Buad 309 Chapter 14

Front 1

Communication

Back 1

the exchange of information between a sender and a receiver and the inference(perception) of meaning between the individuals involved). Interpersonal exchange of information and understanding.

Front 2

Perceptual model of communication

Back 2

depicts communication as a process in which receivers create meaning in their own minds. Meaning that the same message can be interpreted differently by different people.

Front 3

Feedback:

Back 3

reaction to the sender’s message.

Front 4

Noise:

Back 4

represents anything that interferes with the transmission and understanding of a message.

Front 5

Communication Process model:

Back 5

1. Sender encodes message, selects medium. 2. Message is transmitted through a medium. 3. Receiver decodes message and decides that feedback is needed. 4. Receiver sends feedback through a medium.

Front 6

Personal Barriers

Back 6

represent any individual attributes that hinder communication. Such as variable skills in communicating effectively (having good speaking and listening skills), variations in how information is processed and interpreted (frames of reference and experiences people use to interpret the world are different), Variations in interpersonal trust (caused defensiveness and questions the accuracy of what is being communicated), Stereotypes and Prejudices, Big egos, poor listening skills, natural tendency to evaluate others’ messages (it is natural to evaluate messages from out point of view or frame of reference, particularly when we have strong feelings about the issue), inability to listen with understanding, nonverbal communication (enhanced communication when nonverbal cues are consistent with the intent of a message).

Front 7

Barriers to communication that happen within the communication process:

Back 7

Sender barrier: no message gets sent, Encoding barrier: the message is not expressed correctly, Medium barrier: the communication channel is blocked, Decoding barrier: the recipient doesn’t understand the message, receiver barrier: no message gets received, feedback barrier: the recipient doesn’t respond enough.

Front 8

Physical barriers

Back 8

sound, time, space, etc. (example office setup)

Front 9

Semantic Barriers

Back 9

when words matter. What does word really mean, example now: does it mean in an hour, a day, a week?

Front 10

Semantics:

Back 10

is the study of words.

Front 11

Jargon:

Back 11

another key semantic barrier, represents language or terminology that is specific to a particular profession, group or company. Example: ASAP, CEO, etc.

Front 12

Communication competence

Back 12

is an individual’s abilities to effectively use communication behaviors in a given context, example: business etiquette

Front 13

Communication abilities

Back 13

5 that are under your control: assertiveness, aggressiveness, nonassertiveness, nonverbal communication, and active listening. Improve your communication competence by being more assertive, and being less aggressive or nonassertive.

Front 14

Assertive:

Back 14

pushing hard without attacking, permits others to influence outcome, expensive and self-enhancing without intruding on others.

Front 15

Aggressive:

Back 15

taking advantage of others, expressive and self-enhancing at other’s expense

Front 16

Nonassertive

Back 16

encouraging others to take advantage of us; inhibited self-denying.

Front 17

Nonverbal communication

Back 17

any message sent or received independent of the written or spoken world , includes such factors as use of time and space, distance between persons when conversing, use of color, dress, walking behavior, standing, positioning, seating arrangement office locations and furnishing. Body movements and gestures, touch, facial expression, eye contact.

Front 18

Positive nonverbal actions that help communication

Back 18

maintaining appropriate eye contact, occasionally using affirmative nods to indicate agreement, smiling and showing interest, leaning slightly toward the speaker, keeping your voice low and relaxed, being aware of your facial expressions.

Front 19

Actions to avoid

Back 19

licking your lips or playing with your hair or mustache, turning away from the person you are communicating with, closing your eyes and displaying uninterested facial expressions such as yawning, excessive moving in your chair or tapping your feet, using an unpleasant tone and speaking too quickly or too slowly, biting your nails, picking your teeth, and constantly adjusting your glasses.

Front 20

Listening

Back 20

is the process of actively decoding and interpreting verbal messages. Listening requires cognitive attention and information process; hearing does not.

Front 21

Appreciative listener

Back 21

listens in a relaxed manner, preferring to listen for pleasure, entertainment or inspiration. Tune out people who provide no amusement to them.

Front 22

Empathetic listeners

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interpret messages by focusing on the emotions and body language being displayed by the speaker as well as the presentation media, listen w/o judgement.

Front 23

Comprehensive listener

Back 23

makes sense of a message by first organizing specific thoughts and actions and then integrates this information by focusing on relationships among ideas.

Front 24

Discerning listener

Back 24

attempts to understand the main message and determine important points

Front 25

Evaluation listeners

Back 25

analytically and continually formulate arguments and challenges to what is being said. Ask a lot of questions.

Front 26

Become a more effective listener

Back 26

: attending closely to what’s being said not to what you want to say next. Allowing others to finish speaking before taking your turn. Repeating back what you’ve heard to give the speake3r the opportunity to clarify the message.

Front 27

Keys to effective listening

Back 27

capitalize on thought speed, listen for ideas, find an area of interest, judge content not deliver, hold your fire, work at listening, resist distractions, hear what is said, challenge yourself, use handouts, overheads, or other visual aides.

Front 28

Linguistic Style

Back 28

a person’s typical speaking pattern

Front 29

Darwinian perspectives or evolutionary psychology

Back 29

attributes gender differences in communication to drives, needs, and conflicts associated with reproductive strategies used by women and men.

Front 30

Social role theory

Back 30

based on the idea that females and males learn ways of speaking as children growing up.

