Exam 2 Flashcards
- Define the Principles of Supportive Communication (Explain Advising, Deflecting, Probing, Reflecting)
Page Ref: 257
- Advising: provides direction, eval., personal opinion or instructions. (helps communicator understand something that was unclear .
- Deflecting: (listener deflects attn. away from original problem.)
- Probing: asks a question about what the communicator just said or about the topic by the listener. (purpose is to help the communicator say more about the topic)
- Reflecting: most effective when the communicator is being encouraged to keep pursuing the same topic in greater depth.
- What impact does culture have on interpersonal problem solving?
Page Ref: 264
-The research on interpersonal communication among various cultures and nationalities confirms that the eight attributes of supportive communication are effective in all cultures and nationalities. These eight
factors have almost universal applicability in solving interpersonal problems. We have used Trompenaars’ (1996, 1998) model
of cultural diversity to identify key differences among people raised in different cultural contexts.
Affective cultures (e.g., the Middle East, Southern
Europe, South Pacific) are more inclined to be expressive and personal in their responses than neutral cultures
(e.g., East Asia, Scandinavia). Sharing personal
data and engaging quickly in sensitive topics may be comfortable for people in some cultures, for example, but very uncomfortable in others. The timing and pace of communication will vary, therefore, among different cultures. Similarly, particularistic cultures (e.g., Korea,
China, Indonesia) are more likely to allow individuals to work out issues in their own way compared to universalistic
cultures (e.g., Norway, Sweden, United States)
where a common pattern or approach is preferred. This implies that reflective responses may be more common in particularistic cultures and advising responses more typical of universalistic cultures. When individuals are
assumed to have a great deal of individual autonomy, for example, coaching responses (directing, advising,
correcting) are less common than counseling responses
(empathizing, probing, reflecting) in interpersonal
problem solving.
- Identify problems associated with electronic communication?.
Page Ref: 239
1) often poorly presented, so they
are less willing to consume all the messages aimed at them; (bombarded)
2) no context, so much of the information lacks significance/meaning
3) effective interpretation and use of
the information still depends on the relationship the recipient has with the sender. (trust and shared context)
- Define the benefits of supportive communication?
Page Ref: 242-243
-communication that helps managers
share information accurately and honestly without jeopardizing
interpersonal relationships.
Example: dealing with a negative issue in a positive way
- Define Coaching? What are the key elements?
Page Ref: 245
-Coaching situations
are those in which managers must pass along advice and information for others
-People must be advised on how to do their jobs better and to be coached to better performance. Coaching problems are usually caused by lack of ability, insufficient information or understanding, or incompetence on the part of individuals. In these cases, the accuracy of the information passed along by managers is important. The other person must understand clearly what the problem is and how to overcome it.
- Define Counseling – What are the key elements?
Page Ref: 244-245
Example: Betsy’s competency or skill is
not a problem, but her unwillingness to recognize that a problem exists or that a change is needed on her part requires counseling by the manager. Betsy is highly
qualified for her position, so coaching or giving advice would not be a useful approach. Instead, an important
goal of counseling is to help Betsy recognize that a problem exists, that her attitude is of critical importance, and to identify ways in which that problem might be addressed.
- Managers need to counsel others
instead of coach them when the problem stems from attitudes, personality clashes, defensiveness, or other factors tied to emotions.
- Identify situation where you would use Counseling to solve employee performance problems.
Page Ref: 249
-The Betsy Christensen case illustrates primarily a counseling problem. Managers need to counsel others instead of coach them when the problem stems from attitudes, personality clashes, defensiveness, or other factors tied to emotions. Betsy’s competency or skill is not a problem, but her unwillingness to recognize that a problem exists or that a change is needed on her part requires counseling by the manager. Betsy is highly
qualified for her position, so coaching or giving advice would not be a useful approach. Instead, an important goal of counseling is to help Betsy recognize that a problem exists, that her attitude is of critical importance, and to identify ways in which that problem might be addressed.
