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50 Cards in this Set
- Front
- Back
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Five elements of communication
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Communicator
message medium receiver feedback |
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Transmitting
information and understanding, using verbal or nonverbal symbols. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 432). Business And Economics. Kindle Edition. |
communication
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The model that evolved from their work aids our understanding of communication. The
basic elements include a communicator, an encoder, a message, a medium, a decoder, a receiver, feedback, and noise Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 434). Business And Economics. Kindle Edition. |
Classic Model
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an employee with ideas, intentions,
information, and a purpose for communicating. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 434). Business And Economics. Kindle Edition. |
Communicator
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a process must take place that translates the communicator’s ideas into a systematic set of symbols—into a language expressing the communicator’s
purpose. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 434). Business And Economics. Kindle Edition. |
encoding
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The result of the encoding process
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 434). Business And Economics. Kindle Edition. |
message
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the carrier of the message—the means by which the message is sent.
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 435). Business And Economics. Kindle Edition. |
medium
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a technical term for the receiver’s thought processes,
involves interpretation. Receivers interpret the message in light of their own previous experiences and frames of reference. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 435). Business And Economics. Kindle Edition. |
decoding
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face-to-face
situations, Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 435). Business And Economics. Kindle Edition. |
direct
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can be thought of as all factors that distort the intended message.
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 436). Business And Economics. Kindle Edition. |
noise
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(superior–
subordinate, subordinate–superior) Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 436). Business And Economics. Kindle Edition. |
vertical
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(peer–peer),
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 436). Business And Economics. Kindle Edition. |
horizontal
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Messages sent with
body posture, facial expressions, and hand and eye movements; as important as verbal communication. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 436). Business And Economics. Kindle Edition. |
nonverbal messages
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are gestures much like sign language (the hitchhiker’s thumb, the OK sign
with thumb and forefinger, the V sign for victory, and the high-five and closed-fist pump for significant achievement). Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 436). Business And Economics. Kindle Edition. |
emblems
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how a message is transmitted: loudly or softly, quickly or
slowly, with controlled or uncontrolled inflection, or with a high or low pitch. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 436). Business And Economics. Kindle Edition. |
inflection
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are gestures that give a picture of what is being said (a raised forefinger
to indicate the first point of a sender’s position, extended hands to illustrate the size of an object). Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 436). Business And Economics. Kindle Edition. |
Illistrators
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movements that regulate a conversation. For example, an upraised
palm from the receiver tells a sender to slow down, an arched eyebrow can convey a request for the sender to clarify what has been said, and a nod of the head indicates understanding. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 436). Business And Economics. Kindle Edition. |
regulators
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expressions used to adjust psychologically to the interpersonal climate of a particular situation
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 436). Business And Economics. Kindle Edition. |
adaptors
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Most are facial expressions, which are particularly important communicators of a person’s feelings.
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 437). Business And Economics. Kindle Edition. |
affect displays
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“the collective programming of the mind which distinguishes
the members of one human group from another.” Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 437). Business And Economics. Kindle Edition. |
Culture
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 437). Business And Economics. Kindle Edition. |
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do many things at once, are subject to interruptions, are committed to human relationships, change plans often, and base promptness on the relationship.
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 439). Business And Economics. Kindle Edition. |
polychronic time cultures
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 439). Business And Economics. Kindle Edition. |
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cultures do one thing at a time, take time
commitments seriously, adhere to plans, follow rules of privacy and show respect for private property, and emphasize promptness. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 439). Business And Economics. Kindle Edition. |
monochronic cultures
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 439). Business And Economics. Kindle Edition. |
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flows from individuals in higher levels of the hierarchy to
those in lower levels. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 439). Business And Economics. Kindle Edition. |
Downward communication
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 439). Business And Economics. Kindle Edition. |
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Communication flowing
from lower to higher levels in an organization; includes suggestion boxes, group meetings, and grievance procedures. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 440). Business And Economics. Kindle Edition. |
upward
communication Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 440). Business And Economics. Kindle Edition. |
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Communication that
flows across functions in an organization; necessary for coordinating and integrating diverse organizational functions. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 440). Business And Economics. Kindle Edition. |
horizontal
communication Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 440). Business And Economics. Kindle Edition. |
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probably the least used channel of communication in
organizations, is important in situations where members cannot communicate effectively through other channels. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 441). Business And Economics. Kindle Edition. |
Diagonal communication
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 441). Business And Economics. Kindle Edition. |
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an unverified belief that
is in general circulation inside the organization or in the organization’s external environment 67 Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 446). Business And Economics. Kindle Edition. |
rumor
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A rumor has three components:
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 446). Business And Economics. Kindle Edition. |
the target is the object of the rumor;
the allegation is the rumor’s point about the target; and the sourceis the original communicator of the rumor. |
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These express the wishes and hopes of those who
