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BU288 Final > Communication > Flashcards

Communication Flashcards

1
Q

Communication

A
  • Process by which information is exchanged between a sender and a receiver
  • communication can be formal or informal
  • can flow downward, upward, hor/ver
  • can be verbal or nonverbal
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2
Q

Barriers to Effective Communication

A
  • filtering
  • selective perception
  • defensivness
  • language
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3
Q

Effective communication -

A

communication whereby the right people recieve the right information in a timely manner

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4
Q

Filtering

A

Refers to a sender manipulating information so that it will be seen more favorably by the receiver

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5
Q

Selective Perception

A

Receivers in the communication process selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics.

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6
Q

Defensiveness

A

When individuals interpret another’s message as threatening, they often respond in ways that inhibit effective communication.

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7
Q

Language

A

Words mean different things to different people.

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8
Q

Employee Voice

A
  • The constructive expression of disagreement or concern about work unit or organizational practices.
  • More than just a complaint
  • A constructive suggestion for improvement
  • “Speaking up”
  • Positively related to job performance and creativity
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9
Q

Antecedents to Voice

A

Needs to be a psychologically safe environment

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10
Q

Voice is positively related to:

A

Extraversion
Conscientiousness
Job satisfaction, satisfaction with supervisor
Organization justice
Identification with organization

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11
Q

Voice is negatively related to:

A

Job stressors and strain
Fear of retaliation

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12
Q

Mum Effect

A
  • Tendency to avoid sharing unfavourable news to prevent negative reactions.
  • More pronounced if you sender responsible for action.
  • Open minded managers can lessen mum effect.
  • Applies to both managers and team members
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13
Q

Grapevine

A

Grapevine - an organizations communication network

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14
Q

Rumor

A

an unverified belief that is in general circulation

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15
Q

Verbal language at work

A
  • Jargon - specialized language used by job holders or members of particular occupations or organizations
  • Humor
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16
Q

Non-verbal language at work

A

the transmission of messages by some medium other than speech or writing

  • body language - facial expressions
  • props, artifacts, costumes - offic decor, arrangment, clothing
17
Q

Challenges for Upward Communication Flow

A
  • e.g., suggestion boxes, hotlines, etc.
    It is not enough to simply put these mechanisms in place!!
  • Employees must feel like they are being heard and that their ideas will be acted upon.
  • That is, make sure employees know that management wants to hear them, put mechanisms in place to ensure this, listen, and respond!
18
Q

Feedback: Some Tips
Giving

A
  • Intend to be helpful
  • Do not evaluate – describe behaviors and their effects
  • Provide specific examples
  • Keep in mind that the receiver must be able to take concrete action based on the feedback
  • Try to understand how you or the group may be contributing to the receiver’s behaviors (by active listening)
  • Indicate a sincere willingness to help
19
Q

Receiving: Feedback

A
  • Try to understand feedback
  • Try to avoid becoming defensive
  • Assume the feedback giver is trying to be helpful
  • Ask for clarification and examples if needed
  • Summarize by rephrasing the feedback
  • Take responsibility for any behaviors that you agree might have been unhelpful and show a sincere willingness to modify these behaviors
  • Don’t take it personally
20
Q

Apologies to Customers

A
  • Satisfaction with apology related to…
    Interactional justice (esp. when failure is nonmonetary)
  • Distributive justice (only for transaction-specific issues)
  • Empathy
  • Feeling for another (sympathy, compassion, etc.)
  • Intensity of apology
  • Timing (quick apologies are better received)
21
Q

Suggestions for Effective Communication

A
  • Take the time to communicate well
  • Be accepting of the other person
  • Do not confuse the person with the problem
  • Say what you feel (within reason)
  • Listen actively
  • Give timely and specific feedback
  • Assume differences until you know otherwise (e.g., cultural differences)
  • Recognize differences within cultures
  • Watch your language
  • Speak clearly, slowly, and simply
22
Q

Gender Differences in Communication

A
  • Originated in childhood, persisted in the workplace.
  • Revolve around the “One Up, One Down” position.
  • Men: main concern = power dynamics. Use communication as a way to position themselves in a one-up situation.
  • Women: more concerned with rapport building. Avoid putting others down. As a result, women often find themselves in a one-down position, which can have a negative effect on their careers.
23
Q

Getting credit

A

Men more likely to highlight their qualities/work

24
Q

Confidence

A

Men tend to be more boastful, minimize their doubts, women downplay their certainty.

25
Q

Asking Questions

A

Men less likely to ask, as it puts them in a one-down position.

26
Q

Apologies

A

Women more apologetic (rapport building). Men see as sign of weakness

27
Q

Feedback

A

Men are more blunt, women buffer with praise to avoid putting other in a one-down position.

28
Q

Managing up and down:

A

Women believe that to be recognized and rewarded what matters most is doing a good job. Men spend more time communicating with their superiors and talking about their achievements.

29
Q

Cultural Context

A
  • is the cultural information that surrounds a communication episode.
  • Context is important in accurately decoding a message.
  • Cultures differ in the importance to which context influences the meaning of communications.
30
Q

High Context Cultures:

A

message is strongly influenced by the context in which the message is sent. Literal interpretations are often incorrect.

  • people want to know about you and your company in great detail. Age, seniority, status of communicator are valued.
31
Q

Low Context Cultures

A

messages can be interpreted more literally because more meaning resides in the message than in the context

  • favor very detailed business contracts
32
Q

Organizational Approaches to Improving Communication

A
  • employer branding
  • 360-degree feedback
  • employee survey
  • suggestion system
33
Q

Employer branding -

A

promoting a clear and consistent image of the positive and disjunctive features of an organization as an employer

34
Q

360-degree feedback

A

performance appraisal that uses the input of supervisors, employees, peers, and clients or customers of the appraised individual

35
Q

Employee survey

A

an anonymous questionnaire that enables employees to state their candid opinions and attitudes about an organizations and its practices

36
Q

Suggestion system

A

programs designed to enhance upward communication by solicitating ideas for improved work operations from employees

BU288 Final (6 decks)

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