Buad 110 Fall 2008 Exam 1

Front 1

Active/Empathetic Listening

Back 1

Most powerful level of listening and requires the largest amount of work on the part of the listener. The listener not only hears and reacts to the words being spoken but also paraphrases, clarifies, and gives feedback to the speaker about the messages being received.

Front 2

Attentive Listening

Back 2

Occurs when one is genuinely interested in the speaker's point of view.

Front 3

Chronemics

Back 3

The study of how human beings use and structure time

Front 4

Communication

Back 4

The act of exchanging thoughts, messages, or information.

Front 5

Environment

Back 5

The layout of the space or room, lighting, color scheme, noise, decorations, and so on.

Front 6

Haptics

Back 6

Refers to the use of touch. (tactile communication)

Front 7

Kinesics

Back 7

Involves body movement, gestures, and posture. It includes eye contact, leaning, and body positioning.

Front 8

Listening

Back 8

A critical component of the communication process. It goes beyond merely hearing what another person is saying to constructive meaning from all the verbal and nonverbal signals the speaker is sending.

Front 9

Nonverbal communication

Back 9

Conveying a meaning or expressing feelings consciously or subconsciously through means other than words.

Front 10

Para-language

Back 10

The tone of voice, volume, pitch, or speach rate.

Front 11

Passive Listening

Back 11

Occurs when one is trying to absorb as much of the information presented as possible.

Front 12

Proxemics

Back 12

The study of what you communicate by the way you use interpersonal space.

Front 13

Aggressive communication

Back 13

Includes exerting control over others, humiliating others, dominating, being pushy, always needing to be right, using absolute terms, and blaming others.

Front 14

Assertive communication

Back 14

Usually the most appropriate communication style.

Front 15

Communication channel

Back 15

Communication competence is achieved by choosing the most appropriate one and using knowledge and skill to communicate appropriately and effectively.

Front 16

Decode

Back 16

Receiver who interprets the message according to his or her own perceptions, abilities, and experiences.

Front 17

Emotions

Back 17

A factor that can hinder effective communication. They are strong feelings such as fear, love, hate, happiness, and anger.

Front 18

Encode

Back 18

Sender who writes a message according to her or his own perceptions, experiences, and abilities.

Front 19

Feedback

Back 19

A response to a person's behavior and it influences the manner in which that behavior will continue or not.

Front 20

Filtering

Back 20

The intentional manipulation of information to make it more favorable to the receiver.

Front 21

Information overload

Back 21

Occurs when the volume of information a person receives exceeds his or her capacity to process it.

Front 22

Information richness

Back 22

The information capacity of data.

Front 23

Noise

Back 23

Any distortion factor that blocks, disrupts, or distorts the message sent to the receiver, interfering with the communication process.

Front 24

Passive communication

Back 24

Includes indirectness, avoiding conflict, being easily persuaded/bullied, being overly concerned about pleasing others, and screening or withholding your thoughts and feelings to the extent that the person with whom you're communicating has no idea of your real opinion on the matter being addressed.

Front 25

Absentee member

Back 25

A member that can become distracted by a work or personal problem that prevents him or her from following through on commitments made to the team.

Front 26

Adjourning

Back 26

Members are likely to feel disappointment if the experience was positive, or gratitude if the experience was negative. The task of this stage is to tie up loose ends and complete final follow-up on projects.

Front 27

Cross-functional teams

Back 27

Includes members from various departments or business specialties. Derive their strength from diversity. Charged with developing new products or investigating and improving a companywide problem.

Front 28

Forming

Back 28

Members will engage in behaviors such as defining the initial assignment, discussing how to divvy up the necessary tasks, understanding the broad scope and objectives of the project, and learning about the resources (time, equipment, personnel) available to the team as it works to complete the project.

Front 29

Group

Back 29

Collection of people who work together but aren't necessarily working collectively toward the same goal.

Front 30

Grouphate

Back 30

The negative view that some people having of working in groups that can influence their active participation in group socialization and group work activities.

Front 31

Groupthink

Back 31

Individuals agreeing reluctantly with a group's decision because they are more concerned about maintaining harmony and cohesiveness than critically thinking about problems or alternative approaches. Potential problem for teams.

Front 32

High-performance team

Back 32

There is a commitment to quality and a dedication to producing the best outcome possible.

Front 33

Norming

Back 33

Members feel a new ability to express constructive criticism; they feel part of a working team and a sense of relief that everything will work out.

Front 34

Performing

Back 34

Teams have worked through their differences. Team members are highly motivated to accomplish their task and focused on team objectives rather than individual interests.

Front 35

Process improvement team

Back 35

Focus on specific methods, operations, or procedures and are assembled with the specific goal of enhancing the particular component being studied. Typically composed of individuals with expertise and experience in the process of being reviewed.

