intellectual abilities and skills.

“The commonly understood, taken-for-granted assumptions about the way the world works and expected communicative behaviors one will meet in navigating that world in daily life” (Arnett et al., 2009, p. 62).

Organization designed to benefit society at large.

Standards or patterns of communication regarded as typical within an organization.

When workers are provided too much information to complete their jobs.

A standard or directive governing how communication occurs within an organization.

When workers are not provided enough information to complete their jobs.

An approach to critical scholarship that examines how dominant interests distort communication processes to sustain their domination by foreclosing alternate expressions. But legitimate communication may be restored, it is argued, through greater democratization of the workplace.

In Tompkins and Cheney’s theory of organizational control, management gains concertive control when employees internalize approved attitudes and behaviors and discipline themselves.

The discord among group members. This can be primary or secondary.

Rhetorical scholar Kenneth Burke (whom Tompkins and Cheney reference in their theory of organizational control) contended that persuasion cannot occur without identification; the basis for one person to persuade another is consubstantation or a sharing of substances that causes a listener to identify with a speaker.

Form of social-scientific research based on taking a series of artifacts and numerically coding information contained within the artifacts to see if a discernible pattern emerges.

An approach to organizational communication that employs theory as a framework to expose the hidden power structures in organizations and the ways that dominant interests distort meaning, thought, consciousness, and communicative action to maintain their domination by marginalizing alternative expressions.

A scholarly tradition that theorizes communication as discursive reflection, or reflection on the ways that discourses create dominant and marginalized voices.

In Tompkins and Cheney’s theory of organizational control, management’s attempts to inculcate common values and practices around which members form their interests and relationships is called cultural control.

A scholarly tradition that theorizes communication as information processing.

Because postmodernists believe that individuals are not autonomous but are shaped by language, they hold that individual free will is not the central driving force of an organization.

Category of unethical acts described by W. Charles Redding (1996) that describes communication events or behavior reflecting a willful perversion of the truth in order to deceive, cheat, or defraud.

Postmodernists believe that an organization is a “text” that can be “read.” Deconstruction is the method by which analysts trace back the discourses that have formed the power relations within an organization.

Person who has no concern for the best interests of a receiver or group of receivers and seeks to gain compliance by exploiting people’s fears, prejudices, or areas of ignorance.

Category of unethical acts described by W. Charles Redding (1996) that describes communication events or behavior that attacks a receivers’ self-esteem, reputation, or deeply held feelings.

Type of follower described by Roger Adair believes both in her or his work and in the overarching goal(s) of the organization, so this follower is highly satisfied and productive.

The observable actions that are prompted by prejudicial attitudes.

Type of follower described by Roger Adair doesn’t see the value in her or his work so he or she opts to do the minimum necessary to ensure her or his employment.

The process an individual goes through when considering a separation and then separating oneself from an organization.

Type of follower described by Roger Adair who has encountered some event within the organization that has left them feeling detached, angry, or displeased, which leads to low levels of job satisfaction and productivity.

Type of follower described by Roger Adair is highly motivated and constantly looking for bigger and better work opportunities either within their current organization or in a new one.

Messages that start at the top of the hierarchy and are transmitted down the hierarchy to the lowest rungs of the hierarchy.

When employees intentionally or unintentionally withhold information that might be useful to a leader or her or his organization.

In Weick’s theory, organizations respond to equivocality in their environments by enacting their own information system, selecting their best responses for reducing equivocality, and retaining them to guide future responses.

Component of ethical analysis where one examines the outcomes that an individual or group of individuals desire to achieve.

Aristotelian rhetorical theory (which Tompkins and Cheney reference in their theory of organizational control) holds that argument syllogistically from major premise, to minor premise, to conclusion; a skillful speaker who knows the mind of an audience can omit a well-known premise, which the audience mentally supplies and thus is drawn along to the speaker’s conclusion.

