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HSC 305 - Prof Comm > Midterm Review > Flashcards

Midterm Review Flashcards

1
Q

why are interpersonal skills important?

A

they enable people to connect with others, thereby being more successful in business

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2
Q

soft skills

A

being able to interpret other peoples emotions

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3
Q

self efficacy

A

the confidence in your ability to carry out aa specific task or goal
-I know I will get an A in biology if I study for an hour everyday”

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4
Q

informal learning

A

the acquisition of knowledge and skills that take place naturally outside of a structured learning environment

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5
Q

developmental need

A

a specific area in which you need to change/improve

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6
Q

8 major personality factors and traits

A

neuroticism, extraversion, openness, agreeableness, conscientiousness, self-monitoring, risk taking/thrill seeking and optimism

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7
Q

Conscientiousness

A

detail-oriented/exact/on time/going the extra mile/put others first

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8
Q

self-monitoring

A

self-awareness/self-evaluating/focusing on themselves (mood)

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9
Q

optimism

A

experience positive emotional states and believe in positive outcomes

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10
Q

Organizational Citizenship Behavior

A

willingness to go beyond one’s job description without a specific apparent reared

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11
Q

affiliaation oriented

A

going above and beyond to promote something they are apart of

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12
Q

challenge oriented

A

challenge is to get 10 students to sign up for HSC 365 and i am going to do it

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13
Q

Cognitive styles are modes of problem solving based on 4 dichotomies:

A

energy flow: extraversion/introversion
information gathering: sensation/intuition
decision making: thinking/feeling
lifestyle orientation: judging/perceiving

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14
Q

cognitive intelligence

A

the capacity to acquire and apply knowledge: verbal comm, word fluency, numerical acuity, spatial, memory, perceptual speed, inducitve reasoning

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15
Q

practical intelligence

A

an accumulation of skills, dispositions and knowledge plus the ability to apply knowledge to solve everyday problems

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16
Q

multiple intelligneces

A

a theory of intelligence contending that people know and understand that world in distinctly different ways and learn in different ways: linguistic, logical, musical, etc.

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17
Q

emotional intelligence

A

qualities such as understanding one’s feelings, empathy, and the regulation of emotions to enhance living: self-awareness, -management, -awareness, and relationship management

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18
Q

Values as a resource of individual differences

A

refers to the importance a personal attachment to something

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19
Q

Person-role conflict

A

situation that occurs when demands made by the organization clash with the basic values of the individual

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20
Q

Self-esteem

A

overall evaluation people make about themselves - whether positive or negative

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21
Q

Negative self-esteem

A

losing a job

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22
Q

Self-concept

A

What we THINK about ourselves

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23
Q

Self-esteem is…

A

what we FEEL about ourselves

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24
Q

self-esteem tends to develop based…

A

on our interactions with people, events, and things

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25
Q

Childhood experiences that lead to high self esteem

A

praise, listened to, spoken to respectfully, getting attention and hugs, experiencing success in sports and school, doing well and then receiving credit

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26
Q

Childhood experiences that lead to low self esteem

A

harshly criticized, yelled at or beaten, ignored, ridiculed, teased, expected to be perfect, repeated failure in sports or academics, messages that failed experienced were failures of whole self

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27
Q

Negative consequences of high/low self esteem

A

-exaggerated high levels of self esteem can lead to narcissism
-when self esteem is low, people tend to envy others
-poor romantic relationships

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28
Q

Sources of feeling self confident

A

actual experiences, experience of others, social comparison, social persuasion, emotional arousal

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29
Q

Steps in communication

A
  1. sender - sends message
  2. message - goes to receiver
  3. channel - is chosen
  4. receiver - gets message and reacts
  5. feedback - from receiver
  6. environment - influences reception
  7. noise - disrupt communication
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30
Q

Communication skills are…

A

a success factor for workers in a variety of jobs

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31
Q

Nonverbal communication transmits the feeling behind the message…

A

environment, interpersonal distance, posture, hand gestures, facial expressions & eye contact, voice quality, personal appearance, attention paid to other person

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32
Q

Overcoming communication problems and barriers

A

minimize defensive communication (method of protecting self-esteem)

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33
Q

Positive interpersonal skills while using smartphone

A

Inform work associates ahead of time if you’re waiting for a call from a medial professional or in reference to an urgent home situation