circulate rumors. These are the most positive rumors, helping to stimulate the creativity of others. Often solutions to work problems are a result of employees verbally expressing desire for change. These improvements sometimes increase efficiency for certain departments within the organization. Even though the tone is positive, they still represent employee concerns. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 446). Business And Economics. Kindle Edition. |
Pipe dreams or wish fulfillment
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 446). Business And Economics. Kindle Edition. |
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This type of rumor comes from employees’ fears and anxieties,
causing general uneasiness among employees, such as during budget crunches. In this case, employees verbally express their fears to others. These rumors are sometimes damaging (such as a rumor about possible layoffs) and need a formal rebuttal from management. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 446). Business And Economics. Kindle Edition. |
The Bogie rumor
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 446). Business And Economics. Kindle Edition. |
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This is the most aggressive and damaging type of rumor. It divides
groups and destroys loyalties. These rumors are motivated by aggression or even hatred. They are divisive and negative rumors. They tend to be demeaning to a company or individual and can cause damage to the reputation of others. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 446). Business And Economics. Kindle Edition. |
Wedge drivers
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 446). Business And Economics. Kindle Edition. |
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These are anticipatory rumors. They occur after employees have
been waiting a long time for an announcement. There may be just one final thing necessary to complete the puzzle and this, in effect, enhances the ambiguity of the situation. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 446). Business And Economics. Kindle Edition. |
Home-stretchers
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 446). Business And Economics. Kindle Edition. |
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how an individual prefers to relate to others
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 447). Business And Economics. Kindle Edition. |
Interpersonal style
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 447). Business And Economics. Kindle Edition. |
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The region most conducive to effective interpersonal relationships
and communication Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 447). Business And Economics. Kindle Edition. |
The arena .
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 447). Business And Economics. Kindle Edition. |
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When relevant information is known to others but not to the self,
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 447). Business And Economics. Kindle Edition. |
The blind spot
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 447). Business And Economics. Kindle Edition. |
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When information is known to the self but unknown to others, a person
(self) may resort to superficial communications Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 447). Business And Economics. Kindle Edition. |
The facade .
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 447). Business And Economics. Kindle Edition. |
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The unknown
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 448). Business And Economics. Kindle Edition. |
This region constitutes that portion of the relationship where relevant information is known by neither the self nor other parties.
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 448). Business And Economics. Kindle Edition. |
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Increasing the arena area by reducing the facade area requires that the individual be open and honest in sharing information with others. The process that the self
uses to increase the information known to others Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 448). Business And Economics. Kindle Edition. |
Exposure .
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 448). Business And Economics. Kindle Edition. |
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Managers who are
autocratic leaders, typically aloof and cold; often poor interpersonal communicators. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 448). Business And Economics. Kindle Edition. |
Type A
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 448). Business And Economics. Kindle Edition. |
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Managers who seek
good relationships with subordinates but are unable to openly express feelings; often ineffective interpersonal communicators. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 449). Business And Economics. Kindle Edition. |
Type B
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 449). Business And Economics. Kindle Edition. |
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Managers interested
only in their own ideas, not ideas and opinions of others; usually not effective communicators. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 449). Business And Economics. Kindle Edition. |
Type C
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 449). Business And Economics. Kindle Edition. |
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Managers who feel
free to express feelings to others and to have others express feelings; most effective interpersonal communicators. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 449). Business And Economics. Kindle Edition. |
Type D
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 449). Business And Economics. Kindle Edition. |
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a common occurrence in upward communication in organizations, refers to the
manipulation of information so that the receiver perceives it as positive. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 450). Business And Economics. Kindle Edition. |
filtering
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a failure of the formally prescribed communication system that often results from time pressures.
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 451). Business And Economics. Kindle Edition. |
Short-circuiting
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 451). Business And Economics. Kindle Edition. |
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In this form of selective perception, the individual tends to block out new information,
especially if it conflicts with existing beliefs. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 451). Business And Economics. Kindle Edition. |
Selective Listening
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 451). Business And Economics. Kindle Edition. |
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This basically involves
assigning an overall worth to a message prior to receiving the entire communication. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 452). Business And Economics. Kindle Edition. |
Value Judgments
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 452). Business And Economics. Kindle Edition. |
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the trust, confidence, and faith that the receiver has in the words and
actions of the communicator. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 452). Business And Economics. Kindle Edition. |
Source Credibility
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 452). Business And Economics. Kindle Edition. |
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Different individuals can interpret the same communication differently, depending on previous
experiences that result in variations in the encoding and decoding processes. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 452). Business And Economics. Kindle Edition. |
Frame of Reference
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 452). Business And Economics. Kindle Edition. |
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defined
as an individual’s use of space when interpersonally communicating with others. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 453). Business And Economics. Kindle Edition. |
Proxemic Behavior
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 453). Business And Economics. Kindle Edition. |
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only significant deviations from policies and procedures should be brought to the
attention of superiors. Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 455). Business And Economics. Kindle Edition. |
exception principle
Gibson, James (2011-03-25). Organizations: Behavior, Structure, Processes (Page 455). Business And Economics. Kindle Edition. |