Philosophy of how things are known. Some researchers believe it is sufficient to observe and measure an organization’s aggregate behaviors; others believe that the mindsets and interactions of individuals must also be interpreted.Philosophy of how things are known. Some researchers believe it is sufficient to observe and measure an organization’s aggregate behaviors; others believe that the mindsets and interactions of individuals must also be interpreted.

The ability of an organization to achieve a given goal in more than one way.

Because modern organizations are confronted by an increasingly complex information environment then, according to Weick’s theory, they seek to reduce the amount of equivocality (uncertainty) they experience.

Component of the ethical matrix where an individual employs good means that lead to a good end.

The philosophical study and evaluation of the means and ends of human behavior.

The belief that one’s own culture is the most natural and is superior to others.

Role taken on by a human performance improvement specialist when he or she: (1) examines if intervention is actually improving performance, and (2) demonstrates the effectiveness of the intervention to the organization.

The name given in systems theory to external communication that, in exchange for outputs, acquires the inputs or resources the organization needs to grow.

The establishment of a professional relationship between a hired individual (professional coach or therapist) whose job it is to help an individual within a leadership position and that person within a leadership position become all that he or she can be within an organizational environment.

Step in the disengagement process when either a dissatisfied organizational member officially makes it known that he or she is leaving (voluntary disengagement), or when the organization makes it known that the organizational member will be leaving (involuntary disengagement).

Form of social-scientific research based on the manipulation of some facet of a participant’s experience to determine how that participant responds.

An individual (or group of individuals) who have specific expertise in searching for and recruiting potential job applicants.

All of the vendors, competitors, customers, and other stakeholders who can have an impact on the organization itself but exist outside the boundaries of the organization.

According to Erving Goffman, constructing your self is like a drama; that is, you are like an actor who presents a face to an audience and, as in a play, stages a life-story that you hope will gain social acceptance.

The name given in systems theory to internal communication that corrects deviation and spread information to help parts function better.

Not a single theory, but an approach to organizational communication scholarship that sees organizations as gendered and as sites for configuring gender roles.

The act or condition under which an individual helps or supports a leader in the accomplishment of organizational goals.

The concept of different leadership styles has prompted the complementary concept of different followership styles; the literature on management generally presupposes that strong organizational identification is a component of the followership style that effective managerial leadership should produce.

Organizational communication that exists within the rules and norms established by an organization.

During the period of your initial formal entry into an organization, socialization continues as managers and coworkers help you “get on board” and as you try to make sense of how you fit in.

Because postmodernists believe that organizations are temporary and fluid combinations of differing interests, they hold that the various discourses of the interests do not produce the stability of a single unified pattern but instead generate multiple social realities that lead to organizational fragility and fragmentation.

Type of informal communication network where one individual who serves as the source of the message who transmits the message to a number of people directly.

Two or more people that think they are a group, have a common goals, structure, and interactions to achieve their desired goals.

Roles that individual group or team members embody that help build a group-centered identity for the members.

Workers behaviors were affected by the attention they receive rather than by other variables like lighting or temperature.

The notion is system theory which states that an organization is not a mass of undifferentiated parts, but that the parts are ordered in some way.

A categorization system where individuals/departments are ranked over other individuals/departments based on skills, centrality, and status.

Model that suggests there are certain levels of human motivation and each level must be met before moving to the next level. Shaped like a pyramid, the model shows that human’s most basic need from lowest to highest is physical, then safety, love/belonging, esteem, and self-actualization.

The notion that we perceive theories in terms of the period in which they were created and were popular.

Messages that are transmitted to other individuals on the same rung of the organizational hierarchy.

A results-based, systematic process used to identify performance problems, analyze root causes, select and design actions, manage workplace solutions, measure results, and continually improve performance within an organizations” (Beich, Holloway, & McGraw, 2006, p. 1).

The list of factors that led to negative job attitudes according to motivation theorist Frederick Herzberg.

As first described by George Herbert Mead, the “I” is the individual aspect of your self and the “me” is the social aspect of your self.

