M6 Flashcards
is the process of sharing information with other individuals.
COMMUNICATION
is any thought or idea that managers want to share with others
INFORMATION
is the ability to share information with other individuals.
COMMUNICATION SKILL
is often referred to as the fundamental management skill.
ABILITY TO COMMUNICATE
Is the process of transmitting information, ideas, and feelings between two or more people, through verbal or non-verbal methods.
INTERPERSONAL COMMUNICATION
It often includes face-to-face exchange of information, in a form of voice, facial expressions, body language and gestures.
INTERPERSONAL COMMUNICATION
INTERPERSONAL COMMUNICATION INCLUDES:
- FACE TO FACE EXCHANGE OF INFORMATION
- FORM OF VOICE
- FACIAL EXPRESSIONS
- BODY LANGUAGE
- GESTURES
BASIC ELEMENTS OF INTERPERSONAL COMMUNICATION
- SOURCE/ENCODER
- SIGNAL
- DECODER/DESTINATION
is the person who encodes information to be shared with others.
SOURCE/ENCODER
putting information into a form that can be received and understood by another individual.
ENCODING
is the encoded information that the source intends to share constitutes a message.
SIGNAL
A message that has been transmitted from one
person to another is called a
SIGNAL
is the person with whom the source is attempting to share information
DECODER/DESTINATION
This person receives the signal and decodes, or
interprets, the message to determine its meaning.
DECODER/DESTINATION
is the process of converting messages back into information.
DECODING
The information from the source is transmitted and interpreted correctly at the destination.
SUCCESSFUL COMMUNICATION
The information from the source is transmitted and interpreted differently at the destination.
UNSUCCESSFUL COMMUNICATION
is the destination’s reaction to a message.
FEEDBACK
T/F?
Feedback can be either verbal or nonverbal.
TRUE
Can be used by the source to ensure
successful communication.
FEEDBACK
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.
EMOTIONAL INTELLIGENCE
An individual’s emotional intelligence is characterized by:
- SELF-AWARENESS
- SELF-MOTIVATION
- SELF-REGULATION
- EMPATHY FOR OTHERS
- ADEPTNESS IN BUILDING RELATIONSHIPS
Some research indicates that managers with high
levels of emotional intelligence are likely to be ____
SUCCESSFUL
EMOTIONALLY INTELLIGENT MANAGERS
○ 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
SIGNS OF HIGH EMOTIONAL INTELLIGENCE
○ 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
SIGNS OF LOW EMOTIONAL INTELLIGENCE
○ 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
Managers can sharpen their communication skills by adhering to the following ____
10 Commandments of Good Communication
10 COMMANDMENTS OF GOOD COMMUNICATION
- 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.
follows the lines of the organizational chart when communicating.
FORMAL ORGANIZATION COMMUNICATION
3 TYPES OF FORMAL ORGANIZATIONAL COMMUNICATION
- DOWNWARD
- UPWARDS
- LATERAL
A communication that flows from any point of an organization chart downward to another point on the organization chart.
DOWNWARD
This type of formal organizational communication is associated primarily with the direction and control of employees.
DOWNWARD
A communication that flows from any point of an organization chart upward to another point on the organization chart.
UPWARD
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.
UPWARD
A communication that flows from any point of an organization chart horizontally to another point on the organization chart.
LATERAL
Communication that flows across the organization usually focuses on coordinating the activities of various departments and developing new plans for future operating periods.
LATERAL
does not follow the lines of the organizational chart when communicating.
INFORMAL ORGANIZATION COMMUNICATION
this type of communication follows the pattern of personal relationships among organization members.
INFORMAL ORGANIZATION COMMUNICATION
One strategy for promoting formal organizational ○ communication is to
listen attentively to messages that come through formal channels.
HOW TO BE A GOOD LISTENER
○ 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
is the process of guiding the activities of organization members in appropriate directions.
INFLUENCING
Appropriate directions lead to:
the attainment of management system objectives.
Influencing involves focusing on organization members as people and dealing with such issues as:
○ Morale
○ Arbitration of conflicts
○ The development of good working relationships.
The primary purpose of the influencing subsystem is to
enhance the attainment of management system objectives by guiding the activities of organization members in appropriate directions.
SIX PRIMARY MANAGEMENT ACTIVITIES
- LEADING
- MOTIVATING
- CONSIDERING GROUPS
- COMMUNICATING
- ENCOURAGING CREATIVITY AND INNOVATION
- BUILDING CORPORATE CULTURE
INPUT (a portion of organization’s:)
- PEOPLE
- MONEY
- RAW MATERIALS
- MACHINES
OUTPUT
APPROPRIATE ORGANIZATION MEMBER BEHAVIOR
