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Comm 201 > Exam #3 > Flashcards

Exam #3 Flashcards

(68 cards)

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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
Meet principally to solve problems or achieve a goal. (Support groups, work groups, committees)
Secondary groups
26
Focused on getting the job done.
Task communication
27
Focused on group maintenance and interpersonal relationships. (Not the same as socializing)
Relational communication
28
Shared expectations members have regarding each individual’s communication behavior. (Both task and relational)
Group Roles
29
Members focus on their own needs and goals instead of the group’s. (Tends to be dysfunctional to group process)
Individual roles
30
Suggests that leaders are born with certain traits that make them leaders.
Trait theory of leadership
31
Assumes leadership behaviors can be learned. (Assumes that the group does not need a designated leader and leadership changes from time to time)
Functional theory (situational theory) of leadership
32
Balance of power where group members are equal partners with a common purpose and share responsibility for the group work.
Shared leadership
33
Leaders style determines success.
Style theory of leadership
34
Leader has a high level of intellect and expertise. (Appropriate for military, sports, and crisis situations.)
Authoritarian
35
Leader is a coordinator, but members participate in decision making. (Tends to lead to higher member satisfaction)
Democratic
36
Leader has minimal participation. (Leader supples info and resources when asked but makes no attempt to influence decisions.)
Laissez-fairy
37
Occurs when members arrive at a consensus before all alternatives have been realistically assessed.
Groupthink
38
The set of interactions that members of groups use to accomplish their individuals and common goals.
Organizations
39
Lines or pathways through which communication flows.
Communication structures
40
With superiors (communication structure)
Upward communication
41
With subordinates (communication structure)
Downward communication structure
42
With peers (Communication Structures)
Horizontal communication structure
43
Pattern of shared beliefs, values, and behaviors. (Personality of about organization)
Organizational culture
44
What are the components of organizational culture?
``` Language Artifacts Ceremonies Habits Stories Subcultures ```
45
How people feel about the organizational culture.
Organizational climate
46
Communicative, behavioral, and cognitive process that influence individuals to join, identify with, become integrated into, and sometimes exit an organization.
Assimilation
47
Stage of assimilation when the employee’s values overlap with the organization’s values.
Organizational identification
48
What are the three stages of assimilation?
Anticipatory socialization, the encounter stage, metamorphosis
49
The two in information and understanding between supervisors and subordinates on specific issues. (Differences in perception)
Semantics-Information distance
50
Employees are hesitant to communicate negative negative news and present information in a more positive light than is warranted. (Can lead to mistrust)
Upward distortion
51
Organizations can create physical and emotional stress.
Organizational Dilemmas
52
When an organization expects or requires workers to display particular feelings.
Emotional labor
53
Exhaustion, cynicism, and ineffectiveness.
Forms of stress and burnout
54
What does burnout arise due to?
Personality traits- how well you handle stress and ambiguity Organizational stressors- aspects of the job that create strain
55
Must balance job and home responsibilities. (Technology has made this harder)
Work- Life conflict
56
Loyalty from workers is no longer expected and job security rarely exists. (Employees shift careers)
The new social contract
57
Repeated hostile behaviors that are intended to harm parties unable to defend themselves. (More common in the workplace then many people realize)
Bullying
58
Two forms recognized by law (quid pro quo) (hostile work environment)
Sexual Harassment
59
Requests for sexual favors as condition of getting or keeping a job benefit.
Quid pro quo
60
An intimidating, hostile, or offensive workplace atmosphere created by unwelcome and inappropriate sexually based behavior.
Hostile work environment
61
Common for companies to watch web pages, email, phones, Facebook accounts, conduct drug and physiological testing.
Monitoring
62
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.
Conflict
63
What are the conflict styles?
1. Competitive 2. Collaborative 3. Compromising 4. Avoidance 5. Accommodation
64
Win/lose conflict style that can lead to passive aggression and aggression.
Competitive
65
Win/win conflict style that takes time and dedication.
Collaboration
66
Negotiated lose/lose conflict style with moderate concern for self and other.
Compromise
67
Lose/win conflict style that allows the other person to have their way. Appropriate if issue is not that important to you.
Accommodation
68
Lose/lose conflict style that ignores the conflict.
Avoidance

Comm 201 (4 decks)

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