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Comm 201 > Exam #3 > Flashcards

Exam #3 Flashcards

1
Q

What are close relationships characterized by?

A

Frequency, intensity, and uniqueness.

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2
Q

What are the 3 primary forces that draw people together?

A

Proximity, interpersonal attractiveness, and similarity.

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3
Q

Applies to physical appearance as well as personality. (Revealed through Comm)

A

Attractiveness

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4
Q

We tend to develop relationships with those who are about the same level of attractiveness as we are.

A

Matching hypothesis

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5
Q

What are the 3 parts of attractiveness?

A

Physical, social (warm, outgoing), task (hoe desirable someone is to work with)

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6
Q

We like people who are like us.

A

Similarity

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7
Q

Communication, specifically self-disclosure, is key to relational development. (Depth, breadth, frequency)

A

Social penetration theory

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8
Q

Explores how individual communication practices affect relational development and decline. (5 steps towards commitment and 5 steps down toward dissolution)

A

Knapp’s stage model

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9
Q

What are the 5 steps towards intimacy in knapp’s stage model?

A
  1. Initiating
  2. Experimenting
  3. Intensifying
  4. Integrating
  5. Bonding
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10
Q

What are the five stages to termination in knapp’s stage model?

A
  1. Differentiating
  2. Circumscribing
  3. Stagnating
  4. Avoiding
  5. Terminating
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11
Q

Recognizes that people move toward and away from intimacy and commitment as a relationship develops. (Couples encounter turning points which change the trajectory of their relationship)

A

Turning Point Model

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12
Q

What are common turning points in romantic relationships?

A 
Get to know time 
Quality time
Physical separation 
External competition 
Passion 
Exclusivity
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13
Q

What are common turning points in friendships?

A 
Sharing activities
Taking a trip together 
Sharing living quarters/no longer living together 
Self-disclosure
Interference from a romantic partner
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14
Q

People experience tension when they experience two contradictory but connected needs. (Have to leave to balance these tensions both as individuals and as a dyad)

A

Relational dialectic theory

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15
Q

Primarily nonverbal, ambiguity allows for deniability (women tend to do this more actively, at least at the beginning of the relationship)

A

Flirting

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16
Q

Must leave to manage conflicting but equally important interpersonal needs.

A

Dialectics

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17
Q

What are the strategies for maintaining relationships?

A
  1. Positivity
  2. Assurances
  3. Self-disclosure
  4. Sharing tasks/household task talk
  5. Constructive conflict
  6. Appropriate humor
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18
Q

Once we open ourselves to intimacy, we also open ourselves to hurt and rejection. Negative, hurtful behaviors like nagging, criticizing, embarrassing, teasing, sounds often begin a cycle of negative behaviors.

A

Aversive communication behavior

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19
Q

Complex and painful emotion that occurs when a person perceives a threat to an existing relationship. (Can happen in romantic relationships and friendships)

A

Jealousy

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20
Q

The behavior/feature that drew you to a person is ultimately what causes the relationship to end.

A

Fatal attraction

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21
Q

Communication among a small number of people who share a common purpose or goal, who feel connected to each other, and who coordinate their behavior.

A

Small group communication

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22
Q

How many people are in a small group?

A

5-7 people are optimal. Must have 3 people

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23
Q

Goal must be clear if group is to be productive.

A

Shared purpose in group communication

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24
Q

Provide us with a sense of belonging and affection. (Family, friends, social groups)

A

Primary groups

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25
Q

Meet principally to solve problems or achieve a goal. (Support groups, work groups, committees)

A

Secondary groups

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26
Q

Focused on getting the job done.

A

Task communication

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27
Q

Focused on group maintenance and interpersonal relationships. (Not the same as socializing)

A

Relational communication

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28
Q

Shared expectations members have regarding each individual’s communication behavior. (Both task and relational)

A

Group Roles

29
Q

Members focus on their own needs and goals instead of the group’s. (Tends to be dysfunctional to group process)

A

Individual roles

30
Q

Suggests that leaders are born with certain traits that make them leaders.