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34
Q

Negative interpersonal skills while using phone

A

-accepting a call during work conversation
-making frequent personal calls on your phone in earshot of coworkers
-talking loudly on the phone

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35
Q

Interpersonal skills linked to telecommuting

A

a solid human connection may be missing

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36
Q

Rational decision model

A

the traditional, logical, approach to decision making, based on the scientific methods

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37
Q

Political decision model

A

assumes that people bring preconceived notions and biases into the decision making situation. Self-interest may block people from making the most rational choice

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38
Q

The Group Problem Solving

A
  1. identify the problem
  2. clarify the problem
  3. analyze the cause
  4. search for alt solutions
  5. select alt.
  6. plan for implementation
  7. clarify the contract
  8. develop the action plan
  9. provide for eval and accoutability
    -best applied to complex problems; a group with collective efficacy is more likely to solve the problem
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39
Q

Inquiry

A

looks for best alternative - asks questions
-often leads to collaboration

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40
Q

Advocacy

A

fighting for one positions
-disagreement under advocacy approach may cause division in group

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41
Q

Brainstorming

A

Often used when a number of organizations seeks large numbers of alternative solutions to problem at hand

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42
Q

Guidelines for brainstorming

A

-group size should be 5-7
-no criticism
-freewheeling encouraged
-quantity and variety is important
-notes must be taken
-invite outsiders
-don’t over-structure
-brainwriting is idea generation from working alone

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43
Q

Standup Meetings

A

-improves problem solving
-participants might be more alert and decide more quickly

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44
Q

Reasons for collaborative software

A

-faster, clearer, more persuasive
-work for remote locations
-group can communicate when it would not otherwise be possible

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45
Q

Being effective participate during meetings

A

-arrive prepared
-arrive on time
-don’t hog meeting or sit silently
-use constructive nonverbal communication
-converse with other participants
-be prepared to offer alt. solutions
-have data ready is possible
-conduct yourself well

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46
Q

Cultural factors and group decision making

A

-acceptance of unequal distribution of power orgs
-the degree to which a country is aggressive versus nurturing
-the degree to which a society is individualistic versus collectivistic

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47
Q

The diversity umbrella…

A

is supposed to welcome diversity

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48
Q

Cultural Sensitivity

A

awareness of and willingness to investigate others and why they do what they do
-to relate well to people from another country, one must be alert to possible cultural difference

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49
Q

Political Correctness

A

intent is not to offend or slight anyone, and to be extra civil and respectful
-best not to refer to worker’s race, sex, ethnicity, or physical status

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50
Q

Components of cultural intelligence (IQ)

A

cognitive - knowledge and how to acquire knowledge
emotional/motivational - energizing

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51
Q

Employee Network (or affinity)

A

groups are an official way of demonstrating respect for all workers

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52
Q

Respecting all workers and their cultures lead to…

A

cross-cultural understanding

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53
Q

Cultural fluently

A

the ability to conduct business in a diverse, international environment
-involves a variety of skills including relating well to people from different cultures and knowing a second language

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54
Q

Cultural Bloopers

A

minimize actions likely to offend people from another culture, based on their cultural values

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55
Q

Culture Intelligence Training

A

Training helps workers figure out such things as which handshake is best

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56
Q

Diversity training

A

strives for workplace harmony by teaching people how to get along better with diverse work associates

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57
Q

Conflict

A

A situation in which 2 or more goals, or events are incompatible or mutually exclusive

58
Q

Personality Clashes and Drama

A

one of the most frequent conflicts is between the sweeping big picture person, and the cautious detail-oriented person

59
Q

Sources of conflict

A

personality clashes/drama, competition for limited resources, role conflict, competing work and family demanded, bullies, incivility and rudness, cross-generational conflicts, workplace violence

60
Q

Initiatives to reduce work family conflict

A

time off policies, flexible hours, supervisory support, Family Leave Act of 1993

61
Q

Cross Generational Conflict

A

Value based differences in behavior can lead to conflict between generations
-preferred approached to communication, such as text or email

62
Q

Constructive Handling of Criticism

A

Offer an apology if warranted. This will most likely prevent the criticism from escalating

63
Q

Reframe through _________ ___________ by viewing negative elements more positively

