Interpersonal (E) Flashcards
(11 cards)
Empathetic listening
Includes placing oneself in the perspective
of the speaker and formulating a response
based on how the speaker will accept it
HR personnel often face emotionally charged
conversations dealing with an employee’s job or
family. Utilizing active and empathetic listening
skills conveys concerns for the employee and
helps diffuse tense situations.
Competing points of view
Healthy components of communication that
often lead to new perspectives, collaboration,
innovation, opportunities, and improvements
HR professionals should always remain open to
hearing dissenting opinions and actively seek to
understand the reasoning behind them. Rather than
perceiving dissenting opinions as a personal attack,
competing points of view should be welcomed as part
of the inherent business process.
Stakeholders
Considered as such because they are directly
impacted by the actions of the HR department
Therefore, they are highly valuable to the efficacy
of HR initiatives. Comments from them should be
prioritized.
Soliciting feedback
A crucial component of program evaluation,
guiding and sustaining initiatives, and
providing customer service
HR professionals serve all units of an organization.
Therefore, they should solicit feedback from
leadership in all areas, keeping in mind that different
leaders may have various needs and values. HR
professionals can solicit feedback from leadership
through online evaluation surveys, in-person
meetings, and group meetings.
Diversity groups
8
Further promote inclusion efforts
For example, there are more women, minorities,
and immigrants in the paid labor force than
in the past. In addition, companies strive to
create cultures that value diversity and promote
career development and advancement for
underrepresented groups.
Hall
Theorized that there are two diametric
business communication styles based on
culture
High-context communication takes place when both
sides value the relationship between the parties. The
transactions themselves focus on building trust and
understanding. Low-context communication focuses
on the words being said or written; the relationship is
less important.
Hofstede
Theorized six dimensions that show the
difference in communication between
cultures:
• Power Distance Index: how a culture distributes and
respects power within an organization
• Individualism versus Collectivism
• Masculinity versus Femininity
• Uncertainty Avoidance Index: how willing a culture
is to accept things that they cannot control
• Long- versus Short-Term Orientation
• Indulgence versus Restraint
Schein
Examined organization culture by dividing
it into three levels
Do
The most visible layer is Artifacts, which include
tangible workplace norms such as dress code,
workplace design, and slogans. Espoused Values
consists of behavior and written rules. The last
layer is Assumptions, the unwritten behaviors of
an organization that create the culture.
Trompenaars
Created the Seven Dimensions of Culture:
• Universalism versus Particularism
• Individualism versus Communitarianism
• Neutral versus Emotional
• Specific versus Diffuse
• Achievement versus Ascription
• Sequential versus Synchronous Time
• Internal direction versus External direction
Barrier-removal
8
Includes ensuring that equipment works and is
up to date, eliminating redundant processes,
implementing ways of empowering employees
to make changes, and most of all, engaging in
communication and follow-through
Assimilation
Means ensuring that new employees
become part of the organization by matching
expectations to experiences
This should be done intentionally with the intent
to switch the employee’s priorities to those
of the organization and to ensure that new
employees become part of the team.
