Reference no: EM132194124

Question 1:

The original communication model based on the sender-receiver view and influenced by the stimulus-response paradigm consisted of four elements: sender, message, channel, and receiver. This "SMCR" model was based on the transmission view of communication and was considered a linear, or unidirectional in nature.The model evolved into a more complex and realistic dynamic thatcan be represented by the diagram below.

Wilbur Schramm asserted that communication is a dynamic "two-way process" and added the"field of experience"concept into the SCMR model. Elaborate on both concepts below.

• Two-way process:

• Field of experience:

Question 2:

Power is defined as the capacity to influence the behavior of another person.In a notable study conducted by social psychologists John French and Bertram Raven in 1959, the concept of power was divided into five separate and distinct forms. The researchers provided a way for assessing the forms of power available in a social context, and were clear that the effectiveness of power is very situational.

Complete the table below by listing the two main categories of power, listing the five forms of power, providing brief definitions - and including an example of each.

Question 3:

Robbins describes organizational culture as a system of shared meaning held by members that distinguishes one organization from another. Edgar Schein made an important contribution to the study of organizational culture with his Three Levels of Culture Model (1985).

Schein defines culture as:"A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems".

Complete the table below by listing Schein's three levels of culture, providing a brief definition of each, and including an example for each.

Question 4:

The Psychology of Change is a not a "change management model". The psychology of change describes a sequential pattern of mental stages which occur in response to change based on inherent human needs. It explains and predicts a person's cognitive and behavioral reactions to organizational change. The psychology of change offers a framework for understanding and anticipating the human "need response" to change.

The critical insights gained from this knowledge are that people do not inherently resist change, and that successful change initiatives depend upon the leader's ability to satisfy basic intrinsic needs regarding change - not simply secure people's "buy-in"or overcome their "resistance" to change.

Below, list the eight dimensions of the Psychology of Change in their sequential order.

Attachment:- Organizational Behavior.rar