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
Q

the study of meaning as expressed, in symbols. “ Words, pictures, or
actions are symbols that suggest certain meanings

A

Semantic Barriers

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26
Q

the study of meaning as expressed, in symbols. “ Words, pictures, or
actions are symbols that suggest certain meanings

A

Semantic Barriers

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27
Q

interference with the reception of a message
that occurs when the message is misunderstood

A

Semantic Barriers

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28
Q

TECHNIQUES FOR COMMUNICATING IN
ORGANIZATIONS

A

Downward, upward, or horizontal (communication)

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29
Q

refers to message flows from higher levels of authority to lower levels.

A

Downward Communication

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30
Q

letters, meetings, telephones,
manuals, handbooks, and newsletters.

A

techniques used in downward communication

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31
Q

appropriate when directives are complex and precise actions are required

A

Letters

32
Q

useful sources of information regarding company policy, procedures, and organization.

A

Manuals

33
Q

provide more specific information about the duties and priveleges of the individual worker

A

Handbooks

34
Q

provide a mixture of personal, social, and work-related information

A

Newsletters

35
Q

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.

A

Upward Communication

36
Q

formal grievance
procedures, employee attitude and opinion surveys, suggestion systems, open-door
policy, informal gripe sessions, task forces, and exit interviews

A

techniques used in upward communication

37
Q

refers to messages sent to individuals or groups
from another of the same organizational level or position

A

Horizontal communication

38
Q

techniques appropriate for horizontal communication

A

memos,
meetings, telephones, picnics, dinners, and other social affairs.

39
Q

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.”

A

Management Information System (MIS)

40
Q

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.

A

MIS - Manufacturing, finance, Engineering, Marketing, Personnel, Research and Development.

41
Q

management function which “involves
influencing others to engage in the work behaviors necessary
to reach organizational goals.”

A

“Leading’ - function
Leadership - Process

42
Q

refers to
the ability of a leader to exert force on another.

A

Power

43
Q

4 Bases of Power

A
  1. legitimate power
  2. reward power
  3. coercive power
  4. referent power
  5. expert power
44
Q

A person who occupies a higher position

A

Legitimate Power

45
Q

person has the ability to give rewards to anybody who follows
orders or requests, he is said to have reward power

A

Reward Power

46
Q

refer to money or other tangible benefits like cars,
house and lot, etc

A

Material rewards

47
Q

consist of recognition, praises, etc

A

Psychic rewards

48
Q

When a person compels another to comply with orders
through threats or punishment, he is said to possess
coercive power.

A

Coercive Power

49
Q

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.

A

Referent Power

50
Q

Experts provide specialized information regarding their specific lines of
expertise.

A

Expert Power

51
Q

“the process of influencing and
supporting others to work enthusiastically toward achieving objectives

A

THE NATURE OF LEADERSHIP

52
Q

Traits of Effective Leaders

A
  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
Q

Persons with drive are those identified as willing to accept
responsibility, possess vigor, initiative, persistence, and health

A

PERSONAL DRIVE

54
Q

very important leadership trait because of the possibility of failure in
every attempt to achieve certain goals.

A

Drive

55
Q

3 LEADERSHIP SKILLS

A
  1. technical skills
  2. human skills, and
  3. conceptual skills.
56
Q

is the
specialized knowledge needed to perform a job.

A

Technical skill

57
Q

These skills refer to the ability of a leader to deal with people,
both inside and outside the organization

A

HUMAN SKILLS

58
Q

These skills refer to the ability to think in abstract
terms, to see how parts fit together to form the
whole.

A

CONCEPTUAL SKILLS

59
Q

Leaders who make decisions themselves, without
consulting subordinates are called autocratic leaders.

A

AUTOCRATIC LEADERS

60
Q

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.

A

PARTICIPATIVE LEADERS

61
Q

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.

A

FREE-REIN LEADERS

62
Q

LEADERS ORIENTATION
TOWARD TASKS AND PEOPLE

A

(1) employee oriented
(2) task oriented

63
Q

CONTINGENCY APPROACHES

A
  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
Q

one that prescribes the proper leadership style for
various situations, focusing on the appropriate degrees of delegation of decision
making authority

A

VROOM’S DECISION-MAKING MODEL

65
Q

TYPES OF CONTROL

A
  1. Feedforward control
  2. Concurrent control
  3. Feedback control
66
Q

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.

A

FEED FORWARD CONTROL

67
Q

When an activity to detect variance are made on an ongoing operation.

A

CONCURRENT CONTROL

68
Q

When information is gathered about a completed activity, and in order that
evaluation and steps for improvement are derived.

A

FEEDBACK CONTROL

69
Q

COMPONENTS OF ORGANIZATIONAL
CONTROL SYSTEMS

A
  1. Strategic plan
  2. The long-range financial plan
  3. The operating budget
  4. Performance appraisals
  5. Statistical reports
  6. Policies and Procedures
70
Q

FINANCIAL ANALYSIS

A

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
Q

FINANCIAL RATIO ANALYSIS

A

A more elaborate approach used in controlling activities.
1. Liquidity
2. Efficiency
3. Financial leverage
4. Profitability

72
Q

current assets over current reliabilities

A

Current ratio

73
Q

measure of ability to pay short term obligations current assets- inventories over current reliabilities

A

Acid test ratio

73
Q

measure of ability to pay short term obligations current assets- inventories over current reliabilities

A

Acid test ratio

74
Q

Efficiency ratio

A

-Inventory turnover ratio
-Fixed asset turnover

75
Q

Financial leverage ratio

A

-Debt to total assets ratio
-Times interest earned ratio

76
Q

Profitability ratios

A

Profit margin ratio
-Return on asset ratio
-Return on equity ratio