Cmst 204- Test 1

Front 1

what features does leadership share with human communication

Back 1

-leaders use symbols to create reality
-leaders communicate about the past, present, and future
-leaders make conscious use of symbols to reach their goals

Front 2

what are the important steps in developing a co-leaderhship culture

Back 2

-celebrate the enterprise not the celebrity
-togetherness through teamwork
-cultivate equalitariasm
-nurture trust, communicate hope
-solicit dissent
-put allegiance in group values

Front 3

democratic style of leadership

Back 3

-supportive communication style that faciliates interactions between leaders and followers
-good effects: lower turnover rate and increased follower satisfaction
-drawbacks: time consuming to find out the entire organizations views, difficult in large groups

Front 4

traits of successful leaders

Back 4

-interpersonal factors: allows leaders to communicate thier message and build strong relationships with coworkers and followers
-cognitive factors: more intelligent leaders who tend to have stronger leadership skills
-personality factors: such as emotional stability or trusting

Front 5

what is autopoesis

Back 5

the process describing each element in a system simultaneously combining with maintenance of itself with the maintenance of the other elements of the system

Front 6

explain the significance of the "gang plank"

Back 6

also known as Fayol's bridge. The idea of horizontal communication between peers without regards to scalar chain

Front 7

what are the components of the human communication process

Back 7

-source/receiver
-encoding/decoding
-message
-channel
-competence
-noise
-field of experience
-communication context
-effect

Front 8

explain the functional approach to organizational communication

Back 8

the functional approach helps us understand organizational communication by describing what messages do and how they move through organizations

Front 9

what takes place during the encounter socialization process

Back 9

it includes early organizational experiences that reduce uncertainty about all aspects of organizational life (examples include training and supervising)

Front 10

what are three sets of skill and values that are outlined in Robert Kelly's discussion of exemplary followship

Back 10

-add value to the organization by helping it reach its objectives
-"weave a web of relationships" through joining teams, building bridges to others throughout the organization and working as partners with leaders
-cultivate a courageous conscience by making the right ethical judgments and then following through on those choices

Front 11

what organizational motivation theory is the path-goal theory based on

Back 11

expectancy theory: claims that followers are more motivated to be productive when they believe that successful task completion will provide a path to a valuable goal

Front 12

explain joan woodward's contingency theory

Back 12

an approach that rejects the "one best way" to organize in favor of the view that no specific set of prescriptions is appropriate for all organizations. As such, organizations must adapt to changing circumstances and the needs of individuals and the environment in which the organization operates

Front 13

what is the transactional model of communication

Back 13

source/receiver -> source receiver: the two entities adapt continuously to one another’s responses thus blurring the lines between who is actually the source and who is the receiver

Front 14

who are the six people who share interpretations and understanding in the communication process

Back 14

-who you think you are
-who you think the other person is
-who you thinks the other person thinks you are
-who the other person thinks he is
-who the other person thinks you are
-who the other person thinks you think he is

Front 15

defininition of leadership

Back 15

human (symbolic) communication which modifies the attitudes and behaviors of others in order to meet shared group's goals and needs

Front 16

managers vs. leaders

Back 16

-"managers are people who do things right and leaders are those who do the right thing"
-managers are more concerned with the status quo and efficiency and leaders are more concerned with the ultimate direction of the group
-three main differences
1. creating an agenda
2. developing a human network for achieving the agenda
3. executing the agenda

Front 17

7 types of bad leaders

Back 17

-incompetent
-rigid
-intemperate
-callous
-corrupt
-insular
-evil

Front 18

8 categories of stories that leaders can use to assist in achieving their goals

Back 18

-sparking action:how successful change was implemented in the past
-communicating who you are:build trust through identity
-communicating the brand: image to customers
-transmitting values: tells audience how things are done around here
-fostering collaboration: illustrate common goals to get people to work together
-taming the grapevine: separate rumor and reality
-sharing knowledge
-leading people into the future

Front 19

resonance

Back 19

creating a positive emotional climate brings out the best in leaders and followers alike

Front 20

5 skills to strike a balance between logic and emotion

Back 20

1. perception and expression of emotion
2. attending to the emotions of others
3. emotional facilitation of thinking
4. understanding and analyzing emotional information and employing emotional knowledge
5. regulation of emotion

Front 21

the dramatic elements that leaders make up the use of

Back 21

-framing: interpreting the meaning of events
-scripting: directions or guidelines for behavior
-staging: make the setting suit of the performance
-performing:
1. exemplification: living out desired values and behaviors
2.promotion: the communication of favorable info
3. facework: communication designed to protect or repair damage done to personal or collective images
-integratiation: making one appear more attractive with complements and praise

