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Intro to Communication > CommChp 10-11 > Flashcards

CommChp 10-11 Flashcards

1
Q

Anatomy of Small Groups

A
  • Composed of 3-12 persons working toward a common goal (2-pair and 14+ is public context)
  • No absolute number
  • Groups are small as long as each individual in the group can recognize and interact with every other group member
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2
Q

Synergy

A
  • Synergy is the result of the superior production and outcome that takes place when groups work together effectively as opposed to one person making efforts to reach a task
  • occurs when work of group members is a GREATER TOTAL effect than the sum of individual members efforts produced
  • Whole is not equal to parts but is greater than sum of parts
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3
Q

Deep Diversity

A
  • Substantial variation among members in task relevant skills, knowledge, abilities, beliefs, persepctives
  • Basis for Synergy
  • The deeper the diversity, the more potential for difficult group members to provoke conflict, However a LACK of diversity leads to group think
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4
Q

Groupthink

A

results in a poor outcome when the focus is more on achieving consensus than on making wise decisions

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5
Q

Small Group Organization

A

the smaller the group the less formal and less complex the process

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6
Q

Task Dimension

A

Productivity Goal

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7
Q

Social Dimensions or Maintence Roles

A

Cohesiveness’s goal

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8
Q

Norms

A

Rules of appropriate behavior for group members

-rules that indicate what the group members are Obligated to do, preference, and prohibited

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9
Q

Explicit Norms

A

specifically stated acceptable and unacceptable behavior

  • No smoking signs
  • Teacher: “be to class on time”
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10
Q

Implicit Norms

A

Unspoken or unwritten expectations for group behavior

  • patterns of behavior exhibited by grp members that identify acceptable and unacceptable conduct
  • no ever eats in meeting, everyone sits in same spot
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11
Q

Conformity

A

means to follow the explicit and implicit norms

  • Inclination to think and behave in ways consistent with the group
  • Conform for two reasons: 1) To be Right and 2) To be Liked
  • high when cohesiveness is high, when members expect to be in group a long time and when members percieve that they have lower status
  • Greater in Collectivist cultures
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12
Q

Formal Roles

A

associated with formalized, assigned position

-teacher

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13
Q

Informal Roles

A

associated with the actual function within a group, not appointed nor formalized

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14
Q

Glass Ceiling

A

an invisible barrier of subtle discrimination that excludes women and ethnic minorities from top leadership positions in corporate American

  • -> group bias
  • Women Exhibit leadership effectivenesss at least equivalent to that of men (or more)
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15
Q

Women and Minorities can improve chances at group leadership by…

A

1) Increase the proportion of women and ethnic minorities in groups
2) Encourage mingling and interaction amoung the members before choosing a leader
3) Emphasize task relevant communication during discussion

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16
Q

20% Rule

A

Discrimination decreases when at least 20% of group membership is composed of women and minorities

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17
Q

Social loafers

A

“hide” within the group to avoid work

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18
Q

Turning groups into teams

A

1) Establish team goals
2) Commit to team goals
3) Develop a team identity
4) Designate clear team roles that offer each group member a unique way to serve and function within group

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19
Q

Grouphate

A

refers to significant dissatisfaction and dread people feel when they work in groups

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20
Q

Group

A

Composed of 3+ individuals, interacting for the achievement of a common purpose who influence and are influenced by one another
–> Five members have nice compromise when speed and quality are equally important

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21
Q

Negative Synergy

A

Product of Joint Action of group members that produces a result WORSE than expected based on perceived individual abilities and skills
-Worse than sum total of pieces

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22
Q

Problems with increased Group Size

A
  • Number of nonparticipants in group increases (6+ members)
  • Groups=> Factionalized: members of like mind splinter off into smaller, competing subgroups
  • More time need to make decisions
  • Scheduling a meeting hard
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23
Q

hierarchical

A

members of organization will be rank ordered

-Pyramid

24
Q

Upward Communication

A

Message flow from subordinates TO super-ordinates in an organization
-Difficult and risky

25
Q

Downward Communication

A

Message that flow from super-ordinates TO subordinates

-Problematic

26
Q

Horizontal Communication

A

Messages between individuals with equal power, (office workers in same department)
-INFORMAL and CASUAL

27
Q

Task Dimension

A

the work performed by the group and its impact on the group

->Productivity is goal: determined by degree to which it accomplishes work efficiently and effectively

28
Q

Social Dimension

A

Consists of relationships between group members and the impact these relationships have on group
-> Cohesiveness is goal: depends on degree to members identity with group and wish to remain in group

