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LABMAN FINALS > COMM > Flashcards

COMM Flashcards

1
Q

Importance of Good Communication

A

– Increased efficiency in new technologies and
skills
– Improved quality of products and services
– Increased responsiveness to customers
– More innovation through communicatio

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2
Q

Phases of the communication proces

A

TRANSMISSION AND FEEDBACK PHASE

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3
Q

in which information is
shared by two or more people.

A

Transmission phase

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4
Q

in which a common
understanding is assured.

A

Feedback phase

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5
Q

sender translates the message into
symbols or language

A

Encoding

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6
Q

person wishing to share information
with some other person

A

SENDER

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7
Q

what information to communicate

A

message

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8
Q

refers to anything that hampers any
stage of the communication process

A

noise

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9
Q

person or group for which the
message is intended

A

receiver

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10
Q

pathway through which an encoded
message is transmitted to a receive

A

medium

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11
Q
  • critical point where the receiver
    interprets and tries to make sense of the
    message
A

decoding

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12
Q

Feedback phase is initiated by the

A

receiver

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13
Q

decides what message to send to the
original sender

A

Receiver

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14
Q

eliminates misunderstandings,
ensures that messages are correctly interpreted

A

Feedback

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15
Q

– The encoding of messages into words, either
written or spoken

A

verbal comm

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16
Q

The encoding of messages by means of facial
expressions, body language, and styles of
dress.

A

nonverbal comm

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17
Q

key communication elements

A

method, situation,receiver, nature of content

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18
Q

 Verbal
 Non-verbal
 Written
 Electronic

A

method

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19
Q

 Distance
 Speed
 Attitude
 Different cultures

A

situation

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20
Q

 Could be known or unknown
 Sender must imagine being the receiver

A

receiver

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21
Q

 Must be clear and understandable
 Unacceptable content should be avoide

A

nature of content

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22
Q

process through which people select, organize,
and interpret sensory input to give meaning and
order to the world around them

A

perception

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23
Q

systematic tendencies to use information about
others in ways that can result in inaccurate
perceptions

A

biases

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24
Q

– often inaccurate beliefs about the
characteristics of particular groups of people

A

stereotype

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25
Q

e Dangers of Ineffective Communication

A

When managers and other members of an
organization are ineffective communicators,
organizational performance suffers and any
competitive advantage the organization might
have is likely to be los

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26
Q

sender manipulates information so that
it will be seen more favourably by the receiver

A

filtering

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27
Q
A
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28
Q

eceiver selectively sees and
hears based on his/her needs, motivations,
experiences, background and other personal
characteristics.

A

selective percception

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29
Q

when individuals interpret
another’s message as threatening, they oftenrespond in ways that retard effective
communication

A

defensiveness

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30
Q

even within a ?? words can
mean different things to different people

A

language

31
Q

barriers that hinder effective communication

A

filtering, selective perception, defensiveness,language

32
Q

barriers to effective communication

A

– Messages that are unclear, incomplete, difficult to
understand
– Messages sent over the an inappropriate medium
– Messages with no provision for feedback
– Messages that are received but ignored
– Messages that are misunderstood
– Messages delivered through automated systems
that lack the human elements

33
Q

Ten Considerations of Effective Communication

A

– Seek to clarify your ideas before communicating
– Examine the true purpose of communication
– Consider the total physical and human setting
– Consult with others in planning communication
– Be mindful of the overtones as well as the basic
content of your message
– Take the opportunity to convey something of help
or value to the receiver
– Follow-up your communication
– Be sure your actions support your communication
– Seek not only to be understood but to understand
– be a good listene

34
Q

The amount of information that a
communication medium can carry

A

information richness

35
Q

The extent to which the medium enables the
sender and receiver to reach a common
understanding

A

informaiton richness

36
Q

Managers and their subordinates can become
effective communicators by

A
  • Selecting an appropriate medium for each
    message—there is no one “best” medium.
  • Considering information richness
  • A medium with high richness can carry much more
    information to aid understanding.
37
Q

types of communciation media

A
  • face to face
  • spoken communication electronically transmitted
  • personally addressed written communication
  • impersonal written communication
38
Q

– Can take advantage of verbal and nonverbal
signals
– Provides for instant feedback.
– Management by wandering around takes
advantage of this with informal talks to workers.

A

f2f

39
Q

are information rich
with tone of voice, sender’s emphasis, and quick
feedback, but provide no visual nonverbal cues.

A

Telephone conversations

40
Q

– Personal addressing helps ensure receiver
actually reads the message—personal letters
and e-mail are common forms.

A

Personally Addressed Written Communication

41
Q

excellent media for complex messages
requesting follow-up actions by receiver.

