Managerial Com. Final exam Flashcards
human communication
the process of understanding our experiences and the experiences of other through the use of verbal and nonverbal messages
professional excellence
Not merely communicating a message effectively or simply demonstrating communication competencies, it means being recognized for your skills as a communicator and serving as a role model to others
interpersonal communication
the co-creation of meaning through a dyadic interaction (2 or more people)
Layers of communication
explicit (content layer) message is the topic that is being directly discussed. Relational message (layer) is the way that someone will receive the message, the tone of voice, the way that message was said
3 types of work relationships
superior/subordinate, co-worker relationships, customer-client
Semantic-information difference
a difference in perception that exists between employees and supervisors over fundamental things such as organizational issues or basic job duties
Upward distortion
the alteration of messages sent from subordinates to supervisors
Group
three or more individuals who are working toward a common goal or share a common purpose, as a result of their common goal, they have relationships, interaction, and influence with one another
Team
a group in which members share leadership responsibility for creating a team identity, achieving mutually defined goals, and fostering innovative thinking. 4 differences are leadership responsibilities, team members share an identity (say “us” or “we”), team members work towards goals while defining them, strive for innovation
Meetings
the central form of team communication. During meetings, leadership can be shared, goals and purposes can be defined, a team identity can be developed, and innovation can be fostered. Have to consider meeting environment, topics, and participants
Team membership roles
task roles, relationship roles, self-centered roles. Task roles help the team carry out tasks and get work done. Relationship roles strengthen or maintain team relationships. Self-centered roles interfere with the team’s ability to complete tasks
Decision making
the act of choosing among a set of alternatives under conditions that necessitate choice
Problem solving
not only making a choice but coming up with quality alternatives from which to select and then working to implement the choice your team selects
Reflective thinking process
- Describing and analyzing the problem 2. Generating possible solutions 3. Evaluating all solutions 4. Deciding on the solution 5. Planning how to implement the solution
Decision strategies
Decision by the leader is when members are not truly functioning as a team. Majority rule involves voting. Compromise a lose-lose approach, limits innovation. Consensus is when a solution or agreement that all team members can support is reached, best option but very time consuming
Groupthink
a tendency of highly cohesive groups to suspend critical thinking and make faulty decisions, occurs when group members do not want to be a conflicting voice and go along with the group
Meetingthink
has the same outcome as groupthink, but not same inputs. Result of false empowerment (group thinks it has power, leader makes decision regardless of them), overload, or poorly run meetings
Approaches to conflict
flight is when you choose not to engage or deal with a conflict. Fight requires you to engage in some type of confrontation. Unite requires team members to move away from stating positions to exploring interest, team members are joint problem solvers rather than adversaries
Leadership definition
a dynamic relationship based on mutual influence and common purpose between leaders and collaborators in which both are moved to higher levels of motivation and moral development as they affect real, intended change
Trait leadership
a distinguishing characteristic or quality thats part of individual character. Can be physical traits, social background traits, social traits, personality traits, and task related traits
Legitimate power
based on a position of authority, a manager has legitimate power over the department
Coercive power
the ability to control another person’s behavior with negative reinforcement
Reward power
control over another person’s behavior with positive reinforcement
Expert power
based on one’s superior expertise in a specific field
Referent power
power you give to someone else because you want them to like you
Connection power
its know what you know but who you know
Managers vs leaders
managers include duties like being in charge of a section of company, supervising subordinates. Leadership includes influencing and guiding followers as opposed to subordinates, as well as being innovative and creating a vision for future direction
Behavioral leadership
Authoritative style is when the leader makes all decisions with little input from team. Laissez-faire style is when the team makes decisions with little input from leader. Democratic style is when the leader follows the will of the people or majority, voting.
Theory X
mangers believe the average employee dislikes work; must be controlled, directed, and threatened to do job; they prefer to be told what to do, avoid responsibility, have little ambition, and value job security above all
Theory Y
Managers believe the need and desire to work is natural; controlling, threatening is not the only means to get employees to do job; the average employee is motivated by achieving goals; the average employee seeks responsibility; employee strengths are usually not utilized