29
Q

Task Roles

A
  • Info giver
  • info seeker
  • Initiator contributor
  • Clarifier
  • Elaborator
  • Coordinator-Director
  • Energizer
  • Procedural Technician
  • Devi’s advocate
30
Q

Maintenance Roles

A
  • Supporter encourage
  • Harmonizer tension relieer
  • Gatekeeper
31
Q

Disruptive Roles

A

-Stage hog
-Isolate
-Fighter controller
-Blocker
-Zealot
Clown

32
Q

Role Fixation

A

where a member plays a role rigidly with little or no inclination to try other roles, will decrease group effectiviness

33
Q

All leader is transformational

A

all leadership involves change and innovation

-extremely transformational=>capable of producing great change… Charismatic leaders

34
Q

Transactional leadership v Transformational Leadership

A

Transactional leadership is NOT focused on change=>Manager (status quo)
-Primary goal is efficiency (getting the job done
Transformational leadership goal: change

35
Q

Leadership

A

defined as leader-follower influence process with the goal of producing change that is largely accomplished through competent communication
–> process of elimination with the first to are stupid and quiet then bossy

36
Q

Traits

A

relatively enduring characteristices of a person that highlight differences between people and that are displayed in most situations

  • phyiscal
  • personality
37
Q

Directive Style

A
  • originally called AUTOCRACTIC
  • puts heavy emphasis on task dimension with slight attention to social dimension of groups
  • member participation is not encouraged
  • Preferred by High Power Distance Cultures
  • works will when there is a time constraint or stressful circumstance
38
Q

Participative Style

A
  • originally called DEMOCRATIC
  • places emphasis on both the task and social dimensions of groups
  • Empowering
39
Q

Laissez Faire Style

A
  • sit on your derrier approach to leadership

- NO leadership is exercised

40
Q

Development

A
  • aka Readiness

- composed of ability of grp members and their motivations, and their experiences

41
Q

Steps to deal with difficult members:

A
  • Make certain a cooperative climate has been created by the group
  • Do not encourage disruptive behavior
  • Confront the difficult person directly
  • If all else fails. remove disrupter from group
42
Q

Social Loafing

A

is the tendency of individuals to reduce their work effort when they join groups

  • increase with group size
  • More Common is individualistic cultures
43
Q

3 C’s of Social Loafing

A

=> Any step that creates competive, defensive environment is unlikely to motivate social loafers

1) Collaboration: Cooperative style of conflict management (teamwork)
2) Content: group task… must have interest and meaningful
3) Choice: offering a choice on assignment

44
Q

Agenda

A

a list of topics to be discussed in a group meeting, presented in the order in which they will be addressed

45
Q

Standard Agenda

A

provides one such highly effective structured method of decision making and problem solving
-Based on Reflective thinking model

46
Q

Reflective Thinking Model

A

-John Dewey
-sequences of logical steps that incorporate the scientific method of defining and analyzing and problem solving
1 ID Goal
2Analyze Problem
3 Establish Criteria
4 Generate Solutions
5 Evaluate Solutions and make the final decision
6 Implement the decision

47
Q

Murphy’s Law

A

anything that can go wrong will likely go wrong

48
Q

Unanimity Consensus: GOOD

A

1 requires full discussion of issues
2 likely to be committed to final decision when its challenged by outsiders
3 produces group satisfaction

49
Q

Unanimity Consensus: BAD

A

1 difficult to achieve

2 increasingly unlikely as grps grow

50
Q

Consensus with Qualifications

A

1) Grp tries to reach a consensus on issure… if reached then the decision is made
2) if not reached then…. a supervisor makes final decision

51
Q

Groupthink

A

group members stressing cohesiveness and agreement instead of skepticism and optimum decision making

  • disagreement is discouraged
  • strong pressure to conform
  • lacks structured decision making process that encourages consideration of diverenget options
52
Q

Brainstromign

A

creative problem solving method characterized by encouragement of ideas, freedom from initil evaluation of pot sol, energetic participation from ALL grp mem
–NO Clarify or discuss ideas CAN piggybackon ideas of thers

53
Q

Nominal Group Technique

A

1) Team members work alone to generate ideas
2) Team is convened and ideas are shared, all ideas are written (Clarification OKAY but evaluation PROHIBITED )
3) Each member selects 5 fav ideas from list and ranks them
4) Ranks averaged and ideass with highest average selected

54
Q

Nominal group technique produced greater quantity and quality than brainstorming despite the popularity of brainstorming

A

brainstorming is as effective in generating high number of ideas and quality ideas

55
Q

Reframing

A

creative process of breaking rigid think by placing a problem in differenct frame of reference

Intro to Communication (3 decks)

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