Front 36

Procrastinator

Back 36

Put off work until another day.

Front 37

Risky shift

Back 37

Takes place when members who are part of a group agree to a more risky course of action than any individual would have alone.

Front 38

Self-managed team

Back 38

"Groups of employees who are responsible for a complete, self-contained package of responsibilities that relate either to a final product or an ongoing process."

Front 39

Social loafing or free riding

Back 39

The lack of individual accountability, meaning that when "everyone" is responsible, "anyone" expects the work will be done by "someone" in the team and "no one" will know whether "everyone" did their equal share.

Front 40

Storming

Back 40

Feelings emerge such as resistance to the task or approach being taken by the group, resentment about differences in workload, anger about roles and responsibilities, and changes in attitude about the group or toward individual group members and concerns.

Front 41

Task force

Back 41

An ad hoc, temporary project team assembled to develop a product, service, or system or to solve a specific problem or set of problems.

Front 42

Team

Back 42

Composed of three or more interdependent individuals who are consciously working together to achieve a common objective, such as product development, service delivery, or process improvement. Must show a commitment to each other and to the end goal.

Front 43

Virtual teams

Back 43

Those that operate across time, space, and organizational boundaries using means other than face-to-face meetings.

Front 44

Accommodating

Back 44

When you use an accommodation strategy to resolve a conflict, you are more concerned with maintaining the relationship than with accomplishing a specific goal through the interaction.

Front 45

Avoiding

Back 45

In an avoidance or withdrawing strategy, you choose not to deal with the issues or the people involved.

Front 46

Collaborating

Back 46

The ultimate "win-win" strategy. It involves energy, commitment, and excellent skills in communication, problem solving, and negotiation.

Front 47

Competing

Back 47

You work to achieve your goals at all costs, even if it means sacrificing the relationship.

Front 48

Compromising

Back 48

You agree to give up part of your goal and part of the relationship in order to reach an agreement.

Front 49

Conflict

Back 49

Any situation in which there are incompatible goals, cognitions, or emotions within or between individuals or groups that lead to oppotion or antagonistic interaction.

Front 50

Human relations view (of conflict)

Back 50

Conflict was viewed as a natural and inevitable part of human existence and was accepted as a normal part of group interaction and relationships.

Front 51

Integrationist view (of conflict)

Back 51

Not only is conflict inevitable, but maintaining a degree of tension can actually be helpful in keeping a group energized and creative.

Front 52

Intergroup conflict

Back 52

Differences between competing subgroups of an organization.

Front 53

Intragroup conflict

Back 53

Difference between members of one group.

Front 54

Negative or dysfuctional conflict

Back 54

Hinders the organization's or the person's performance or ability to attain goals or objectives.

Front 55

Positive or functional conflict

Back 55

Supports or benefits the organization or person's main objectives.

Front 56

Traditional view (of conflict)

Back 56

Conflict was a result of dysfunctional managerial behavior and therefore should and could be stopped at the source.

Front 57

Agenda

Back 57

Specific plan for the meeting.

Front 58

Electronic messaging or chatting

Back 58

Meet online somewhere to exchange ideas.

Front 59

Evaluation (meeting stage)

Back 59

Each person might share a comment or two on how she or he felt about what was accomplished and how it was accomplished.

Front 60

Information-dissemination meeting

Back 60

Focus primarily on relaying information to the members or employees, with some time allocated to address the audience's questions and ensure that they have a full and clean understanding of the information.

Front 61

Information-sharing meeting

Back 61

Several or all members share information that has been gathered or report on group or individual progress.

Front 62

Problem-solving/decision-making meeting

Back 62

Employees or members are assembled to solve a problem or make a decision. Typically requires full participation of all members present.

Front 63

Symbolic/Social meeting

Back 63

Employees celebrate a special event or managers share recognition for a job well done.

Front 64

Teleconferecing

Back 64

The ability to include multiple members in a meeting via telephone.

Front 65

Video-conferencing

Back 65

Use web cams and talk to each other.

Front 66

Synergy

Back 66

Belief that 2 heads are better than one.

Front 67

Meeting kickoff (meeting stage)

Back 67

Heart of the meeting. Establish operating guidelines.

Front 68

Preliminary or Initial Phase (meeting stage)

Back 68

In the first few minutes clearly articulate the meeting purpose and objectives. Set the tone. Explain why participants were selected.

Front 69

Process check

Back 69

Each person might share a comment or two on how they felt about what was accomplished and how it was accomplished.

Front 70

Summary of accomplishments (meeting stage)

Back 70

Wrap up stage. Review decisions made and summarize the key points discussed.

Front 71

Virtual meeting

Back 71

Meetings that aren't in person. People from all parts of the organization and world can be efficiently and effectively connected, anytime and anywhere.