A

Cognitive restructuring

64
Q

Quid Pro Quo

A

individual suffers job loss or threatened loss of job benefit because of refusal to grant sexual favor

65
Q

Leadership

A

The ability to inspire support and confidence among the people who are needed to achieve company goals

66
Q

Key leadership traits to develop

A

self-confidence & leadership efficacy, positive core eval, assertiveness, trustworthiness & morality, sense of humor, self-awareness & self-objectivity, cognitive skills, emotional intelligence, passion & enthusiasm, self-sacrificing

67
Q

Leadership self-efficacy is linked to

A

confidence in the knowledge skills, and abilities valuable for leading others

68
Q

Seven behaviors of an assertive person

A

expresses criticism freely, confronts unfair person, able to express anger toward coworker, willing to cry with friends, speaks up at meetings, able to ask friends for favors, willing to confront a rude stranger

69
Q

Integrity is a…

A

consistency of words and deeds and being true to oneself

70
Q

Authentic leader is

A

genuine and honest about own personality, values, and beliefs.
-also has integrity and creates a positive ethical climate

71
Q

Humor helps…

A

relieve tension and boredom, and defuses hostility

72
Q

effective leaders are aware…

A

of their strengths and limitations

73
Q

Emotionally intelligent leaders can…

A

work effectively with emotions of others to resolve problems

74
Q

Self-sacrificing personality

A

is more concerned about welfare and interest of others than oneself

75
Q

Charisma

A

a special quality of leaders whose purpose, powers, and extraordinary determination differentiate them from others

76
Q

Leaders practice _______ ________, but doesn’t stand out of the way and provide no guidance to group memebers

A

participative leadership

77
Q

Motivation

A

is an internal state that leads to focussed effort toward objectives and an activity performed by one person to get another person to accomplish work

78
Q

Work engagement

A

is high levels of investment in work tasks for job

79
Q

Commitment

A

is an employee’s bond with job-associated target, often another person

80
Q

“What’s in it for me?”

A

is the most fundamental principle of motivation

81
Q

7 key needs

A
  1. achievement
  2. power
  3. affiliation
  4. autonomy
  5. esteem
  6. safety and security
  7. equity
82
Q

positive reinforcement

A

increases probability that behavior will be repeated by giving reward for desired response

83
Q

Negative reinforcement

A

is rewarding by removing uncomfortable situation

84
Q

Why is recognition an effective motivator?

A

reward and motivate employees are standard practice, strong motivator because of normal recognition craving, most workers feel recognition deficient, not a substitute for good pay, ties in with other motivators

85
Q

Approaches to giving recognition

A

identify a meritorious behavior, then give oral, written, or material reward

86
Q

Effort-to-performance expectancy

A

is the individual’s probability that effort will lead to performing the task correctly

87
Q

Performance-to-outcome expectancy

A

is the individual’s probability that performance will lead to certain outcomes or rewards

88
Q

Valence

A

is the value, worth, or attractiveness of an outcome

89
Q

Pygmalion effect

A

high expectations become self-fulfilling prophecy

90
Q

Galatea effect

A

if you raise your level of self-expectation, you will achieve more

91
Q

Training

A

the process of helping others acquire a job-related skill

92
Q

Passive learning

A

reading and study

93
Q

Learning by doing

A

learning by practice

94
Q

Learning by working alone vs.

A

learning cooperatively in a group

95
Q

Difficult person

A

creates problems yet has skill and mental ability to do better

96
Q

Some difficult people are suffering from a _________ ________

A

personality disorder - a maladaptive pattern of behavior that deviates from cultural norms

97
Q

Different types of difficult people

A

know-it alls, blamers, gossips, bullies, exploders, repulsives, passive-aggressive people, no-people, Jekyll and Hyde, whiners, backstabbers, high-maintenance types, clods, minimalists, office cheats

98
Q

Ask the difficult person to THINK before speaking

A

T - is it true
H - is it helpful
I - is it inspiring
N - is it necessary
K - is it kind

99
Q

Resume

A

is a personal marketing tool for selling your skills and your potential to handle new responsibilties

100
Q

Cover letter

A

must accompany your resume, explains who you are, grabs attention, should take 1 minute to read, bulleted list of accomplishments useful