Ashforth and Mael defined identification as a cognitive construct (or mental picture of one’s self as intertwined with a group) as opposed to a set of behaviors or emotions; further, identification attaches the self to a social categories (“I am”), while internalization attaches the self to guiding principles (“I believe”).

The state of being or believing that you are the same person or thing described or claimed by those with power.

Matt Alvesson and Hugh Willmott argue that, as means of organizational control, managerial interests engage in identity regulation through discursive practices that shape the processes of employees’ identity formation and thus “produce” the “appropriate” employee.

All employees engage in identity work, theorized Alvesson and Willmott, as they interpret organizational discourses in light of their own central life interest, desires for coherence and distinctiveness, need for direction and self-affirming social values, and emerging self-awareness.

Using structuration theory as a framework, Phillip Tompkins and George Cheney argued that members’ identification with an organization’s identity furnishes a medium for members to act socially within the organization; in so doing, they reproduce the system so that member identification and organizational identity also become outcomes of their action—hence, an identity-identitfication duality.

An approach to knowledge that takes each case on its own terms by considering qualitative data such as ethnographic fieldwork, interviews, journals, and diaries.

The beliefs, myths, and doctrines that guide an individual, group, or organization.

An approach to critical scholarship that employs theory to expose how dominant interests distort meaning, thought, and consciousness to simultaneously legitimize and hide their domination.

Follower type described by Ira Chaleff who will be more than happy to support her or his leader in any way possible, but the implementer will not challenge the leader’s behavior or policies even when the leader is making costly mistakes.

Organizational orientation described by James C. McCroskey and Virginia Richmond describing followers who go to work and do their jobs in order to get a paycheck, these followers really sees life as something that begins once they leave the workplace organizational orientation.

Term used in social networking research to refer to an individual participating in a communication network.

Follower type described by Ira Chaleff who will provide little to no support for her or his leader but has no problem challenging the leader’s behavior and policies.

The process of instilling an employee with a partisan or ideological point of view.

Organizational communication that occurs outside the the structure of the formal organizational hierarchy.

The types of information a new employee provides to coworkers and superiors during organizational entry.

Those resources that an organization brings in from
the external environment in order for the organization to accomplish its goals.

Mutual dependence or depending on one another.

The notion in systems theory that the parts of the system depend on one another in order to properly function.

Whether or not an individual (or group of individuals) has a clear advantage or advancement of a personal or group agenda
that is not necessarily clearly articulated to everyone within an organization.

An approach to organizational communication which holds that organizations have subjective existences and, in fact, are constituted through their members’ communication. As such, it is not enough to observe aggregate behaviors; individual mindsets must be also be interpreted.

Role taken on by a human performance improvement specialist when he or she determines what would be the most appropriate method for getting the organization to its goal or decreasing the performance gap.

Category of unethical acts described by W. Charles Redding (1996) that describes communication events or behavior that are used by someone in attempt to monitor another person.

Form of disengagement that occurs when an individual is forced to leave an organization.

Post of employment for an individual who is just looking to earn money.

Explanations from management relating to how they want an employee to perform her or his job.

Form of organizational dissent consisting of communicative behaviors include complaining to coworkers and voicing criticism openly to others on the same level of the organizational hierarchy.

The modification of attitudes, beliefs, and values of a group in order to further an organization’s goals, mission, and vision.

The communicative relationship between two people in a communication network.

A term coined by Charles Horton Cooley, the looking-glass self is a mental image of how you think others perceive you and which drives the social aspect of your self. based on how we believe others perceive us.

Component of the ethical matrix where an individual employs bad means that lead to a good end.

Roles that individual group or team members embody that help keep that group-centered identity over the lifecycle of the group or team.

The communicative process where an individual or group of individuals helps those below them in an organizational hierarchical structure accomplish the organization’s goals.

This group is in charge of the daily responsibility of directing the organization.

Category of unethical acts described by W. Charles Redding (1996) that describes communication events or behavior that takes place when the source purposefully prevents the receiver from knowing the source’s actual intentions behind a communicative message.

