Final Flashcards
Communication
The transfer and understanding of information
5 functions of Communication
Management Feedback Enorional sharing Persuasion Information exchange
Communication process
Steps between a source and a reciever that results in a transfer and understanding of meaning
Key parts of the communication process
Receiver, encoding, the message, the channel, decoding, the sender, noise, and feedback
Formal channels
Often follows chain of authority
Communication channels established by an organization to transmit messaged related to the professional activities of members
Informal channels
Communication channels that are created spontaneously and that emerges as responses to individual choices
Downward communication
Communication that flows from one level of a group/organization to a lower level
Upward communication
Communication that flows to a higher level in the group/organization
Lateral communication
Communication that does between members of the same work
Saves time to facilitate coordination
Formally small group networks
Chain
Wheel
All channel
Chain
Formal small group that follows chain of command
Wheel
Relies on central figure to sct as conduit for all communication
The grapevine
An organizatuond informal communications network
Modes of communication
Oral
Written
Nonverbal
Channel richness
The amount of information that cam be transmitted during communication episode
Automativ processing
Superficial consideration of evidence and information making use of heuristics
Controlled processing
Detailed consideration of evidence and information relying on facts, figures, and logic
Characteristics of processing
Interest level Prior knowledge Personality Message characteristics Choosing the message
Barriers to effective communication
Filtering, selective perception, information overload, emotions, language silence, communication apphrension, and lying
High context culture
Rely heavily on nonverbal and subtle situational cues in communication
Low context culture
Rely heavily on words to convey meaning in communication
Power
The capacity that A has to influence the behavior of B, so that B acts un accordance to A’s wishes
Dependence
B’s relatuonship to A when A possesses something B requires
Formal power
Coercive
Reward
Legitimate
Personal power
Expert
Referent
*most effective
Referent power
Influence based on identification with a person who has desirable resources or personality traits
What created dependence?
The resource you own is:
Important
Scarce
Nonsubstitutable
Social network analysis
Tool to assess the exchange of resources and dependencies within an organization
Flow of communication
Power tactics
How individuals translate power bases into specific actions
9 distinct power tactics
Legitimacy Rational persuasion Inspirational appeal Consultation Exchange Personal appeal Ingratiation Pressure Coalitions
Ingratiation
Praise or flattery power tactic
Coalition
Enlisting and or support to persuade
Political skill
The ability to influence others so that one’s objective is attained
Power variables
Personality
Organizational system
Status
Means to blunt negative effects
Zero sum approach
Treats the reward “pie” as fixed so that any gains by one ste expense of another
Defensive behavior
Avoiding action
Avoiding blame
Avoiding change
Avoiding action
Overvonfirming Buck ousting Playing dumb Stretching Stalling
Avoiding blame
Bluffing Playing safe Justifying Scapegoating Misrepresenting
Avoiding change
Prevention
Self protection
Impression management
The process by which individuals attempt to control the impression that others form of them
Leadership
Ability to influence a group toward the achievement of a vision or set of goals
Trait theories of leadership
Consider personal qualities and characteristics that differentiate leaders from nonleaders
Behavioral theories of leadership
Specific behaviors differentiate leaders from nonleaders
Initiating structure
Extent ti which a leader defines and structured their file and those of the subordinated to facilitate foal attainment
Consideration
Extent to which a leader has job relationships that are categorized by mutal trust, respect for their ideas, and regard to their feelings
Fiedley contingency theory
Proposes that group performance depends on proper match between leadership syule and degree which the situation give the leader control
Least preferred coworker questionnaire
Measures whether a person if task or relationship oriented
3 contingencies
Leader member relations
Task structure
Position of power
Situational leadership theory
Focuses kb followers readiness to accomplish a task
Path goal theory
It’s the leaders job to assist followers in attaining their goals
Leader participation model
Provides a set of rules to determine the form and amount of participative decision making in different situations
Leader member exchange theory
Supports leaders creation of ingroupa and outgroups
Charasismatic leadership theory
Followers make attributions if heroic leadership abilities when they observe certain behaviors of others
Transactional leaders
Clarifies role to motivate and lead
Transformational
Inspire and stimulate their subordinates
Authentic leaders
Leaders know who they are
Socialized charismatic leadership
Values are other centered rather than self centered
Neutralizer
Attributes that make it impossible for leader behavior to make any difference to followers outcome
