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GEC-PC > Chapter 7: Communication For Work Purposes > Flashcards

Chapter 7: Communication For Work Purposes Flashcards

1
Q

Kind of communication the transpires when there is transmission of information between one person and group of persons in an organization.

Communication only occurs when information in understanding have passed between sender and receiver

A

Communication in the Workplace

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2
Q

How does a workplace become harmonious?

A

This happens when every employee is given to an avenue to communicate well with each other in a more professional way

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3
Q

Employees’ Top 5 Skills and Qualities:

A
  1. Communication skills.
  2. Strong work ethics.
  3. Teamwork skills.
  4. Analytical skills.
  5. Initiative.
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4
Q

Top 10 communication skills for workplace success:

A
  1. Nonverbal communication
  2. Clarity and concision.
  3. Friendliness.
  4. Picking the right medium.
  5. Feedback.
  6. Confidence.
  7. Respect.
  8. Open mindedness
  9. Empathy.
  10. Listening.
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5
Q

Barrier to communication, that can be either internal or external. It can be self talking, conversations, traffic, noise, or anything, but interferes with our ability to maintain focus.

A

Noise

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6
Q

Barrier that keeps communication from happening or when employees communicate to the information and input they feel they are expected to communicate, and not what they really believe

A

Culture

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7
Q

Barrier to communication when they involve interactions between subordinates and superiors

A

Role

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8
Q

Barrier to communication that is based on our preconceived beliefs, or based on impressions we form of people as we interact with them

A

Bias

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9
Q

Barrier to communication when we do not understand the meaning behind what is being communicated

A

Misinterpretation

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10
Q

Flow of communication wherein subordinates convey their problems and performance to superiors. Provides feedback on how well organization is functioning. Employees can participate by sharing in views and ideas, and builds a committed and loyal workforce.

A

Upward Communication

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11
Q

This encourages communication about complaints. Employees can make an appeal upward beyond for immediate supervisor.

A

Grievance procedure

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12
Q

This is an invitation for subordinates to come in and talk to their superior about things that trouble them.

A

Open door policy

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13
Q

Information obtained from these forms of communication handled by the Human Resource Department can be used to make improvements

A

Counseling, questionnaires, exit interview

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14
Q

This technique uses informal involvement of subordinates, quality improvement teams, and the union management committees.

A

Participative decision making technique

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15
Q

The use of this person provides an outlet for a person to feel they have been treated unfairly

A

Ombudsperson

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16
Q

Flow of communication that starts from a higher level in an organization to a lower level. This communication flow is used by managers to transmit work related information to the employees at lower levels. Employees required this information for performing for jobs and for meetings expectations of their managers.

A

Downward Communication

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17
Q

Flow of communication that happens among employees of equal rank, lead committees, task forces, and cross functional project teams. It is also called lateral communication as it takes place at same levels of hierarchy in an organization.

A

Horizontal communication

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18
Q

Flow of communication that crosses work areas and organizational level. Under this communication, any employee can communicate to other employees without considering the hierarchy or level of employees. It is mostly used by expert groups to communicate expert ideas to the different levels of employees.

A

Diagonal communication

19
Q

It is a physical or physiological struggle associated with the perception of opposing and incompatible, goals, desires, demands, wants, or needs

A

Conflict

20
Q

Conflict management strategy where you may choose to change the subject, or leave the room, but the conflict will remain and resurface when you least expect it

A

Avoidance

21
Q

Conflict management strategy, wherein defensive communication is characterized by control, evaluation, and judgments. Meanwhile, supportive communication focuses on the points and not personalities

A

Defensiveness versus supportiveness

22
Q

Conflict management strategy that involve messages or statements that take away from the respect, integrity, or the credibility of a person. Face-saving strategies, protect credibility and separate message from messenger.

A

Face-detracting and Face-Saving-Detracting strategies

23
Q

Conflict management strategy that involves listening to both literal and implied meaning within the message

A

Empathy

24
Q

Conflict management strategy that involves an imaginary bag we all carry into which we place and resolve, conflicts or grievances overtime and carry around

A

Gunnysacking

25
Q

Conflict management strategy that helps you be aware of your emotions and wait until the moment has passed to tackle the challenge.

A

Managing emotions

26
Q

It is an informal channel of business communication. It is called so o because it stretches throughout the organization, in all directions irrespective of authority levels. If exists more at lower levels of organizations.

A

Grapevine Communication

27
Q

It is any information that individuals receive about their behavior. It should not be viewed as a negative process, instead, it should be used as a strategy to enhance goals, awareness, and learning.

A

Feedback

28
Q

Feedback that identifies or describes how a person communicates

A

Descriptive feedback

29
Q

Feedback that provides an assessment of a person who communicates

A

Evaluative feedback

30
Q

Feedback that provides advice about how one should behave or communicate

A

Prescriptive feedback

31
Q

Level of feedback that involves issues of effectiveness and appropriateness, specific issues include the quantity or quality of a group output

A

Task or procedural feedback

32
Q

Level of feedback that provides information about interpersonal dynamics within a group

A

Relational feedback

33
Q

Level of feedback that provides feedback that focuses on a particular individual in a group

A

Individual feedback

34
Q

Level of feedback that provides feedback that focuses on how well the group is performing

A

Group feedback

35
Q

It is a group communication in action around a defined agenda, at the set time, for an established duration.

A

Meetings

36
Q

Written or recorded documentation that is used to inform attendees and non-attendees about what was discussed and what happened during a meeting

A

Minutes of the Meeting

37
Q

Role of note taker:

A
  • Must have an ear for details
  • Must multitask effectively
38
Q

What does a minute taker need:

A
  • Concise notes
  • Informative notes
39
Q

Elements of Meeting Minutes:

A
  1. Heading
  2. Attendees
  3. Approval of previous minutes
  4. Action items
  5. Announcement
  6. Next meeting details
  7. Sign off signature
40
Q

It is written to communicate policies, procedures, or related official business within an organization. It is often written from a one-to-all perspective. It is written to inform or persuade.

A

Memorandum

41
Q

Memorandum format:

A
  1. Sender
  2. Recipients
  3. Title of the individuals
  4. Date
  5. Subject line
  6. Message that contains a declaration, discussion, and summary
42
Q

Tips for Effective Business Memo:

A
  • Audience Orientation
  • Professional, Formal Tone
  • Subject Emphasis
  • Use direct format
43
Q

These are brief messages sent to recipients that are often outside the organization. They are often printed on letterhead paper, and represent the business or organization in one or two pages. Shorter messages may include emails or memos.

A

Business Letters

44
Q

Parts of a Business Letter:

A
  1. Return Address
  2. Date
  3. Reference
  4. Salutation
  5. Body
  6. Complimentary Close
  7. Signature

GEC-PC (10 decks)

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