Component of ethical analysis where one examines the tools or behaviors that an individual or group of individuals employ to achieve a desired outcome.

Any message that is sent using some kind of technology (printform, auditory, visual, electronic, etc…).

The transfer of experience or knowledge from a senior individual (the mentor) to a junior individual (the mentee or protégé) in an effort to help the junior individual learn the ins and outs of organizational life.

The “idea” someone is trying to send to a receiver.

In the last segment of the entry phase of organizational socialization, you experience the metamorphosis of full assimilation as an established member of the organization.

When an individual transforms her or himself from a new organizational member to an established member of the organization.

Postmodernists regard with incredulity that suggestion that a single “great story,” such as an overarching general theory, can provide all the answers.

The notion that theories provide a linguistic means of comparing and describing organizational communication and function.

The philosophical debate that occurs when an individual is faced with the possibility that the outcome of her or his behavior or decisions will lead to a secondary outcome that is equally bad.

Similar to Maslow’s Heirarachy of Needs, but focuses on what motivated humans to work. He also focus on what demotivated workers to have a positive or negative job attitudes.

The list of factors that lead to positive job attitudes according to motivation theorist Frederick Herzberg.

Organization focused on providing for its membership.

Feedback to an employee that occurs when a supervisor explains to a subordinate areas that need improvement.

An approach to knowledge that emphasizes scientific testing of hypotheses and employs quantitative tests, such as surveys, which generate numerical data. The ultimate goal of nomothetic research is to discover laws that can be generally applied across many cases.

Any stimuli that could elicit meaning that is not contained in words themselves.

The informal expectations about how new employees should behave within the organization.

The process of welcoming and orienting new organizational members to facilitate their adjustment to the organization, its culture, and its practices.

Philosophy of how things have being. Some theorists believe an organization exists independently from how people perceive it; others believe an organization exists only in relation to the perceptions of its people or in relation to society.

A system that is open to its surrounding environment, as opposed to a closed system that is not. A closed system is only concerned with input and output, whereas an open system encompasses input, throughput, and output.

The process and individual goes through as he or she attempts to find an organization to join.

The process whereby an organizational stakeholder (or group of stakeholders) attempts to stimulate meaning in the mind of another an organizational stakeholder (or group of stakeholders) through intentional use of verbal, nonverbal, and/or mediated messages.

To distinguish organizational culture from organizational identity, Hatch and Schultz described culture as emerging from members’ symbolic constructions to form unconsciously accepted assumptions and meanings that shape everyday organizational life.

During the third and final phase of organizational socialization you are separated from the organization; the manner of your disengagement is governed by the manner of your exit: whether by retirement, taking another job, or being discharged.

This second phase of organizational socialization spans the period from your initial employment offer, to your start on the job, to your full assimilation into the organization.

The word literally means “writing the culture.” Organizational ethnographers conduct fieldwork, perhaps spending a year or more to directly experience an organization through participation and observation. The goal is to describe the organizational culture in terms that are faithful its members’ understandings.

Blake Ashforth and Fred Mael started with social identity theory—which holds that one’s self-concept combines a “personal identity” based on individual traits with a “social identity” based on group classifications—and originated the concept of organizational identification by defining it as a specific form of social identification or perception of oneness with a group.

In Stuart Albert and David Whetten’s original conception, organizational identity has three dimensions as its reflects the central character of an organization and its own claims of distinctiveness, and as it endures over time; subsequent scholars have explored how organizational identity can change and how an organization can have multiple identities.

To distinguish organizational image from organizational identity, Hatch and Schultz defined image as a perspective held by external stakeholders who view the organization as “other” to themselves and interpret the organization based not only on the organization itself but on multiple sources.

Through processes initiated by management and through your own information gathering, you are socialized into the values and practices of an organization.

The process an organization utilizes to ensure that new members acquire necessary attitudes, behaviors, knowledge, and skills to become productive organizational members.

The ultimate product or service that an organization disseminates back to the external environment.

