Test 3 Flashcards
5/2 (120 cards)
1
Q
Communication
A
The process by which information is transmitted and understood between two ore more parties
2
Q
Internal Communication
A
Communication transactions between individuals and/or groups at various levels and in different areas of specialization that is intended to coordinate day-to-day activities
3
Q
Where is Internal Communication Found
A
Within an organization
4
Q
External Communication
A
Information that is shared with the public through marketing and public relations efforts
5
Q
Where is External Communication Found?
A
Outside of the Company
6
Q
Downward Communication
A
When a leader communicates to those in lower levels of the organization
7
Q
Example of Downward Communication
A
CEO sending memo to entire company
8
Q
Lateral Communication
A
Sideways flow; among peers or members at similar levels
9
Q
Example of Lateral Communication
A
Accountant to Salesperson
10
Q
Upward Communication
A
Employees communicate with those who are higher in the organizational hierarchy
11
Q
Example of Upward Communication
A
Accountant sending report to CEO
12
Q
Grapevine
A
An unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions
13
Q
Benefits of the Grapevine
A
Transmit information that is not readily available through formal channels
Spreads Organizational Culture
14
Q
Drawbacks of the Grapevine
A
Distort or inaccurate information
develop negative attitudes towards management if they are slower than the grapevine
15
Q
Encoding
A
TRANSLATING thought into a code/language that can be understood by others
16
Q
Decoding
A
The process of INTERPERTING and making sense of the message
17
Q
What kind of process is Decoding?
A
Perceptual
18
Q
Feedback
A
The receiver EXPRESSING A REACTION to the sender’s message
19
Q
Noise
A
PSYCHOLOGICAL, SOCIAL, & STRUCTURIAL BARRIERS that distort and obscure the sender’s intended message
20
Q
As Noise INCREASE how does Message Comprehension change
A
Decrease
21
Q
Jargon
A
Work Slang
22
Q
Information Overload
A
A condition in which the volume of information received exceeds the person’s capacity to process it
23
Q
Information
Processing Capacities
A
The amount of information we are able to process in a fixed time period
24
Q
Communication Competence
A
25
What does Communication Competence depend on?
26
3 Types of Communication Styles
Assertive, Aggressive & Nonassertive
27
Assertive Communication Style
Based on the notion that it is not right or good to violate our own right to self-expression or the right to be treated with dignity and respect
28
Aggressive Communication Style
Expressive and self-enhancing and strive to take unfair advantage of others
29
Nonassertive Communication Style
Timid and Self-Denying Behavior
30
Active Listening
The process of ACTIVELY decoding and interpreting verbal messages
31
Nonverbal Communication
facial gestures, voice intonation, physical distance, and even silence that conveys a message
32
Conflict
A process in which one party perceives that his or her interests are being opposed or negatively affected
33
What is a big factor behind Conflict?
Perception
34
Dysfunctional Conflict
Threatens an organizations interests
35
Functional Conflict
Characterized by consultative interactions, a focus on the issues, mutual
respect, and useful give-and-take
36
Optimal Conflict Perspective
Organizations are most effective when employees experience some level of conflict, but become less effective with high levels of conflict
37
Task-Related Conflict
occurs when people focus
their discussion around the issue while showing respect for people with other points of view
38
Relationship Conflict
Focuses on the adversary rather than the issue as the source of conflict
39
True/False: Can Task-Related Conflicts turn into Relationship Conflict
True
40
What Conflict is Functional?
Task-Related Conflict
41
What Conflict is Dysfunctional?
Relationship Conflict
42
What are the 5 Interpersonal Conflict Handling Styles?
Problem Solving, Forcing, Avoiding, Yielding, and Compromising
43
What are the two axes for the Dual Concern Model?
Assertiveness and Cooperativeness
44
Problem Solving
Tried to find a solution that is beneficial for both parties (win-win)
45
Forcing
Tries to win the conflict at the other's expense (win-lose)
46
Avoiding
Tries to smooth over or avoid conflict situations altogether
47
Yielding
Giving in completely to the other side's wishes
48
When are Yielding and Forcing typically seen?
When one party has more power over the other
49
Compromising
Looking for a position in which your losses are offset by equally valued gains
50
Negotiation
The process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence
51
What is Negotiations also known as?
Bargaining
52
Resistant Point
The minimum/maximum amount of money you are willing to give up
53
Aiming Point
The overlap area between your resistance point and your opponent's resistance point
54
What happens if there is no overlap in the resistance point? (no aiming point)
The deal will likely fall through
55
Distributive Bargaining
Get as much of the pie as possible
56
Integrative Bargaining
Expand the pie so that both parties are satisfied
57
Claiming Value
trying to obtain the best possible outcomes for YOURSELF
58
What is another way to refer to Claiming Value?
Competing
59
Creating Value
Trying to obtain the best possible outcome for BOTH PARTIES
60
What is another way to refer to Creating Value?