Front 31

Genderflex:

Back 31

entails the temporary use of communication behaviors typical of the other gender in order to increase the potential of influence.

Front 32

Communication differences between women and men:

Back 32

men are less likely to ask for info or directions in a public situation that would reveal their lack of knowledge, in decision making women are more likely to downplay their certainty men are more likely to downplay their doubts, women tend to apologize even when they have done nothing wrong, men tend to avoid apologies as signs of weakness or concession, women tend to accept blame as a way of smoothing awkward situations. Men tend to ignore blame and place it elsewhere. Women tend to temper criticism with positive buffers, men tend to vive criticism directly. Women ten to insert unnecessary and unwarranted thank you’s in conversations, men may avoid thanks altogether as a sign of weakness.

Front 33

Formal communication channels

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follow the chain of command or organizational structure. Messages communicated on formal channels are viewed as official and are transmitted via one or more of three different routes: vertical-either upward or downward, horizontal and external.

Front 34

Vertical communication

Back 34

the flow of information up and down the organization. Upward: involves sending a message to someone at a higher level in the organization. Downward communication: occurs when someone at a higher level in the organization sends info or a message to someone at a lower level or levels (managers have five types: job instructions, job rationale, organizational procedures and practices, feedback about performance, and indoctrination of goals

Front 35

Horizontal communication

Back 35

flows within and between employees working in different work units, and its main purpose is coordination. Impeded in 3 ways: by specialization that caused people to work on their task and job alone, 2. by encouraging competition between people or work groups as it reduces the sharing of information, 3. by an organization culture that does not promote collaboration and cooperation.

Front 36

External communication

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flows between employees inside the organization and a variety of stakeholders outside the organization.

Front 37

Informal communication channels

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: do not follow the chain of command. They skip management levels and bypass lines of authority. Grapevine and management by wandering around

Front 38

Grapevine:

Back 38

represents the unofficial communication system of the informal organization and encompasses all types of communication media. (word of mouth advertising

Front 39

Liaison individuals

Back 39

those who constantly pass along grapevine information to others.

Front 40

Organizational moles

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those who use the grapevine to enhance their power and status. (often negative information). Says opinion about other’s bad behavior or not good, then they divert attention away from themselves therefore placing themselves higher than the other person. Moles can destroy teamwork, create conflict, and impair productivity.

Front 41

Management from walking around (MBWA):

Back 41

is the term used to describe a manager’s literally walking around the organization and talking to people across all lines of authority. Effective because employee’s prefer to get info form manager.

Front 42

Information richness

Back 42

richness is defined as the potential information-carrying capacity of data. If the communication of an item of data, such as wink, provides substantial new understanding it would be considered rich. If the datum provides little understanding it would be low in richness. Media posses different levels of richness. Face to face is richest.

Front 43

Low complexity situations

Back 43

are routine, predictable, and managed by using objective standard procedures.

Front 44

Highly complex situations

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are ambiguous, unpredictable, hard to analyze, and often emotionally laden.

Front 45

Contingency model

Back 45

effective communication occurs when the richness of the medium is matched appropriately with the complexity of the problem or situation. Ineffective communication occurs when the richness of the medium is either too high or too low for the complexity of the problem or situation. Model: overload zone: medium provides more info than necessary. Zone of effective communication: impersonal static media (newsletter, bulletin board, computer report, financial statement, general e-mail), Personal static media (memos, letters, fax, personal e-mail, personal messaging service), Interactive media (telephone, video conference), face-to-face. Oversimplification zone: medium does not provide necessary information.

Front 46

Seven key components of information that influence organizational behavior:

Back 46

the internet along with intranet and extranets, emails, handheld devices, blogs, videoconferencing, group support systems, and telecommuting.

Front 47

Internet:

Back 47

is a global network of independently operation but interconnected computers. A global network of computer networks

Front 48

Intranet

Back 48

an organization’s private internet. Have firewalls which block outside internet users form accessing internal information.

Front 49

Extranet:

Back 49

is an extended intranet in that it connects internal employees with selected customers, suppliers, and other strategic partners.

Front 50

Electronic Mail:

Back 50

uses the internet/intranet to send computer-generated text and documents between people. 4 key benefits: reduces cost of distributing information, increases teamwork, reduces paper costs, and increased flexibility. Four drawbacks: wasted time and effort as in dealing with spam and unsolicited junk mail, information overload, increased costs to organization store, and monitor usage, neglect of other media.

Front 51

Blog:

Back 51

online journal in which people write whatever they want about any topic, benefits include the opportunity for people to discuss issues in a casual format. Pitfalls: lack of legal and organizational guidelines regarding what can be posted online.

Front 52

Group Support Systems

Back 52

entails using state-of-the art computer software and hardware to help people work better together. Enable people to share info without the constraints of time and space. Done by utilizing computer networks to link people across a room or across the globe. Cooperative applications include messaging and e-mail systems, calendar management, videoconferencing, computer teleconferencing, electronic whiteboards, and the type of computer-aided decision-making systems discussed.

Front 53

Teleworking

Back 53

: also referred to as telecommuting, is a work practice in which an employee does part of his or her job in a remote location, typically at home, using a variety of information technologies. Benefits: reduction of capital cost, increased flexibility and autonomy for workers, competitive edge in recruitment, increased job satisfaction and lower turnover, increased productivity, tapping nontraditional labor pools.