Because postmodernists believe that individuals are not autonomous but are sites where multiple discourses are simultaneously in conflict, then identities of people within organizations are always fluid and partial—and thus overdetermined—rather than stable and continuous.

These teams are created externally from the main organization to work on specific objectives.

This model has four systems that are based on effectively functioning groups that are related throughout the organization. Hence, Likert felt that with accurate understanding of human performance in variability and contrasts, then organizations could be more productive.

Follower type described by Ira Chaleff who will support and challenge a leader because this follower sees her or himself as having a stake in the leader’s decisions.

The notion in systems theory which states that the boundaries of an organization are permeable so that exchanges can occur with the surrounding environment.

A scholarly tradition that theorizes communication as dialogue and the experience of otherness.

Feedback to an employee that occurs when a supervisor explains to the subordinate what he or she is doing well.

Step in the disengagement process when an individual who has left an organization makes sense of her or his experiences within the organization and when organizational members make sense of the former colleague’s departure.

An approach to organizational communication which holds that organizations come into existence as temporary combinations of interests against the threatening fluidity of larger historical and cultural discourses. As a reflection of these discourses, the organization is a “text” that can be “read” in order to trace back how its hidden power relations were formed.

The ability to force people to obey regardless of their resistance.

In structuration theory, patterns of activity which have meaning for participants.

Step in the disengagement process involving any cues or signals one either consciously or unconsciously sent by someone dissatisfied with particular people, work, or the organization.

During the preentry segment of organizational entry, when you have been offered a job but not yet begun, messages from your employer and the formation of initial impressions (on both sides) continue your organizational socialization.

The period of time after someone has been asked to join an organization but before he or she is actually working within the organization.

The unseen attitudes that lead to discrimination.

A tool managers can utilize with subordinates when the manager provides subordinates departmental information and allows the subordinate to engage in open communication about various departmental issues with the manager.

Type of informal communication network where one individual serves as the primary source of the message who randomly selects people within her or his communication network to communicate the message, and then these secondary people randomly pick other people in the communication network to pass along the message.

Sequences of steps to be followed in a given situation.

The notion that there are no distinct beginnings to communication nor ends.

Specific and/or specialized individuals are selected to accomplish a goal in a fixed amount of time.

The person interpreting and understanding a source’s message.

According to critical theory, the process by which something historical is made to seem natural. Thus, the dominant interests within an organization appear to be natural and self-evident.

The belief that a thing, including a social phenomenon such as an organization, has an existence only in relation to some point of view.

In structuration theory, this refers to way that people within a system perpetuate its structure by acting within that structure.

The notion in systems theory which states that an organization must a level of variety that is sufficient to deal with the level of complexity in its environment.

Follower type described by Ira Chaleff who will not challenge nor support the leader doing only the minimal amount of work to keep her or his job.

Name given in Weick’s theory to the process of enactment, selection, and retention by which organization members make sense of their environment.

The result that happens when individuals are more likely to make riskier group decisions than individual decisions.

The process that occurs when an employee attempts to negotiate with her or his supervisor about communicated expectations.

The explicit dictates that govern employee behavior within the organization.

This type of organization emphasizes management oriented and production-centered perspective of organizational communication.

Category of unethical acts described by W. Charles Redding (1996) that describes communication events or behavior that is undisclosed even when disclosing the information could be in an organization’s best interest.

Roles that individual group or team members embody that focus on the individual desires of group members and not necessarily on what is best for the group or its decisions.

In Alvesson and Willmott’s theory, identity work produces a (precarious) self-identity; the managerial objective in identity regulation is to shape the processes of identity work and this produce appropriate employees.

Organization whose prime concern is providing products or services for a
specific public clientele.

Four “technologies” or modes for getting things done, theorized Michel Foucault, operate in the modern world; technologies of sign systems permit us to communicate.

In Tompkins and Cheney’s theory of organizational control, the direct and open use of power by management is called simple control.

Type of informal communication network where information travels from one person to the next person.

The coaching process associated with the acquisition or enhancement a specific skill that can help someone be more productive or efficient.

