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39 Cards in this Set

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staircase model
vangelisti and knapp
steps to staircase model:
initiation, experimenting, intensifying, integrating, bonding, differentiating, circumscribing, stagnating, avoiding, terminating
initiation
-first contact; initial interactions, greetings, exchange names
-first impressions made
-pick up lines
experimenting
-engage in small talk, relatively unimportant information
-get to know the person
-safe questions
-auditioning a person for a relationship
intensifying
-intimacy and romance began to develop, stronger feelings for one another -share goals in life, secrets, personal things -terms of endearment "honey" -using the pronoun "we" -physical signs of love (sexual intimacy, hugging, kissing)
integrating
becoming one, challenging to separate 2 people physically and as a person -moving in together -building intimacy
bonding
-how you make your relationship public
-marriage, commitment ceremon ies, domestic partnership
differentiating
-you and your partner oticing the differences between one another -differences in beliefs, attitudes, values -recognizing we are not the asme person
-problematic if we do not treat these differences in a healthy, productie way (open comm.)
circumscribing
restrict the quantity and quality of communication, develop safe zones- don't talk about certain topis, avoid certain topics
stagnating
conflict becomes so severe, or safe zone becomes so large that there is nothing left to talk about, every topic leads to conflict, topic avoidancce, argue about everything, deamage irreparable
avoiding
physical avoidance, screening phone calls, avoiding all comm. and presence
terminating
stop thinking of each other as a unit in any way, break up
limitations of staircase model
can skip steps, couples at different stages on the model, model is very linear+ relationships tend to cyclical, not everyone will progress through the model at the same time
what is family
people who are biologically and/or psychologically related whom historical, emotional, or economic bonds connect, and who perceive themselves as part of a household
love withdrawl
use psychological control by threatening to withdraw love and attention (stonewalling, isolating, etc.)
parental intrusiveness
anxious parental overinvolvement and overprotectiveness (parent that does everything for their child)
directive declarative statements
commands relying on higher status on the parent/child familial hierarchy (ex. go to your room)
reasons why people conform
want to feel included, avoid isolation
task leadership
primary goal: get specific job, assignment done; outcome is what is important
social/relational leadership
primary goal: getting along as a group; maintain relationships among members
a leader can arise in 2 ways
assignment, emerging
two approaches to leadership
trait approach (emerging), stylistic approach (both)
trait approach of leadership
a leader is a unique person who posses some innate ability that allows him or her to assume a leadeership position in any setting
stylistic approach of leadership
suggests that anyone can be a leader if they have or employ the right style of leadership
autocratic
focuses on the task at hand, leader is making all decisions will minimal group participation
democratic
seeking group participation and acting like a mediator, leads members of the group to get to a solution
laissez faire
leader is completely hands off, he/she lets group work on its own
characteristics of effective leaders
well informed, provide direction and structure, skillful communicator, adapt leadership style as needed, able to manage complexity (negotiation)
characteristics of organizations
goal directed behaviors, coordinated actions, information sharing, decision making, human relationships
managerial grid
blake + mouton
impoverish style
(low productivity, low people) managers have low concern for people and production, use this style to avoid getting into trouble, manager is not held responsible for istakes, which results in less innovative decisions
country club style
(low productivity, high people) high concern for people and low concern for productivity, manager pays attention to needs + security of employees in hopes this will increase productivity, friendly but not necessarily productive atmosphere
produce or perish style
(high production, low people)
care about final products, no attention to people's needs, pay employees and they expect results in return, dictorial + often used in "crisis management"
middle-of-the-road style
(middle productivity, middle people) try to balance between worker's needs and company goals
team style
(high productivity, high people) high concern paid to both people and productivity, encourage teamwork and commitment between employees, relies on making employees feel they are a constructive part of company
centralized wheel comm.
few central members link communication within a group; pros: efficient for simple tasks, takes advantage of a competendt leader, central person is satisfied. cons: non central members are less satisfied, centarl person could be overloaded, limits inventiveness
pros/cons of chain
pros: may extend membership inputs to the group, reduces unnecessary participation of members cons: potential for miscommunication is high, peripheral members are less committed
decentralized network (all channel) pros/cons
pros: increased satisfaction of all members, increased inventiveness, better performance on complex tasks; cons: time consuming
what is organizational culture
an intricately designed web of associations