Bus 203 final Flashcards
(38 cards)
Decision making four influences:
- Coordinating work activities.
- Better decision making.
- Changing others’ behavior.
- Employee well-being.
Digital written communicatin
- Text/messages
- Email is often used less
• Synchronicity
Extent that the channel requires/allows sender and receiver to communicate at the same time (synchronous) or at different times (asynchronous).
• Social presence
Extent that the channel creates psychological closeness to others, awareness of their humanness, and appreciation of the interpersonal relationship
• Social acceptance
Extent that others support use of that communication channel for that purpose.
• Media richness:
the volume and variety of information that can be transmitted during a specific time.
Communication barriers
imperfect perceptual process, language problems, jargon, filtering, information overload
Information overload solution
Increase information processing capacity.
• Reduce information load.
Power:
• The capacity of a person, team, or organization to influence others
Power and dependance model
- dependency is power that a person or unit gains from their ability to handle actual or potential problems
Legitimate power:
Agreement that people in specific positions can request behaviours from others.
Expert power:
Capacity to influence others by possessing knowledge or skills that they value.
Other sources of power:
reward power, coercive power, referent power, power
Power contingency:
increases with nonsubstitutability
Other contingencies of power:
centrality, visibility, discretion
Three centrality factors:
- Betweenness: connected between others.
- Degree centrality: number of connections.
- Closeness: stronger connections
Types of influence:
- Silent authority,
- Upward appeal
- Persuasion
- Impression management
- Exchange
Consequences of influence:
commitment, compliance, resistance
Minimize relationship conflict:
- emotional intelligence
- team development
- psychological safety team norms
Negative outcomes:
- Lower performance.
* Higher stress, dissatisfaction, turnover.
Structural sources of conflict:
. Scarce resources.
- Ambiguous rules.
- Communication problems
Conflict handling:
- problem solving
- Forcing
- Avoiding
- Yielding
- Compromising
Approaches to conflict management:
- Emphasize
- Reduce
- Improve
Choosing best third-party intervention strategy
- Managers prefer inquisitional strategy
- Mediation:
- Arbitration
