Test chapters 5-7 Flashcards

1
Q

 informal flow of information thru the whole org

 gossip/rumors and inaccurate reports are a danger

A

GRAPEVINE COMMUNICATION

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2
Q

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

A

CLOUD COMPUTING

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3
Q

 is a method of understanding behavior in

interpersonal situations

A

TRANSACTIONAL ANALYSIS

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4
Q

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

A

T/A - EGO STATES

 PARENT EGO STATE

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5
Q

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

A

T/A - EGO STATES

 CHILD EGO STATE

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6
Q

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!

A

T/A - EGO STATES

 ADULT EGO STATE

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7
Q

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

A

EGO STATES transactions

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8
Q

is the process of expressing thoughts and
feelings while asking for what you want in
an appropriate way

A

ASSERTIVENESS (behavior)

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9
Q

“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

A

PASSIVE BEHAVIOR

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10
Q

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

A

AGGRESSIVE BEHAVIOR

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11
Q

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

A

PASSIVE-AGGRESSIVE BEHAVIOR

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12
Q
FORCING (Competing)
AVOIDING
ACCOMMODATING
COMPROMISING
COLLABORATING
A

CONFLICT MANAGEMENT STYLES

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13
Q

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

A

FORCING (Competing) CONFLICT MANAGEMENT

STYLES

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14
Q

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

A

AVOIDING CONFLICT MANAGEMENT STYLES

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15
Q

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

A

ACCOMMODATING CONFLICT MANAGEMENT STYLES

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16
Q

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

A

COMPROMISING CONFLICT MANAGEMENT STYLES

17
Q

◦ 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

A

COLLABORATING CONFLICT MANAGEMENT STYLES

18
Q
Data
 Interests
 Structure
 Values
 Relationships
A

Major Sources of Conflict

19
Q

the process of influencing employees to work toward the achievement of objectives.

A

leadership

20
Q

the extents to which the leader takes charge to plan organize direct and control as the employee performs the task. company based

A

initiating structure - leadership

job centered - theory X

21
Q

the extent to which the leader communicated to develop trust friendship support and respect. people based

A

consideration - leadership

employee centered - theory Y

22
Q

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

A

situational leadership

23
Q
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!
A

charismatic leadeship

24
Q
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
A

transformational leadership

25
Q

Jesus Christ

Should be servants of an organization.

A

Servant (stewardship) leadeship

26
Q

assume that the appropriate leadership style varies from situation to situation

A

contingency leadership

27
Q

consists of a sender who encodes a message and transmits it thorough a channel to a receiver who decodes it and may give feedback.

A

communication process

28
Q

up to 1.5’ - intimate
up to 4’ - personal
up to 12’ - social
beyond 12’- 25’ - public

A

Personal space

29
Q

circular not linear

sender encodes - transmit through a channel (oral, nonverbal, written) -receiver decodes - feedback - sender

A

communication process

30
Q

parent, child, adult

A

ego states