101
Q

Personal Brand

A

is based on your basket of strengths

102
Q

Organizational Politics

A

refers to gaining power through means other than merit or luck

103
Q

Power

A

is the ability to control anything of value, and to influence decisions

104
Q

Social intelligence

A

helps you understand how relationships affect brain and body

105
Q

Impression management

A

is a set of behaviors directed at enhancing one’s image by drawing attention to oneself

106
Q

Political skills can help you develop…

A

higher quality leader-member exchange

107
Q

Tactics of impression management

A

-display organizational citizenship behavior
-perform well, build trust and confidence
-be visible and create a strong presence
-admit mistakes
-minimize being a yes-person
-create a healthy image

108
Q

Using proper ________ contributes to individual and business success

A

etiquette

109
Q

Cross-cultural relations

A

-violating customs, such as how far to stand from people, is poor etiquette

110
Q

Interaction with people with physical disabilities

A

-treat a disabled person as you would anyone else

111
Q

network…

A

with influential people

112
Q

Understand _______ boundaries

A

unwritten

113
Q

express _________ __________ (if you believe your manager is wrong, base your disagreement on careful analysis, and be tactful)

A

constructive disagreement

114
Q

Networking with key people

A

-gain trust and confidence
-identify who the power players are
-have a plausible reason to contract network members
-be clear and concise about your needs
-explain benefits you are offering
-avoid being a pest

115
Q

Ask for ______

A

advice

116
Q

Avoid political blunders…

A

bypassing the manager

117
Q

principles for customer satisfaction

A

-strive for high levels of customer satisfaction
-your job satisfaction will lead you to provide better customer service
-understand your company’s expectations in terms of customer service
-receive emotional support from coworkers and management to give better customer service
-respond positively to moments of truth

118
Q

emotional support of coworkers often leads to…

A

providing better service

119
Q

Customer-centric sales process…

A

uses low-pressure selling and aids consultation

120
Q

Empowerment

A

refers to managers transferring, or sharing power with lower-ranking employees

121
Q

creating a bond with your customer

A

strong customer orientation helps, create a welcoming attitude, provide exceptional service, show care and concern, make the buyer feel good, build a personal relationship with customers, invite the customer back

122
Q

dealing with customer dissatisfaction

A

deal constructively with customer complaints and anger, involve customer in working out the problem, focus on customer’s problem rather than their emotion, anticipate how to handle an unreasonable request, maintain a realistic customer retention attitude

123
Q

Ethical reasoning

A

-being honest about being fired from a previous job
-employees reporting the shortcomings of their coworkers
-being honest about a delivery date

124
Q

Unethical reasoning

A

-withdrawing money from expense account when in need
-conducting personal business on company time
-flirting with boss in hopes of a salary raise

125
Q

Cronyism

A

giving jobs to people who have done personal favors for you
-often hired instead of more qualified candidate
-widely practiced
-the owner often gives plum jobs/contracts to cronies

126
Q

Honesty, or not faking reality

A

is the key component of virtuousness

127
Q

Integrity means…

A

loyalty to one’s convictions, or sticking to one with one’s principles

128
Q

stress

A

an adaptive response to an action, situation, or event that places special demands on a person

129
Q

Stressor

A

is a force creating the stress

130
Q

fight-or-flight response

A

the battle against the stressor

131
Q

Hinderance stressors

A

have a negative effect on motivation and performance

132
Q

Challenge stressors

A

have a positive effect on motivation and performance

133
Q

burnout

A

a condition of emotional, mental, and physical exhaustion in response to long-term stressors

134
Q

Personality factors related to stress

A

low perceived control, low self-efficacy, type A behavior and hostility, negative affectivity and high reactivity to stress

135
Q

Role overload

A

creates stress because person is fatigued and behind schedule

136
Q

Extreme job…

A

for 60+ hours per week, tight deadlines, and heavy travel

137
Q

Role Ambiguity

A

when job holder receives confusing or poorly defined expectations

138
Q

Carpal tunnel syndrome

A

causes stress because of the pain and misery and potential job loss

139
Q

Emotional labor

A

regulating both feelings and expressions to meet goals

140
Q

The _______ _____ ______ helps you overcome stress-inducing thoughts

A

Cognitive behavioral approach

HSC 305 - Prof Comm (4 decks)

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