A

Trait theory of leadership

31
Q

Assumes leadership behaviors can be learned. (Assumes that the group does not need a designated leader and leadership changes from time to time)

A

Functional theory (situational theory) of leadership

32
Q

Balance of power where group members are equal partners with a common purpose and share responsibility for the group work.

A

Shared leadership

33
Q

Leaders style determines success.

A

Style theory of leadership

34
Q

Leader has a high level of intellect and expertise. (Appropriate for military, sports, and crisis situations.)

A

Authoritarian

35
Q

Leader is a coordinator, but members participate in decision making. (Tends to lead to higher member satisfaction)

A

Democratic

36
Q

Leader has minimal participation. (Leader supples info and resources when asked but makes no attempt to influence decisions.)

A

Laissez-fairy

37
Q

Occurs when members arrive at a consensus before all alternatives have been realistically assessed.

A

Groupthink

38
Q

The set of interactions that members of groups use to accomplish their individuals and common goals.

A

Organizations

39
Q

Lines or pathways through which communication flows.

A

Communication structures

40
Q

With superiors (communication structure)

A

Upward communication

41
Q

With subordinates (communication structure)

A

Downward communication structure

42
Q

With peers (Communication Structures)

A

Horizontal communication structure

43
Q

Pattern of shared beliefs, values, and behaviors. (Personality of about organization)

A

Organizational culture

44
Q

What are the components of organizational culture?

A 
Language
Artifacts
Ceremonies
Habits
Stories 
Subcultures
45
Q

How people feel about the organizational culture.

A

Organizational climate

46
Q

Communicative, behavioral, and cognitive process that influence individuals to join, identify with, become integrated into, and sometimes exit an organization.

A

Assimilation

47
Q

Stage of assimilation when the employee’s values overlap with the organization’s values.

A

Organizational identification

48
Q

What are the three stages of assimilation?

A

Anticipatory socialization, the encounter stage, metamorphosis

49
Q

The two in information and understanding between supervisors and subordinates on specific issues. (Differences in perception)

A

Semantics-Information distance

50
Q

Employees are hesitant to communicate negative negative news and present information in a more positive light than is warranted. (Can lead to mistrust)

A

Upward distortion

51
Q

Organizations can create physical and emotional stress.

A

Organizational Dilemmas

52
Q

When an organization expects or requires workers to display particular feelings.

A

Emotional labor

53
Q

Exhaustion, cynicism, and ineffectiveness.

A

Forms of stress and burnout

54
Q

What does burnout arise due to?

A

Personality traits- how well you handle stress and ambiguity

Organizational stressors- aspects of the job that create strain

55
Q

Must balance job and home responsibilities. (Technology has made this harder)

A

Work- Life conflict

56
Q

Loyalty from workers is no longer expected and job security rarely exists. (Employees shift careers)

A

The new social contract

57
Q

Repeated hostile behaviors that are intended to harm parties unable to defend themselves. (More common in the workplace then many people realize)

A

Bullying

58
Q

Two forms recognized by law (quid pro quo) (hostile work environment)

A

Sexual Harassment

59
Q

Requests for sexual favors as condition of getting or keeping a job benefit.

A

Quid pro quo

60
Q

An intimidating, hostile, or offensive workplace atmosphere created by unwelcome and inappropriate sexually based behavior.

A

Hostile work environment

61
Q

Common for companies to watch web pages, email, phones, Facebook accounts, conduct drug and physiological testing.

A

Monitoring

62
Q

The expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce rewards, and interference from the other party in achieving their goals.

A

Conflict

63
Q

What are the conflict styles?

A
  1. Competitive
  2. Collaborative
  3. Compromising
  4. Avoidance
  5. Accommodation
64
Q

Win/lose conflict style that can lead to passive aggression and aggression.

A

Competitive

65
Q

Win/win conflict style that takes time and dedication.

A

Collaboration

66
Q

Negotiated lose/lose conflict style with moderate concern for self and other.

A

Compromise

67
Q

Lose/win conflict style that allows the other person to have their way. Appropriate if issue is not that important to you.

A

Accommodation

68
Q

Lose/lose conflict style that ignores the conflict.

A

Avoidance

Comm 201 (4 decks)

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