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Chapters 17-18 Flashcards

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0
Q

When does effective communication occur?

A

When the intended meaning of the sender is identical to the interpreted meaning of the sender.

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1
Q

What are the key elements of communication?

A

The sender, the message, the receiver, the communication channel, the interpreted meaning, and the feedback.

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2
Q

When does efficient communication occur?

A

At minimum resource cost.

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3
Q

What are the sources of noise in communication?

A
  • Poor choice of channels
  • Poor written or oral expression
  • Failure to recognize nonverbal signals
  • Physical distractions
  • Status effects
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4
Q

When does a written message work best?

A
  • Message is simple and easy to convey
  • Requires extensive dissemination quickly
  • Conveys formal policy or authoritative directives
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5
Q

When does a spoken channel work best?

A
  • When the message is complex or difficult to convey or where immediate feedback is needed
  • When you are attempting to create a supportive/inspirational climate
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6
Q

What is nonverbal communication?

A

Body language and use of interpersonal space.

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7
Q

When do mixed messages occur?

A

When a person’s words and nonverbal signals communicate different things.

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8
Q

What are some physical distractions?

A
  • Interruptions from phone calls
  • Unexpected visitors
  • Lack of privacy
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9
Q

When do status effects occur?

A

When an organization’s hierarchy of authority creates a barrier to effective communication.

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10
Q

What are two types of status effects?

A

Filtering and having subordinates acting as “yes men”.

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11
Q

What is filtering?

A

The intentional distortion of information to make it appear favorable to the recipient.

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12
Q

What are proxemics?

A

The use of interpersonal space.

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13
Q

What is a functional eGrapevine?

A

Information is accurate and useful.

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14
Q

What is a dysfunctional eGrapevine?

A

Information is false, distorted, or based on rumor.

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15
Q

What is ethnocentrism?

A

The tendency to consider one’s culture superior to any and all others.

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16
Q

Ethnocentrism can cause people to…

A
  • Not listen to others
  • Address or speak to others in ways that alienate them
  • Use inappropriate stereotypes when dealing with someone from a different culture
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17
Q

What is perception?

A

The process through which people receive an interpret information from the environment.

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18
Q

What are the four perceptual tendencies and distortions?

A
  • Stereotypes
  • Halo effects
  • Selective perception
  • Projection
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19
Q

What is a halo effect?

A

When one attribute is used to develop an overall impression of a person or situation.

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20
Q

What is selective perception?

A

The tendency to single out for attention those aspects of a situation or attributes of the person that reinforce or appear consistent with one’s existing beliefs values or needs.

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21
Q

What is projection?

A

The assignment of personal attributes to other people.

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22
Q

What are the two types of issues when dealing with a conflict?

A

Substansive issues and emotional issues.

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23
Q

What are some examples of substansive issues?

A

Regarding goals and tasks, allocation of resources, distribution of rewards, policies and procedures and job assignments.

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24
What are some examples of emotional issues?
Arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes.
25
What is credibility?
Trust, respect, and integrity in other's eyes.
26
What is active listening?
Helping the source of a message say what he or she really means.
27
What are the five rules of being an active listener?
a) Listen for message content b) Listen for feelings c) Respond to feelings d) Note all cues (verbal and nonverbal) e) Paraphrase and restate what was said
28
What are some guidelines for constructive feedback?
- Give it directly, with real feelings, based on trust - Make sure it's specific, use valid examples - Give it a good time rather than bad - Make sure it is valid, something the receiver can fix - Give it in small doses
29
What is channel richness?
The capacity of a communication channel to effectively carry information.
30
What is management by wandering around?
Managers spend time outside of their offices to meet and talk with workers at all levels.
31
What are some objectives of management by wandering around?
- Break down status barriers - Increase interpersonal contact - Get more and better information from subordinates
32
What is 360° feedback?
Including the views of bosses, peers, and subordinates in performance appraisals.
33
What is attribution?
The process of developing explanations for events.
34
What is a fundamental attribution error?
Overestimating internal factors and underestimating external factors as influences on someone's behavior.
35
What is a self-serving bias?
Explaining personal success by internal causes and personal failures by external causes.
36
Functional conflict is…
…Constructive and helps task performance.
37
Dysfunctional conflict is…
… Destructive and hurts task performance.
38
What are the five conflict management styles?
- Avoidance - Accommodation - Collaboration - Compromise - Competition
39
What are common pitfalls of negotiation?
- Falling prey to the myth of the "fixed pie" - Non rational escalation of conflict - Overconfidence and ignoring needs of others - Too much telling, too little hearing
40
What are two ways to avoid the pitfalls of negotiation?
Mediation and Arbitration
41
What is mediation?
Involving a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues.
42
What is arbitration?
Involving a neutral third party who acts as a judge and issues a binding decision.
43
What causes unethical behavior?
Profit motive and the competitive desire to win.
44
What does strategic leadership do?
Creates capacity for ongoing growth and change.
45
What is a change leader?
An agent who takes leadership responsibility for changing the existing pattern of behavior of another person or social system.
46
What does change leadership entail?
Being forward-looking, proactive, and embracing new ideas.
47
Bottom-up change is made possible by employee...
Empowerment, involvement, and participation.
48
What is transformational change?
Major and comprehensive redirection.
49
What is incremental change?
Adjusting existing systems and practices.
50
What are some external forces for change?
- Globalization - Market competition - Market trends - Social forces and values
51
When do internal forces for change?
-Arise when change in one part of the system creates the need for change in the other part. This may be in response to one or more external forces.
52
What are the three phases of planned change?
- Unfreezing - Changing - Refreezing
53
What is unfreezing?
The phase in which a situation is prepared for change and felt needs for change are developed.
54
What is changing?
The phase in hitch something new takes place in the system, and change is actually made.
55
What is refreezing?
The phase of stabilizing the change and creating the conditions for its long term continuity.
56
What does the force-coercion strategy of change do?
Uses power bases of legitimacy, rewards, and punishments to induce change. It relies on the belief that people are motivated by self-interest.
57
What are some reasons for resisting change?
- Fear of the unknown - Disrupted habits - Loss of control - Loss of confidence - Lack of purpose
58
What are the tqo types of negotiation goals and what are they tied to?
- Substance: Content issues | - Relationship: People
59
What are the three criteria of negotiation?
Quality, Cost, Harmony
60
What are the two types of negotiation?
Distributive (win-lose) and Principled/Integrative (win-win)
61
What does BATNA stand for?
Best Alternative To a Negotiated Agreement
62
What are the five targets for change?
Task, people, culture, technology, society.
63
What are the three strategies of planned change?
Force-coercion, rational persuasion, and shared power strategy.
64
How does the rational persuasion strategy pursue change?
Through empirical data and rational argument.
65
How does the shared power strategy pursue change?
By participation in accessing change needs, values, and goals.
66
What is organization development?
A comprehensive effort to improve an organization's ability to solve problems and improve performance.
67
What is action research?
Collaborative process of collecting data, using it for action planning, and evaluating the results.
68
What is an organization development intervention?
A structured activity that helps create change.

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