Communicating, Leading and Controlling Flashcards

1
Q

a process of sharing
information through symbols, including words and message.

A

COMMUNICATION

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2
Q

In management, must be made for a purpose and because it has a cost
attached to it, it must be used effectively

A

COMMUNICATION

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3
Q

used for decision-making at
various work levels in the organization

A

Information Function

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4
Q

used as a means to motivate employees to commit
themselves to the organization’s objectives

A

Motivation Function

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5
Q

When properly communicated, reports, policies, and plans define roles, clarify duties,
authorities and responsibilities can be given. Effective control is, then, facilitated

A

Control Function

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6
Q

When feelings are repressed in the organization, employee are affected by anxiety,
which, in turn, affects performance.

A

Emotive Function

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7
Q

Flow chart on Communication Process

A

-Sender
-develops ideas
-encodes
-(then transmits message to)
- Receiver
- who receives message
-decodes
-accepts or rejects ——– then Provide feed back to

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8
Q

1st and most important step in effective communication. It is
important that the idea to be conveyed must be useful or of some value

A

developing an idea

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9
Q

2nd or next step of developing and idea. encode the idea into words, illustrations, figures, or other sysmbols
suitable for transmission.

A

ENCODE

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10
Q

3rd step or next step after encoding. Message is now ready for transmission through the use of an
appropriate communication channel. Among the various channels used include the spoken
word, body movements, the written word, television, telephone, radio, an artist’s paint,
electronic mail.

A

Transmit

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11
Q

4th or next step in the communication process is the actual receiving of the message by the
intended receiver.

A

RECEIVER

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12
Q

5th or It means translating the message from the sender into a form that will have meaning to
the recipient.

A

Decode

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13
Q

6th or next step is for the receiver to accept or reject the message. Sometimes,
acceptance or rejection is partial

A

Accept

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14
Q

7th next step is for the receiver to use the information.

A

Use

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15
Q

8th or last step in the communication process is for the receiver to provide
feedback to the sender.

A

FEEDBACK

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16
Q

FORMS OF COMMUNICATION

A

❑Verbal
❑ Nonverbal

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17
Q

communications are those transmitted through hearing or sight. These
modes of transmission categorizes verbal communication into two classes

A

Verbal Communication
- Oral
- Written

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18
Q

mostly involves hearing the words of the sender, although
sometimes, opportunities are provided for seeing the sender’s body movements,
facial expression, gestures, and eye contact. Sometimes, feeling, smelling, tasting,
and touching are involved.

A

Oral communication

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19
Q

alternative to oral communication. Where the
sender seeks to communicate through the written word.

A

written communication

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20
Q

means of conveying message through body
language, as well as the use of time, space, touch, clothing, appearance, and
aesthetic elements.

A

Nonverbal communication

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21
Q

convey many shades of meaning and it is to the
advantage of the communicator to understand what message are relayed.

A

Nonverbal expressions

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22
Q

3 BARRIERS TO COMMUNICATION

A
  1. personal Barriers
  2. Physical Barriers
  3. Sematic barriers
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23
Q

hindrances to effective communication arising from a communicator’s
characteristics as person, such as emotions, values etc.

A

Personal Barriers

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24
Q

interferences to effective communication occurring in the
environment where the communication is a undertake