A

Personally Addressed Written Communication

42
Q

Good for messages to many receivers where
little or feedback is expected (e.g., newsletters,
reports

A

Impersonal Written Communication

43
Q

The pathways along which information flows in
groups and teams and throughout the
organization

A

communicatio nnetworks

44
Q

Type of communication network depends on:

A

– The nature of the group’s tasks
– The extent to which group members
need to communicate with each other
to achieve group goals

45
Q

Types of network

A

wheel, chain, circle, all-channel

46
Q

info flows to and from one central member

A

wheel network

47
Q

members communicate only with the people next to them in the sequence

A

chain network

48
Q

members communciate with other close to them in terms of expertise, experience and location

A

circle network

49
Q

networks found in teams with high levels of communication between each member and all others

A

all-channel network

50
Q

Summarizes the formal reporting channels in
an organization.

A

org chartt

51
Q

communications flow between
employees of the same level

A

horizontal comm

52
Q

flow up and down
the corporate hierarchy.

A

Vertical communications

53
Q

can span levels and
departments—the grapevine is an informal
network carrying unofficial information
throughout the lab

A

Informal communications

54
Q

Global system of computer networks that is easy
to join and is used by employees to
communicate inside and outside their
companies

A

internet

55
Q

“Business district” with multimedia capabilities

A

www

56
Q

A company-wide system of computer networks
for information sharing by employees inside the
firm

A

intranet

57
Q

– Lies in their versatility as a communication
medium
– Can be used for a number of different purposes
by people who may have little expertise in
computer software and programming

A

ADVANTAGE OF INTRANET

58
Q

– Send clear and complete messages.
– Encode messages in symbols the receiver
understands.
– Select a medium appropriate for the message and,
importantly, one that is monitored by the receiver.
– Avoid filtering (holding back information) and
distortion as the message passes through other
workers.
– Include a feedback mechanism in the message.
– Provide accurate information to avoid rumors.

A

Communication Skills for Managers as Senders

59
Q

specialized language that members of an
occupation, group, or organization develop to
facilitate communication among themselves

A

JARGON

60
Q

– Pay attention to what is sent as a message.
– Be a good listener: don’t interrupt.
– Ask questions to clarify your understanding.
– Be empathetic: try to understand what the sender
feels.
– Understand linguistic styles: different people speak
differently.
– Speed, tone, pausing all impact communication

A

COMM SKILLS FOR MANAGERS AS RECEIVERS

61
Q

– Promotes good understanding of
other’s points
– Promotes good understanding of how
your own points are being perceived
– Will help make you well understood in
the group
– Will promote good relationships

A

GOOD LISTENING

62
Q
  • Empathising and identifying with the speakeR
  • Be responsive
  • Listening and understanding points being made
  • Listening between the lines
  • Pay attention
  • Testing for understanding (Feedback)
A

ACTIVE LISTEING

63
Q

– Help you to understand their points better,
faster, as a whole; gives you better grasp on
entire issue.
– allow you to put your own points in a way which
is attainable and poignant to the listener

A

Empathising and identifying with the speake

64
Q

– Maintain a high level of eye contact.
– Use body language to show interest and
openness.
– Show your understanding using paraphrasing
and short utterances, be careful to encourage
not interrupT

A

BE RESPONSIVE

65
Q

– Listen openly to the other person
– Make sure you understand the point and the
point of view before you form an opinion
– Judge the content, not the messenger or
delivery
– Ask the other person for as much detail as
he/she can provide

A

Listening and understanding points being made

66
Q

– Pay attention to verbal and nonverbal cues
about how the speaker feels about their points
– Understanding the speaker’s feelings will allow
you to respond sensitively and avoid problems
such as defensiveness.

A

Listening between the lines

67
Q

Fight distractions, especially thinking ahead to
what you are going to say back! Your retort may
not be relevant.

A

Pay attention

68
Q

– Do not make assumptions –ask questions to
verify your understanding.
– Use multiple techniques to fully comprehend
– Ask open friendly questions such as “If I have
understood correctly you are saying that…?”
– Ask them to repeat themselves if necessary
– Ask them to rephrase things if you feel you are
misunderstandinG

A

Testing for understanding (Feedback

69
Q
  • Don’t totally control conversation
  • Ask the other for other’s views or suggestions
  • State your position openly
  • Be validating, not invalidating (“You wouldn’t
    understand”)
A

SPEAKING SKILLS

70
Q

– acknowledge what has been said and
incorporate it into your discourse

A

Don’t totally control conversation

71
Q
  • Be specific, not global, make your point as
    your own
    – Be clear in what you are saying but not
    damning of other opinions
A

State your position openlY

72
Q

– Acknowledge other’s uniqueness,
importance.
– Don’t react to emotional words, interpret
their purpose
– Important not to allow personal feelings to
derail the focus of the discussion.
– Respond in a way that acknowledges the
emotion but eliminates it from the topic.

A

Be validating, not invalidating (“You wouldn’t
understand”)

73
Q

participants make decisions
for themselves; you are there to guide not
tell them.

A

Autonomous

74
Q

CONSTRUCTIVE FEEDBACK READ IT LMAO

A

–

LABMAN FINALS (6 decks)

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