Front 22

elements that make up desired mask of command in military figures

Back 22

-kinship
-public speaking
-sanction (reward/punish)
-action (accomplishments)
-example

Front 23

authoritarian leaders

Back 23

directly regulate policy, procedures and behavior, emphasis on role distinction creates distance between themselves and followers
-effects: there is more productivity when the leader is present, better accepted in larger groups, and increased performance on simple tasks and vice versa

Front 24

laissez-faire leadership

Back 24

-some refer to it as non leadership or leave them alone policy
-supports abdication of responsibility
-followers have high degree of autonomy
-the effect depends on whether the leader is quitting or allowing for greater autonomy amongst followers

Front 25

defininition of leadership

Back 25

human (symbolic) communication which modifies the attitudes and behaviors of others in order to meet shared group's goals and needs

Front 26

managers vs. leaders

Back 26

-"managers are people who do things right and leaders are those who do the right thing"
-managers are more concerned with the status quo and efficiency and leaders are more concerned with the ultimate direction of the group
-three main differences
1. creating an agenda
2. developing a human network for achieving the agenda
3. executing the agenda

Front 27

7 types of bad leaders

Back 27

-incompetent
-rigid
-intemperate
-callous
-corrupt
-insular
-evil

Front 28

8 categories of stories that leaders can use to assist in achieving their goals

Back 28

-sparking action:how successful change was implemented in the past
-communicating who you are:build trust through identity
-communicating the brand: image to customers
-transmitting values: tells audience how things are done around here
-fostering collaboration: illustrate common goals to get people to work together
-taming the grapevine: separate rumor and reality
-sharing knowledge
-leading people into the future

Front 29

resonance

Back 29

creating a positive emotional climate brings out the best in leaders and followers alike

Front 30

5 skills to strike a balance between logic and emotion

Back 30

1. perception and expression of emotion
2. attending to the emotions of others
3. emotional facilitation of thinking
4. understanding and analyzing emotional information and employing emotional knowledge
5. regulation of emotion

Front 31

the dramatic elements that leaders make up the use of

Back 31

-framing: interpreting the meaning of events
-scripting: directions or guidelines for behavior
-staging: make the setting suit of the performance
-performing:
1. exemplification: living out desired values and behaviors
2.promotion: the communication of favorable info
3. facework: communication designed to protect or repair damage done to personal or collective images
-integratiation: making one appear more attractive with complements and praise

Front 32

elements that make up desired mask of command in military figures

Back 32

-kinship
-public speaking
-sanction (reward/punish)
-action (accomplishments)
-example

Front 33

authoritarian leaders

Back 33

directly regulate policy, procedures and behavior, emphasis on role distinction creates distance between themselves and followers
-effects: there is more productivity when the leader is present, better accepted in larger groups, and increased performance on simple tasks and vice versa

Front 34

laissez-faire leadership

Back 34

-some refer to it as non leadership or leave them alone policy
-supports abdication of responsibility
-followers have high degree of autonomy
-the effect depends on whether the leader is quitting or allowing for greater autonomy amongst followers

Front 35

6 generalizations of the different forms of leadership

Back 35

1. laissez faire and democratic are not the same
2. groups with authoritarian are most efficient but democratic leaders also have high efficiency
3. groups with authoritarian leadership experience more hostility and aggression then grousp with the other two
4. authoritatian groups may have below the surface discontent
5. followers are more dependant with authoritarian leaders
6. followers are more committed and cohesive with democratic leaders

Front 36

task oriented communication

Back 36

referred to as production oriented, initiating structure, theory X management, concern for production

Front 37

interpersonal-oriented communication

Back 37

referred to as employee oriented, consideration, theory Y management, concern for people

Front 38

michigan leadership study

Back 38

-study proves two leadership styles could be attained simultaneously...
-production oriented leadership: communication that emphasizes technical prodcedures
-planning and organization & employee oriented leadership: communication that focuses interest in motivating and training followers

Front 39

ohio state leadership study

Back 39

it determined two separate dimensions of leadership with the use of Leadership Behavior Description Questionnaire
1. consideration: similar to the interpersonal approach and has more follower satisfaction
2. initiating structure: deals with task oriented behavior and assignment of tasks

Front 40

mcgregors theory x and y

Back 40

-theory x: believe that people inherently dislike work thus an authoritarian figure is needed and -theory y: integrate organization and individual goals so direct supervision is deemed unnecessary
--criticized as too simple

