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MODERN MANAGEMENT & LABOR RELATIONS > M6 > Flashcards

M6 Flashcards

1
Q

is the process of sharing information with other individuals.

A

COMMUNICATION

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2
Q

is any thought or idea that managers want to share with others

A

INFORMATION

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3
Q

is the ability to share information with other individuals.

A

COMMUNICATION SKILL

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4
Q

is often referred to as the fundamental management skill.

A

ABILITY TO COMMUNICATE

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5
Q

Is the process of transmitting information, ideas, and feelings between two or more people, through verbal or non-verbal methods.

A

INTERPERSONAL COMMUNICATION

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6
Q

It often includes face-to-face exchange of information, in a form of voice, facial expressions, body language and gestures.

A

INTERPERSONAL COMMUNICATION

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7
Q

INTERPERSONAL COMMUNICATION INCLUDES:

A
  • FACE TO FACE EXCHANGE OF INFORMATION
  • FORM OF VOICE
  • FACIAL EXPRESSIONS
  • BODY LANGUAGE
  • GESTURES
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8
Q

BASIC ELEMENTS OF INTERPERSONAL COMMUNICATION

A
  • SOURCE/ENCODER
  • SIGNAL
  • DECODER/DESTINATION
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9
Q

is the person who encodes information to be shared with others.

A

SOURCE/ENCODER

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10
Q

putting information into a form that can be received and understood by another individual.

A

ENCODING

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11
Q

is the encoded information that the source intends to share constitutes a message.

A

SIGNAL

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12
Q

A message that has been transmitted from one
person to another is called a

A

SIGNAL

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13
Q

is the person with whom the source is attempting to share information

A

DECODER/DESTINATION

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14
Q

This person receives the signal and decodes, or
interprets, the message to determine its meaning.

A

DECODER/DESTINATION

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15
Q

is the process of converting messages back into information.

A

DECODING

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16
Q

The information from the source is transmitted and interpreted correctly at the destination.

A

SUCCESSFUL COMMUNICATION

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17
Q

The information from the source is transmitted and interpreted differently at the destination.

A

UNSUCCESSFUL COMMUNICATION

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18
Q

is the destination’s reaction to a message.

A

FEEDBACK

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19
Q

T/F?

Feedback can be either verbal or nonverbal.

A

TRUE

20
Q

Can be used by the source to ensure
successful communication.

A

FEEDBACK

21
Q

is the capacity of people to recognize their own feelings and the feelings of others, to motivate themselves, and to manage their own emotions as well as their emotions in relationships with others.

A

EMOTIONAL INTELLIGENCE

22
Q

An individual’s emotional intelligence is characterized by:

A
  • SELF-AWARENESS
  • SELF-MOTIVATION
  • SELF-REGULATION
  • EMPATHY FOR OTHERS
  • ADEPTNESS IN BUILDING RELATIONSHIPS
23
Q

Some research indicates that managers with high
levels of emotional intelligence are likely to be ____

A

SUCCESSFUL

24
Q

EMOTIONALLY INTELLIGENT MANAGERS

A

○ Motivate others
○ Focus on personal and organizational achievement
○ Understand others
○ Communicate efficiently and effectively
○ Lead others
○ Build successful teams
○ Handle conflicy appropriately
○ Change organization appropriately
○ Manage diversity
○ Manage creativity and innovation

25
Q

SIGNS OF HIGH EMOTIONAL INTELLIGENCE

A

○ Considered empathic by others
○ Exceptional listening skills
○ Self-motivated and goal-oriented
○ Does not judge others
○ Highly sociable and pleasing to be around
○ Excellent leadership skills

26
Q

SIGNS OF LOW EMOTIONAL INTELLIGENCE

A

○ Feels overwhelmed by emotions
○ Highly judgemental of others
○ Holds grudges for a long timr
○ Gets upset easily
○ Feel misunderstood
○ Difficulty accepting feedback
○ Being argumentative
○ Not listening
○ Blaming others
○ Emotional outbursts

27
Q

Managers can sharpen their communication skills by adhering to the following ____

A

10 Commandments of Good Communication

28
Q

10 COMMANDMENTS OF GOOD COMMUNICATION

A
  • Seek to clarify your ideas before communicating
  • Examine the true purpose of each communication
  • Consider the total physical and human setting whenever you communicate
  • Consult with others, when appropriate, in planning communication
  • Be mindful of the overtones while you communicate
  • Take the opportunity, when it arises, to convey something of help or value to the receiver.
  • Follow up your communication
  • Communicate for tomorrow, as well as for today
  • Be sure your actions support your communication
  • Seek not only to be understood, but also to
    understand. Be a good listener.
29
Q

follows the lines of the organizational chart when communicating.

A

FORMAL ORGANIZATION COMMUNICATION

30
Q

3 TYPES OF FORMAL ORGANIZATIONAL COMMUNICATION

A
  • DOWNWARD
  • UPWARDS
  • LATERAL
31
Q

A communication that flows from any point of an organization chart downward to another point on the organization chart.

A

DOWNWARD

32
Q

This type of formal organizational communication is associated primarily with the direction and control of employees.

A

DOWNWARD

33
Q

A communication that flows from any point of an organization chart upward to another point on the organization chart.

A

UPWARD

34
Q

This type of formal organizational communication contains the information managers need in order to evaluate the organizational area, for which they are responsible, and determine whether something is going wrong.

A

UPWARD

35
Q

A communication that flows from any point of an organization chart horizontally to another point on the organization chart.

A

LATERAL

36
Q

Communication that flows across the organization usually focuses on coordinating the activities of various departments and developing new plans for future operating periods.

A

LATERAL

37
Q

does not follow the lines of the organizational chart when communicating.

A

INFORMAL ORGANIZATION COMMUNICATION

38
Q

this type of communication follows the pattern of personal relationships among organization members.

A

INFORMAL ORGANIZATION COMMUNICATION

39
Q

One strategy for promoting formal organizational ○ communication is to

A

listen attentively to messages that come through formal channels.

40
Q

HOW TO BE A GOOD LISTENER

A

○ Stop talking!
○ Put the talker at ease
○ Show the talker you want to listen
○ Remove distractions
○ Empathize with the talker
○ Be patient. Allow plenty of time
○ Hold your temper
○ Go easy on argument and criticism
○ Ask questions

41
Q

is the process of guiding the activities of organization members in appropriate directions.

A

INFLUENCING

42
Q

Appropriate directions lead to:

A

the attainment of management system objectives.

43
Q

Influencing involves focusing on organization members as people and dealing with such issues as:

A

○ Morale
○ Arbitration of conflicts
○ The development of good working relationships.

44
Q

The primary purpose of the influencing subsystem is to

A

enhance the attainment of management system objectives by guiding the activities of organization members in appropriate directions.

45
Q

SIX PRIMARY MANAGEMENT ACTIVITIES

A
  • LEADING
  • MOTIVATING
  • CONSIDERING GROUPS
  • COMMUNICATING
  • ENCOURAGING CREATIVITY AND INNOVATION
  • BUILDING CORPORATE CULTURE
46
Q

INPUT (a portion of organization’s:)

A
  • PEOPLE
  • MONEY
  • RAW MATERIALS
  • MACHINES
47
Q

OUTPUT

A

APPROPRIATE ORGANIZATION MEMBER BEHAVIOR

MODERN MANAGEMENT & LABOR RELATIONS (4 decks)

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