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Human Communications > exam 3 > Flashcards

exam 3 Flashcards

1
Q

social relationships

A

participants interact according to general social roles rather than unique individual identities

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2
Q

commitment

A

decision to remain with a relationship

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3
Q

relationship dialectics

A

opposing and continuous tensions that are normal in all close relationships

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4
Q

Autonomy/Connection

A

desire to be both separate and connected

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5
Q

Novelty/Predictability

A

Desire for both familiar routines and novelty

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6
Q

Openness/Closedness

A

Desire for both openness and privacy

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7
Q

Neutralization

A

negotiates a balances between opposing dialectical forces

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8
Q

Turning Point

A

Moves a relationship toward or away from intimacy

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9
Q

Coping

A

Interracial couple struggles with external pressure and protecting relationships

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10
Q

Proximity and Similarity

A

greatest influences on initial attraction

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11
Q

eros

A

passionate style of loving

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12
Q

storge

A

“best friends” kind of comfortable love

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13
Q

ludus

A

playful, manipulative style of love

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14
Q

mania

A

unsettling love with emotional extremes

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15
Q

agape

A

selfless kind of love

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16
Q

pragma

A

pragmatic, goal-oriented style of love

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17
Q

personal relationship

A

voluntary commitment between irreplaceable individuals

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18
Q

navigating

A

second stage of romantic relationships

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19
Q

equity theory

A

people are happier and more satisfied with equitable relationships

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20
Q

relationship culture

A

private world of rules, understandings, meanings, and patterns of interacting that partners create

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21
Q

team

A

special kind of group characterized by complementary resources of members and by a strong sense of collective identity

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22
Q

group

A

three or more people who interact over time, depend on each other, and follow shared rules of conduct

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23
Q

project team

A

people who have expertise related to different facets of a project and who combine their knowledge and skills to accomplish a common goal

24
Q

brainstorming groups

A
  • goal is to generate ideas
  • bars criticism and encourages creativity
25
Q

advisory group

A

provide expert briefing on the range of issues relevant to decisions they make

26
Q

quality improvement team

A

three or more people who have distinct skills or knowledge and work together to improve quality in an organization

27
Q

limits of groups

A
  • takes more time than individual work
  • potential to suppress individuals and encourage conformity
  • may lead to social loafing
28
Q

strengths of groups

A
  • greater resources
  • more thorough
  • has synergy
  • more creative
29
Q

cohesion

A

degree of closeness among members and the sense of group spirit

30
Q

social climbing

A

attempt to increase personal status in a group by winning approval of high-status members

31
Q

power over

A
  • ability to help or harm others
  • expressed in ways that emphasize and build the status of the person wielding influence
32
Q

power to

A
  • ability to empower others to reach their goals
  • do not emphasize their status
33
Q

group norms

A

guidelines that regulate how members act and how they interact with each other

34
Q

procedural communication

A

establish agendas, coordinate comments, record group progress, helps group stay on track and get organzied

35
Q

task communication

A

provides ideas and information, clarifies members’ understanding, and critically evaluate ideas

36
Q

climate communication

A

focuses on creating and maintaining a constructive climate that encourages members to contribute and evaluate ideas critically

37
Q

key features of organizational culture

A

structure, communication networks, links to external environments

38
Q

organizational culture

A

consists of values, behaviors, practices, and forms of communication that are shared by members

39
Q

hierarchical language

A

will designate status

40
Q

masculine language

A

language reflects traditionally masculine experiences and binds men together while excluding women

41
Q

stories

A

establish and sustain organizational cultures

42
Q

corporate stories

A
  • conveys the values, style, and history of an organization
  • socializes members into the culture of an organization
43
Q

personal stories

A

accounts that announce how people see themselves and how they wish to be seen by others

44
Q

collegial stories

A
  • offers accounts of other members and the organization
  • assert identities for others in an organization
45
Q

speech to entertain

A

primary objective is to engage, interest, amuse, or please listeners

46
Q

high initial credibility

A
  • expertise, dynamism, and character that listeners attribute to speakers before they begin to speak
  • based on titles, achievements, and experience
47
Q

derived credibility

A

granted to a speaker as a result of how they communicate during presentations

48
Q

terminal credibility

A

cumulative combination of initial and derived credibility

49
Q

chronological patterns

A

organize ideas chronologically

50
Q

spatial patterns

A

organize ideas according to physical relationships

51
Q

topical patterns

A

order ideas into categories or areas

52
Q

wave patterns

A

feature repetition of main idea with variation

53
Q

comparative patterns

A

compare 2 or more phenomena

54
Q

problem-solution pattern

A

speaker describes a problem and propose a solution

55
Q

cause-effect problem

A

order speech into cause and effect

56
Q

Monroe’s Motivated Sequence

A
  • 5 sequential steps
  • attention, need, satisfaction, visualization, action
57
Q

thesis statement

A

clear, short sentence that captures main idea and key supporting points

Human Communications (3 decks)

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