The creation and utilization of communication networks to obtain specific goals.

Proposed by Henri Tajfel and John Turner, social identity theory (SIT) holds that one’s self-concept combines a “personal identity” based on individual traits with a “social identity” based on group classifications.

This happens when certain group members do not put forth as much effort in the group compared to when they are working independently.

A scholarly tradition that theorizes communication as expression, interaction, and influence rooted in human psychological processes.

The individual (or group of individuals) attempts to stimulate meaning.

Any individual or group who has an interest within the organization.

Generalizations that ascribe certain traits to all members of a social classification; e.g., older persons are forgetful, women are emotional, the differently abled are helpless, religious believers are judgmental, gay men are effeminate, or persons of a given racial or ethnic heritage are lazy, or unscrupulous, or dirty, or timid.

A theory proposed by Giddens to answer the question: Do people have free will or are they determined by their environments? He theorized that structure and agency are not a dualism but a duality. That is, people’s actions produce structure but, by acting within a structure, they also perpetuate or reproduce it.

The debate among theorists about whether people are determined by their environments (structure) or have free will (agency).

Component of the ethical matrix where an individual employs good means that lead to a bad end.

The communicative process of helping a subordinate improve her or his performance through direction, encouragement, and support.

Form of social-scientific research based on a series of questions designed to measure individuals’ personality/communication traits, attitudes, beliefs, and/or knowledge on a given subject.

In structuration theory, a system is comprised not of parts (such as an organization’s various departments) but of human practices.

A theory based on the metaphor of the organization as a biological organism, so that the organization is seen as an open system that interacts with its environment in order to acquire the resources it needs to survive and grow.

Roles that individual group or team members embody that help a group accomplish its basic task(s).

In Tompkins and Cheney’s theory of organizational control, management’s selection of the communication tools employees are expected to employ is called technical control.

Reasoning that, according to critical theory, calculates the means and controls needed to accomplish a desired end. In organizations, technical reasoning is made to seem that only rational basis for decisions. For the modern age it has largely replaced practical reasoning which seeks mutual consensus.

Four “technologies” or modes for getting things done, theorized Michel Foucault, operate in the modern world; technologies of power submit individuals to domination and determine their conduct.

Four “technologies” or modes for getting things done, theorized Michel Foucault, operate in the modern world; technologies of production permit us to manipulate the physical world.

Four “technologies” or modes for getting things done, theorized Michel Foucault, operate in the modern world; technologies of sign systems permit us to communicate.

Four “technologies” or modes for getting things done, theorized Michel Foucault, operate in the modern world; technologies of the self permit individuals to modify their bodies, thoughts, conduct, and ways of being to attain desired ends.

In this perspective, managers believe that workers are apathetic towards work and people need direction. In addition, managers believe that workers are not smart, do not seek advancement, and avoid responsibility.

This approach is similar to the human relations approach. In this perspective, managers believe that people want to succeed and they can excel if you give them the right to be creative. In addition, people want to work, seek direction, and are ambitious.

What an organization does with inputs within the confines of the organization itself.

The linkages between people in a communication network.

These are methods for calculating production efficiency by recording outcomes and time to produce those outcomes. A researcher can determine how long a worker needs to yield an expected result by measuring workers’ movements over time.

The amount of time that it takes to search for and eventually hire a new employee.

Component of the ethical matrix where an individual employs bad means that lead to a bad end.

According to critical theory, the process by which dominant interests are represented as identical to everyone’s interests. Thus, to speak of “company interests” is, in reality, to speak of managerial interests.

Messages that start at the bottom of the hierarchy and are transmitted up the hierarchy to the highest rungs of the hierarchy.

Organizational orientation described by James C. McCroskey and Virginia Richmond associated with individuals who are devoted to their work, their organization, and the organization’s goals.

Specific spoken sounds that represent real phenomena or ideas.

The process an individual undertakes as he or she selects a specific job or career.

Form of disengagement that occurs when an individual decides that he or she needs to look for alternatives elsewhere.