- Under what circumstance would you use counseling over coaching?
Page Ref: 244
-In counseling, managers help others recognize
and address problems involving their level of understanding, emotions, or personalities.
-Thus, coaching focuses on abilities, counseling on attitudes.
9 Define Disconfirmation
Page Ref: 246
-disconfirmation, one party feels put
down, not self worthy, or insignificant because of the communication.
Recipients focus more on building themselves up rather than listening. Reactions are show-off behaviors, loss of motivation, withdrawal, and loss of respect for the offending communicator
- Define Theory Y – What are the key elements?
Page Ref: 250
- Theory Y: assumptions (e.g., individuals can be trusted to do what is right)
- responsible, take action and wanting to improve their jobs. (positive)
- Identify the use of support communications in the workplace.
Page Ref: 250
-Support communication focuses on problems and solutions rather then personal traits. “this is a problem rather then you are the problem”
-Book: Problem-oriented communication focuses on behaviors and events.
Person-oriented communication,
on the other hand, often focuses on things that
cannot be changed or controlled, and it can send the message that the individual is inadequate.
- What are the characteristics of Global Communication
Page Ref: 253
-when a communicator doesnt give you options then it becomes more global. Cuts off alternatives. Gives them black or white nothing in between.
example: I like that youre unique, youre wearing an earring. (x and y shes specific)
or
“I hate jewelry” is not specific, its generic,
- What is your view of the Balance of Power? Describe positive use of personal power.
Page Ref: 283 -284
-other way know as self efficacy. (belief that I can do this)
-book: Power can also be viewed as a sign
of personal efficacy. It is the ability to mobilize resources to accomplish productive work. People with power shape their environment, whereas the powerless are molded by theirs.
- How is personal and interpersonal attraction a source of power?
Page Ref: 289-290
Scenerio: Personal attraction improves your relationship with others. (true) if you have personal power and attractive youre more likely to be more positive and have better relationships.
-Interpersonal: is a source of personal power: charisma, inspire followers, charm, and physical characteristics.
-Personal Power: expertise, personal
attraction, effort, and legitimacy. (book. 288)
- Why do some managers fail and their careers are derailed?
Page Ref: 285
- Insensitive to others; abrasive and intimidating
- Cold, aloof, and arrogant
- Betraying others’ trust
- Overly ambitious; playing politics and always trying to move up
- Unable to delegate to others or to build a team
- Overdependent on others (e.g., a mentor)
- What factors determine a person’s power in an organization?
Page Ref: 287
-Expertise reflects knowledge and capabilities
-Personal attraction involves
affective appeal;
-Effort suggests personal commitment
and motivation
-Legitimacy conveys credibility.
-Two basic factors determine a person’s power in an organization: personal attributes and position characteristics.
Naturally, the importance of each factor varies
depending on the organizational context. For example, position title is extremely important in a strong hierarchical system, such as the military or civil service.
- Define Expertise as a source of Power
Page Ref: 288-289
-Expertise, or work-related knowledge, is
the great organizational equalizer because it can come
from formal education, self-directed learning, or on-the-job
experience.
- Define Effort as a source of Power.
Page Ref: 290-291
-it means they are dependable, reliable human resources.
-example: Being known as a person who
will do “whatever it takes” to get the job done is a
valuable personal asset
- What are the strategies for gaining Personal Power.
Page Ref: 288-291
- Expertise: Task-relevant knowledge or experience ( use certain knowledge to provide meaning to the people)
- Personal attraction: Desirable characteristics associated with friendship
- Effort: Higher-than-expected commitment of time
- Legitimacy: Behavior consistent with key organizational values (increases acceptance and allows to have a title. acceptance is the key to
- Define legitimacy within an organization
Page Ref: 292
- every org. has values.
ex: google values creativity. if a member comes through with a wild idea its legitimate because it puts forth creativity. (people feeling legit as long as the company values that) Values of an org. shows you how to behave legitimitl.