Front 41

blake and mccanse's leadership grid

Back 41

defines 5 leadership styles and says that leaders usually adapt one of these styles (named their dominant style)
1. impoverished management: low concern for tasks or relationships
2. authority compliance: high on tasks, low on relationships
3. middle of the road: mutual concern for tasks and people leading to compromise and mediocre results
4. country club management: more concern with relationships then tasks and seeks friendly environment
5. team management: high concern for production and people, highest results achieved

Front 42

5 types of followers

Back 42

1. alientated followers: feel unappreciated and therefore do not serve organizations well
2. conformists: committed with little thought of their own
3. pragmatists: moderately dependent
4. passive followers: reliance on leaders meet minimum expectations
5. exemplary followers: source of innovation

Front 43

methods of intrapersonal communication that will make better leaders

Back 43

1. develop knowledge and experience base
2. acknowledge the power of categorization
3. know your audience
4. perfomance counts
5. be flexible (feedback)
6. focus on the 'we' and not 'me'

Front 44

5 personality factors that are important in leaders

Back 44

1. neuroticism: emotional stability
2. extraversion: sociability
3. openness to experience: creative and curious
4. agreeableness: trusting nuturing
5. conscientiousness: organized & dependable

Front 45

6 contextual factors that determine success of business venture

Back 45

-govt intervention
-global affairs
-demography
-social mores
-technology
-labor relations

Front 46

ways to boost contextual intelligence

Back 46

1. appreciation of history
2. keep up on current trends
3. break of of current ways of thinking
4. systematically envision the future through strategic planning
5. make development of contextual intelligence ongoing

Front 47

how to have exemplary followers flourish

Back 47

-avoid destructive criticism
-leaders must apply good training and access to relevant information
-make the followers feel needed
-managers must be good at managing change
-leaders must maintain an open ear and be fair in the division of resources

Front 48

three concepts in understanding information processing perspectives**

Back 48

1. the building blocks of knowledge are symbols and categories of symbols
2. these blocks form interconnected networks called schemas
3. schemas must be activated in order to influence perceptions, attitudes, and behavior

Front 49

functional approach to leadership

Back 49

looks at the communicative behavior of leaders and suggests that thier ability to communicate determines leadership

Front 50

the task related roles of functional leadership for completion of tasks

Back 50

-initiator: defines the problem, establishes plan, proposes solutions
-information seeker: solicits ideas, asks questions, evaluates
-information giver: presents facts
-elaborator: provides examples to clarify
-orienter/coordinator: looks for relationships among ideas, focuses group on issues
-energizer: stimulates excellence
-

Front 51

the group building roles of functional leadership

Back 51

-encourager
-harmonizer
-gatekeeper
-standard setter

Front 52

the individual roles in functional leadership

Back 52

-aggressor
-blocker
-recognition seeker
-player
-dominator

Front 53

Vertical Dyad Linkage Model

Back 53

leaders treat individual followers differently in two ways
-in group: play the role of the assistant or advisor, reciprocal, followers are granted more responsibility and influence
-out group: remaining members, low levels of trust and support, must meet formal role expectations

Front 54

leader-member exchange theory

Back 54

focuses on the quality of the relationship between the individual follower and leader rather then categorizing the relationship, leader-followers interactions are either stranger, acquaintanceship, partnership

Front 55

social contract

Back 55

mutual loyalty and support between employees

Front 56

information society

Back 56

environment in which more jobs create, process, or distribute information then directly produce goods

Front 57

conceptual age

Back 57

environment in which inventive, empathic, big picture capabilities are required for the most fulfilling jobs

Front 58

nature of innovation

Back 58

participation in the creation of new products and processes is not longer limited to superpowers

Front 59

organizational excellence

Back 59

ability of people to work together and utilize technology for the creative solving of increasingly complex problems

Front 60

communication competency

Back 60

composed of knowledge: ability to understand the organizational communication environment, sensitivity: the ability to sense accurately organizational meanigns and feeligns, skills: ability to analyze organizational situations accurately, and values: the importance of taking personality responsibility for effective communication

Front 61

3 elements competency arises out of

Back 61

-theory
-practice
-analysis

Front 62

4 systems competency arises out of

Back 62

-microsystems
-mesosystems
-macrosystems
-exosystem

Front 63

shared realities

Back 63

meanings resulting from the communication process or attempts to have others understand our world as we do; between two people: interpersonal communication, between several: group, between channels: media, between organizations: organizational

Front 64

Katherine Miller's 5 features of all organizations

Back 64

-social collectivity
-goals
-coordinating activity
-structure
-environmental embeddedness