Cooperating
61
BATNA
estimated power in the negotiation
62
What does BATNA stand for?
Best Alternative to a Negotiated Agreement
63
Power
The relative capacity to modify others' states by providing or withholding resources or administering punishment
64
True/False: Power is equal to Dependence
True
65
What are the states that the Power definition refers to?
Money, Emotions, Social, Self-esteem, etc.
66
5 Types of Bases of Power
Reward, Coercive, Legitimate, Expert, & Referent
67
Reward Power
Derived from a person's ability to control the allocation of rewards
68
Coercive Power
Derived from the ability to apply punishment
69
Legitimate Power
Derived from formal authority to make decisoins
70
What makes up Position Power?
Reward, Coercive, & Legitimate
71
Expert Power
Derived from valued knowledge, information, or expertise that an individual has
72
Referent Power
Derived from others wanting to identify or be associated with an individual
73
What makes up Personal Power?
Expert Power & Referent Power
74
Contingencies of Power
Substitutability, Centrality, Visibility, Discretion
75
Substitutability
The availability of alternatives
76
Example of Substitutability
Expert Power is lowered if you could google it
77
Centrality
the power holder's importance, based on the degree and nature of his/her interdependence with others
78
Example of Centrality
If you miss work, how long for people to notice? How many will notice?
79
Visibility
How literally visible you are to others
80
Example of Visibility
The more they see you the more power you have
81
Discretion
the freedom to exercise judgment--to make decisions without referring to a specific rule or receiving permission from someone else
82
Example of Discretion
Sentencing limits the judge's sentencing power
83
Power Approach Theory
High-power people think, feel, and behave in fundamentally different ways than Low-power people
84
Social Influence
Influence occurs when one's emotions, opinions, or behaviors are affected by others
85
6 Principles of Influence
Reciprocity, Social Proof, Commitment & Consistency, Liking, Authority, Scarcity
86
Reciprocity
People feel indebted to those who do something for them or give them something
87
Social Proof
People tend to look to those around them to guide their decisions and actions
88
According to Social Proof, will Group Social Norms or Society Social Norms overpower the other?
Group Social Norms
89
Commitment & Consistency
We're more likely to do something after we've already agreed to it
90
Liking
people are more likely to say yes to people that they like
91
Authority
People respect those in position of authority and follow the lead of credible, knowledgeable experts
92
Scarcity
The less there is of something, the more valuable it is
93
Door-in-the-Face Technique
Refusing an initial large request increases the likelihood of agreeing to a second, smaller request
94
Example of the Door-in-the-Face Technique
Marking up price then putting on sale to normal price
95
What OB idea does the Door-in-the-Face Technique play off of?
Anchoring
96
Foot-in-the-Door Technique
Agreeing to a small request increases the likelihood of agreeing to a second larger request
97
Example of the Foot-in-the-Door Technique
The manager asking you to stay an extra hour then asking to stay 2 more hours after
98
What OB idea does the Foot-in-the-Door Technique play off of?
Sunken Cost Fallacy
99
Low-Ball Technique
Agreeing to purchase something at a given price increases the likelihood of agreeing to purchase it at a higher price
100
What OB idea does the Low-Ball Technique play off of?
Commitment & Consistency
101
8 Influence Tactics
Pressure tactics, Upward appeals, Exchange tactics, Coalition tactics, Ingratiating tactics, Rational persuasion, Inspirational appeals, Consultation tactics
102
Leadership
Influencing, motivating, and enabling others to contribute toward the effectiveness and success of organizations of which they are members
103
Leadership Prototype
A mental representation of the traits and behaviors that people believe are possessed by leaders
104
Authentic Leadership
Effective leader needs to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept
105
Transcational Leadership
A style of leadership in which leaders clarify employees' roles and task requirements and provide followers with positive and negative rewards contingent on performance
106
Transformational Leadership
A style of leadership in which leaders create, communicate, and model a shared vision for the team/organization and inspire followers to strive to achieve that vision
107
Followership
willingness to defer to another in some way
108
4 Categories in the Competing Values Culture Framework
Clan, Adhocracy, Hierarchy, Market
109
Clan
Shared values and goals, cohesion, participation, individuality, and a sense of "we-ness"
110
Adhocracy
Flexibility and change, growth, resource acquisition, adapting, and responding to external environments
111
Hierarchy
Internal efficacy, uniformity coordination, evaluation
112
Market
Productivity, performance, and goal achievement
113
Example of Pressure Tactics
Threatening to fire you if the project is not done by the deadline
114
Example of Upward Appeals
Going one level higher in management
115
Example of Exchange Tactics
You owe me one
116
Example of Coalition Tactics
Unions
117
Example of Ingratiating Tactics
Kissing up to the boss
118
Example of Rational Persuasion
Logos
119
Example of Inspirational Appeals
Guilt Trip
120
Example of Consultion Tactics
Making Deals
