Test chapters 5-7 Flashcards
informal flow of information thru the whole org
gossip/rumors and inaccurate reports are a danger
GRAPEVINE COMMUNICATION
Any service or program sent over an Internet
connections
◦ Enables companies to use raw computing power,
storage, apps, and data from large data centers
◦ Customer pays only for services used – cutting IT
costs and upgrading
CLOUD COMPUTING
is a method of understanding behavior in
interpersonal situations
TRANSACTIONAL ANALYSIS
CRITICAL PARENT
makes responses that are: critical, judgmental,
opinionated, demanding, disapproving, etc.
use lots of “dos and don’ts” in conversations
autocratic managers use this style because they are high in task-directive communication
◦ SYMPATHETIC PARENT
makes reassuring responses that are: protective,
permissive, consoling, nurturing, etc.
managers using the consultative and participative styles use this type of communication because they are high in supportive-relationship behaviors
T/A - EGO STATES
PARENT EGO STATE
NATURAL CHILD
responds with probing style showing: curiosity, intimacy,fun, joy, fantasy, impulsiveness, etc.
successful managers tend not to operate from this state on a regular basis
◦ ADAPTED CHILD
responds with aggression, confrontation,
rebelliousness, pouting, anger, fear, anxiety,
inadequacy, procrastination, etc.
managers need to avoid this style
it results in emotional responses and similar behaviors
if a manager encounters this style they need to respond with the adult ego state style
T/A - EGO STATES
CHILD EGO STATE
responses are rational, logical, and unemotional
◦ adults gather information, use critical thinking skills
◦ remains calm, cool, and collected
◦ avoids becoming the victim by controlling the
situation
◦ this is generally the most effective style of communication
◦ it is always good to assess the style of others when
communicating with them – it will help you understand
their actions – and make the right type of response
accordingly
adult = adult
child = parent
sometimes it’s okay to let go and have fun from the
child ego state – it depends on the situation!
T/A - EGO STATES
ADULT EGO STATE
COMPLEMENTARY (SUPPORT EACH OTHER)
when the sender of the message gets the intended response from the receiver
generally the most effective communication with less hurt feelings and confrontations
◦ CROSSED (MISSES THE MARK)
when the sender does not get the expected response from the receiver
generally result in surprise, disappointment, and hurt feelings for the sender
◦ ULTERIOR ( HIDDEN AGENDAS)
hidden messages – the words seem to come from one ego state, but in reality they are coming from another
sometimes people don’t know how to ask for what they want directly, so they use ulterior methods to get their message across
usually best to avoid this style – they waste time and cause problems
EGO STATES transactions
is the process of expressing thoughts and
feelings while asking for what you want in
an appropriate way
ASSERTIVENESS (behavior)
“I’m not OK” life position
◦ used to avoid doing something or to accommodate someone else without standing up for yourself
◦ nonverbals = looking down, speaking very soft, helpless gestures, slouched posture
◦ self-denial and sacrifice attitude
◦ rationalizing = “it doesn’t matter anyway”
◦ usually internally distressed & in pain - increases one’s stress levels
◦ others tend to take unfair advantage of passive people
◦ when a passive person does speak up – others usually don’t pay any attention to them – and interrupt them frequently
◦ poor self-esteem and unhappy
◦ passivity often based in fear: of rejection, retaliation, of hurting or being hurt
◦ it is often a result of life-long learning patterns
◦ it is unproductive behavior
PASSIVE BEHAVIOR
these people are rude, tough, demanding,
pushy - just not nice
◦ nonverbals include = glaring, frowning, talking loud, using threatening gestures and intimidating postures
◦ others often just try to avoid aggressive people
◦ they seem to be high in self-confidence – but in reality the aggression is just a facade for a poor self-concept
◦ they are in an “I’m not OK” life position
◦ but try to prove to others they are by controlling them
◦ they violate others’ rights to gain their own self-worth
◦ aggressive behavior on a regular basis is self-defeating and destructive to others, and yourself
◦ violence is clearly aggression at its highest level
AGGRESSIVE BEHAVIOR
The most difficult to understand and deal with - say one thing and do another!
◦ Displayed In 3 Major Ways
SPORADICALLY
aggressive one time – passive the next
you never know who is there… Jekyl or Hyde
SITUATIONALLY
passive during the communication
then aggressive later
displacement of hostility – meek and submissive then goes home and kicks the dog
STUFFING HOSTILITY
being passive by not addressing the issue of concern
allowing the anger to build…then exploding
PASSIVE-AGGRESSIVE BEHAVIOR
FORCING (Competing) AVOIDING ACCOMMODATING COMPROMISING COLLABORATING
CONFLICT MANAGEMENT STYLES
user attempts to resolve conflicts by using
aggression
APPROPRIATE USE
in situations of ethics and “what is right”
maintaining good relationships is not important
a resolution is needed immediately - no time to
discuss or figure out what others are feeling
FORCING (Competing) CONFLICT MANAGEMENT
STYLES
user tries to passively ignore the conflict instead of
resolving it
APPROPRIATE USE
if you don’t have a high stake in the conflict
if confrontation will damage a relationship
if you just don’t have time to deal with it
the other person is highly emotional
AVOIDING CONFLICT MANAGEMENT STYLES
attempts to resolve conflict by passively giving in to
the other party
APPROPRIATE USE
keeping the relationship is the most important
the changes aren’t important to you but they are to
others
time to resolve issue is limited
ACCOMMODATING CONFLICT MANAGEMENT STYLES
attempts to resolve through assertive
“give-and-take” concessions
APPROPRIATE TO USE
when issues are complicated and crucial and there is not
a clear or simple solution
all parties have strong interests in differing solutions
time is short
the other person refuses to collaborate
COMPROMISING CONFLICT MANAGEMENT STYLES
◦ an assertive attempt to resolve
conflict with the best solution agreeable to all parties, creates a “win-win”
APPROPRIATE TO USE
keeping relationships is important
you have plenty of time
the conflict is between peers
COLLABORATING CONFLICT MANAGEMENT STYLES
Data Interests Structure Values Relationships
Major Sources of Conflict
the process of influencing employees to work toward the achievement of objectives.
leadership
the extents to which the leader takes charge to plan organize direct and control as the employee performs the task. company based
initiating structure - leadership
job centered - theory X
the extent to which the leader communicated to develop trust friendship support and respect. people based
consideration - leadership
employee centered - theory Y
is a model for selecting from four leadership styles the one that matches the employees maturity level in a given situation.
supporting
coaching
delegating
directing
situational leadership
MLK Steve JObs Mother Tersa Power legitimized on the basis of a leader's exceptional personal qualities or the demonstration of extraordinary insight and accomplishment, which inspire loyalty and obedience from followers Caution!
charismatic leadeship
focuses of behavior of successful leaders. Process of influencing major changes in the attitudes and assumptions of the organization and building commitment for the mission and objectives
transformational leadership