Front 65

organizational communication systems

Back 65

a number of related units and processes that operate together within the organization and with its environment to create shape and events

Front 66

communication input

Back 66

the information in the external environment that may influence the decision making of the org

Front 67

communication throughput

Back 67

the transforming and changing of input information for internal organizational use and transmission of internal information

Front 68

communication output

Back 68

messages to the external environment from within the organization

Front 69

open systems

Back 69

organizations that continually take in new information, transform that information, and give information back

Front 70

closed systems

Back 70

organization that lack input communication, making it difficult to make good decisions and stay current with the needs of the environment

Front 71

equifinality

Back 71

potential for the use of a variety of approaches to reach system goals

Front 72

message functions and the 3 broad categories of them

Back 72

how communication contributes to the organization
-organizing functions (rules and regulations)
-relationship functions (roles and goals)
-change functions (what they do and how)

Front 73

message structure

Back 73

movement of organizing relationship, and change messages throughout the organization and between the organization and its external environment

Front 74

message directions

Back 74

-downward: person of authority to subordinate
-upwards: lower levels up
-horizontal: laterally across organizations among people of same level

Front 75

the meaning center approach

Back 75

discovers how organizational reality is generated through human interactions; describes organizational communication as the process for generating shared realities

Front 76

socialization

Back 76

active organizational attempts to help members learn behaviors, norms and values
-anticipatory
-encounter
-metamorphosis

Front 77

types of communcation rules

Back 77

-thematic rules reflect the values and beliefs of the organization
-tactical rules relate to more general themes

Front 78

structurization

Back 78

production and reproduction of social systems via the application of generative rules and resources in interaction

Front 79

culture

Back 79

unique sense of the place that organizations generate through ways of doing and ways of communicating about the organization (CLIMATE is the REACTION to this culture)

Front 80

other emerging perspectives

Back 80

-constitutive process: seen as meaning development and social production of perceptions
-postmodernism: theoretical perspectives representing an alienation from the past
-deconstruction: the use of myths to explain things involving socially constructed meanings
-feminist theory: marginalization and domination of women in the workplace
-institutions approach: groups prominent organizations that are similar

Front 81

hegemony

Back 81

process of control based on a dominant group leading others to believe that their subordination is in the norm

Front 82

four major schools of organizational thought

Back 82

-scientific managment perspective: emphasizes design, worker efficiency, chains of command and division of labor
-human behavior: emphasizes individuals and thier behavior and their influence on the organization
-integrated perspectives: explains how people, technology, and environments integrate to influence goal directed behavior
-post modern perspectives: focus on power and domination and on challenges to hierarchy and control

Front 83

4 essential elements of foundation of scientific management

Back 83

-careful selection of workers
-inducing and training workers by scientific methods
-equal division of work between management and workers
-sci method for tasks and jobs

Front 84

time and motion study

Back 84

technique for determining the efficiency of production through work observation and time measurements

Front 85

fayol's 5 basic activities of management

Back 85

planning, organizing, commanding, coordinating, controlling

Front 86

weber's 3 types of authority

Back 86

-charismatic authority: specific characteristics of the person
-traditional: associated with customs or society
-bureaucratic: formalized rules

Front 87

participative management

Back 87

Likert’s theory of employee-centered management based on effectively functioning groups linked together structurally throughout the organization

Front 88

decision making approach

Back 88

Simson’s concept that organizational behavior is a complex network of decisions, with decision-making processes influencing the behavior of the entire organization

Front 89

bounded rationality

Back 89

assumption that people intend to be rational but with limited information-processing capacity, human decision making is based on the selective perception and therefore exhibits “limited” rationality

Front 90

sociotechnical integration

Back 90

theoretical attempt to balance human social-psychological needs with organizational goals’ an assumption that organizational production is optimized through optimizing social and technical systems

Front 91

senge's 5 component technologies that he claims are converging to innovate learning organizations

Back 91

-system thinking: view system as a whole
-personal mastery: developing levels of proficiency
-mental models: deeply ingrained assumptions that influence our decisions
-building shared vision
-team learning

Front 92

cultural approaches and themes

Back 92

how organizational members interpret the world around them together
-Bias for action
-Close to the customer
-Autonomy and entrepreneurship
-Productivity through people
-Hands on value driven
-Stick to the knitting
-Simple form, lean staff
-Simultaneous loose-tight properties

Front 93

Fragmentation Perspective

Back 93

suggests strong culture and subculture views do not explain the nature of change for most organizations and individuals