A

Physical Barriers

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25
the study of meaning as expressed, in symbols. “ Words, pictures, or actions are symbols that suggest certain meanings
Semantic Barriers
26
the study of meaning as expressed, in symbols. “ Words, pictures, or actions are symbols that suggest certain meanings
Semantic Barriers
27
interference with the reception of a message that occurs when the message is misunderstood
Semantic Barriers
28
TECHNIQUES FOR COMMUNICATING IN ORGANIZATIONS
Downward, upward, or horizontal (communication)
29
refers to message flows from higher levels of authority to lower levels.
Downward Communication
30
letters, meetings, telephones, manuals, handbooks, and newsletters.
techniques used in downward communication
31
appropriate when directives are complex and precise actions are required
Letters
32
useful sources of information regarding company policy, procedures, and organization.
Manuals
33
provide more specific information about the duties and priveleges of the individual worker
Handbooks
34
provide a mixture of personal, social, and work-related information
Newsletters
35
There is a need for management to provide employees with all the necessary material and non-material support it can give. messages from persons in lower-level positions to persons in higher positions.
Upward Communication
36
formal grievance procedures, employee attitude and opinion surveys, suggestion systems, open-door policy, informal gripe sessions, task forces, and exit interviews
techniques used in upward communication
37
refers to messages sent to individuals or groups from another of the same organizational level or position
Horizontal communication
38
techniques appropriate for horizontal communication
memos, meetings, telephones, picnics, dinners, and other social affairs.
39
defined by Boone and Kurtz as "an organized method of providing past, present, and projected information on internal operations and external intelligence for use in decision making.”
Management Information System (MIS)
40
currently used by corporate firms consists of "written and electronically based systems for sending reports, memos, bulletins, and the like." The system allows managers of the different departments within the firm to communicate with each other.
MIS - Manufacturing, finance, Engineering, Marketing, Personnel, Research and Development.
41
management function which “involves influencing others to engage in the work behaviors necessary to reach organizational goals.”
"Leading' - function Leadership - Process
42
refers to the ability of a leader to exert force on another.
Power
43
4 Bases of Power
1. legitimate power 2. reward power 3. coercive power 4. referent power 5. expert power
44
A person who occupies a higher position
Legitimate Power
45
person has the ability to give rewards to anybody who follows orders or requests, he is said to have reward power
Reward Power
46
refer to money or other tangible benefits like cars, house and lot, etc
Material rewards
47
consist of recognition, praises, etc
Psychic rewards
48
When a person compels another to comply with orders through threats or punishment, he is said to possess coercive power.
Coercive Power
49
When a person can get compliance from another because the latter would want to be identified with the former, that person is said to have referent power.
Referent Power
50
Experts provide specialized information regarding their specific lines of expertise.
Expert Power
51
"the process of influencing and supporting others to work enthusiastically toward achieving objectives
THE NATURE OF LEADERSHIP
52
Traits of Effective Leaders
1. a high level of personal drive 2. the desire to lead 3. personal integrity 4. self-confidence 5. analytical ability or judgment 6. knowledge of the company, industry or technology 7. charisma 8. creativity 9. flexibility
53
Persons with drive are those identified as willing to accept responsibility, possess vigor, initiative, persistence, and health
PERSONAL DRIVE
54
very important leadership trait because of the possibility of failure in every attempt to achieve certain goals.
Drive
55
3 LEADERSHIP SKILLS
1. technical skills 2. human skills, and 3. conceptual skills.
56
is the specialized knowledge needed to perform a job.
Technical skill
57
These skills refer to the ability of a leader to deal with people, both inside and outside the organization
HUMAN SKILLS
58
These skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole.
CONCEPTUAL SKILLS
59
Leaders who make decisions themselves, without consulting subordinates are called autocratic leaders.
AUTOCRATIC LEADERS
60
When a leader openly invites his subordinates to participate or share in decisions, policy-making and operation methods, he is said to be a participative leader.
PARTICIPATIVE LEADERS
61
Leaders who set objectives and allow employees or subordinates relative freedom to do whatever it takes to accomplish these objectives, are called free-rein leaders.
FREE-REIN LEADERS
62
LEADERS ORIENTATION TOWARD TASKS AND PEOPLE
(1) employee oriented (2) task oriented
63
CONTINGENCY APPROACHES
1. Fiedler’s Contingency Model 2. Hersey and Blanchard’s Situational Leadership 3. Path-Goal Model of Leadership 4. Vroom’s Decision Making Model
64
one that prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision making authority
VROOM'S DECISION-MAKING MODEL
65
TYPES OF CONTROL
1. Feedforward control 2. Concurrent control 3. Feedback control
66
When a management anticipates problems and prevents their occurrence. * Provides the assurance that the required human and nonhuman resource are in place before operations begin.
FEED FORWARD CONTROL
67
When an activity to detect variance are made on an ongoing operation.
CONCURRENT CONTROL
68
When information is gathered about a completed activity, and in order that evaluation and steps for improvement are derived.
FEEDBACK CONTROL
69
COMPONENTS OF ORGANIZATIONAL CONTROL SYSTEMS
1. Strategic plan 2. The long-range financial plan 3. The operating budget 4. Performance appraisals 5. Statistical reports 6. Policies and Procedures
70
FINANCIAL ANALYSIS
Balance sheet – contains information about the company’s assets, liabilities, and capital accounts. Income statement – contains information about the company’s gross income, expenses, and profits.
71
FINANCIAL RATIO ANALYSIS
A more elaborate approach used in controlling activities. 1. Liquidity 2. Efficiency 3. Financial leverage 4. Profitability
72
current assets over current reliabilities
Current ratio
73
measure of ability to pay short term obligations current assets- inventories over current reliabilities
Acid test ratio
73
measure of ability to pay short term obligations current assets- inventories over current reliabilities
Acid test ratio
74
Efficiency ratio
-Inventory turnover ratio -Fixed asset turnover
75
Financial leverage ratio
-Debt to total assets ratio -Times interest earned ratio
76
Profitability ratios
Profit margin ratio -Return on asset ratio -Return on equity ratio