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LABORATORY MANAGEMENT > Management of Organization: Communication > Flashcards

Management of Organization: Communication Flashcards

1
Q

define communication

A
  • the act or process of receiving & communicating messages
  • an exchange or sharing of thoughts or info between one person & another
  • the source of info to the organization
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2
Q

T/F:

communication promotes motivation among employees

A

TRUE

  • helps in socializing
  • plays a crucial role in altering an individual’s attitude
  • assist in controlling the function of management
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3
Q

the communication process

A

sender -> message -> mode of transmission -> receiver -> decoding -> feedback -> sender

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4
Q

the person transmitting the message

A

Sender

  • has a particular understanding of:
      • the meaning of the message
      • why the message is being dispatched
      • the designated target
      • the desired response

*all are encoded into the formulation of the message

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5
Q

the actual format of the communication effort

A

Message

  • how it is worded & presented is an important variable
  • voice tone, gestures, verbal images
      • have associated connotations that imply meaning or hidden messages
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6
Q

describe the mode of transmission

A
  • the means by which a message is sent

- oral, written, nonverbal, recorder, or third party

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7
Q

the target of the message

A

Receiver

  • the person or group receiving the message
  • background & perceptions may be different from those of the sender
  • emotional state & social status in relation to the sender may affect receptiveness
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8
Q

how the receiver translates the communication, determining the respons

A

Decoding

  • dependent on the sender, message, mode of transmission, and the receiver
  • also depends on the receiver’s understanding of the message within the historical context (previous announcements, exchanges)
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9
Q

follow through & assertion that the message was received & understood

A

Feedback

  • appropriate actions are taken
  • must be included otherwise the whole communication effort collapses
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10
Q

communication sources

A

a. Formal
- exchange info through:
- - work orders
- - memos
- - meetings
- - policy manuals
- - job descriptions, etc.

b. Informal
- sources include:
- - newspapers
- - journals
- - magazines
- - TV
- - social media

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11
Q

communication directions

A

a. Vertical
- memos & other directives COME DOWN through the BUREAUCRATIC HIERARCHY
- responses & other info GO UP through the same network

b. Horizontal
- NORMAL EXCHANGE OF SERVICES, INFO, WORK ORDERS
- managers & staff talk to each other as peers

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12
Q

means/methods of communication

A

a. Dynamic
- 2 parties can SIMULTANEOUSLY EXCHANGE IDEAS & INFO
- receive SPONTANEOUS FEEDBACK

b. Canned
- “packaged”
- delivered in formats that DO NOT ALLOW RECIPIENT & SENDER TO RESPOND INSTANTANEOUSLY to each other

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13
Q

communication formats

A

a. Written
- letters, memos, work orders that are easy to document
- allows readers to study the message

b. Verbal
- sounds & words are used to express oneself
- telephone calls, intercom, face-to-face communication

c. Non-verbal
- gestures, mannerisms to express themselves
- sometimes contains hidden messages

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14
Q

signals transmitted by the demeanor or behavior of the sender

A

Non-verbal language

  • tone of voice
  • body & facial expressions
  • person distance & movement
  • physical environment
  • connotation of time
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15
Q

an important amplifier of the signal

A

tone of voice

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16
Q

body & facial expressions that may signal the receiver that the sender is distracted/in a hurry

A
  • frowns
  • slouched body
  • crossed arms
  • inattentive, far-away look
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17
Q

making a direct physical movement toward the other person

A

person distance & movement

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18
Q

reducing background noise, ensuring privacy

A

physical environment

19
Q

use of _____ can convey a powerful, non-verbal message

A

Time

- includes punctuality & priority

20
Q

communication links

A

a. Personal

b. Organization

21
Q

personal communication links

A

a. personal networking
- group of friends, peers, co-workers, supervisors

b. grapevine
- “gossip”
- valuable tool for managers
- links people across the organization

c. written communication
- key skills with the growth of e-mail & collaboration

22
Q

gaffer

A

employer

23
Q

organization communication links

A

a. internal information
- data w/in the organization
- management -> worker

b. stakeholder’s feedback
- info outside to whom the organization is serving

c. professional links
- individuals or organizations that provide info to the company

d. collaboration
- working jointly with other organizations or groups having the same purpose
- sharing the same info & resources

24
Q

communication barriers

A
  • structural
  • problems in semantics
  • technical problems
  • people
  • outcome problems
25
Q

describe structural barriers

A
  • problems in the organization itself, its design
  • bureaucratic problems
  • “spatial constraints”
      • distance, job descriptions
      • isolate people from the normal communication channels of an organization
26
Q

the branch of communication science that studies the denotation & connotation of words & messages

A

Semantics

27
Q

denotation

A

exact dictionary meaning of a word or phrase

28
Q

connotation

A

context & non-verbal messages associated with the word or phrase

29
Q

semantic barriers in the workplace

A
  • words with different meanings
  • faulty translations
  • unclarified assumptions
  • denotations/connotations
  • technical jargons
  • bad expressions
30
Q

can occur during the transmission & reception of the message

A

Technical problems

- may include defects in the equipment

31
Q

individual differences in background, perception, interpersonal relationships

A

People barriers

- can be caused by perception or interpersonal relationships

32
Q

we see what we are looking for & ignore what we do not recognize or understand

A

Perception problems

  • “selective perception”:
      • “halo effect”
      • closely tied to the emotional & attitudinal state of the participants
33
Q

describe the problems in interpersonal relationships

A
  • differences in background & communication skills

- relative & social differences between parties

34
Q

worthiness of a person as perceived by another individual within the context of trust, honesty, & competence

A

credibility

35
Q

people barriers in the workplace

A
  • less faith in subordinates
  • fear of challenge of authority
  • lack of incentives
  • unwillingness to communicate
36
Q

closely tied with the acceptance of the message by the receiver

A

outcome problems

37
Q

common barriers to effective communication

A
  • time
  • language; slang, jargons, regional colloquialisms
  • noise: emotional, cultural, environmental
  • distractions
  • put downs
  • lack of interest, attitude
  • disability, physiological barriers
  • discomfort with the topic
  • distance
  • too many questions, info overload
  • other people
  • lack of experience
  • ambiguity
  • jumping to conclusions
38
Q

how to improve structural barriers

A

remove or find alternative routes

39
Q

how to improve semantic barriers

A

pay attention to both content & context

40
Q

how to improve technical barriers

A

find alternative routes or times

41
Q

how to improve people barriers

A

provide training, groundwork, feedback, explanations, reassurance, credibility, trust

42
Q

how to improve outcome barriers

A

ensure that the outcome is within the ability of the receiver to perform

43
Q

ways to improve the communication process

A

a. good listening skills
- asking fundamental questions, seeking feedback, showing interest in the speaker, etc.

b. empathy
- allows the sender to prepare the message with the needs of the audience in mind

44
Q

effective communication at meetings

A
  • listen to opinions & value them
  • compliment
  • ensure that there are no surprises
  • avoid confrontation, ill words, criticisms
  • do not dominate
  • be clear & open
  • use clean, simple, appropriate language
  • include the W/H point
  • do not misinterpret/overdramatize what was said

LABORATORY MANAGEMENT (14 decks)

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