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28 Cards in this Set

  • Front
  • Back
  • 3rd side (hint)

Ch. 1 Top qualities in an employee

Communication skills, strong work ethic, teamwork skills

Table 1-1

Ch. 1 Communication

The process of creating meaning through symbolic interaction.

Memorize this OR ELSE

Ch. 1 Communication model components

Communicator, receiver, message, decoding/encoding process, channel, noise

Draw it out to help remember (fig 1-1)

Ch. 1 Methods of communication

Verbal, nonverbal, downward, upward, horizontal (last three specific to networks)

How and to whom

Ch. 1 Medium (i.e. channels, methods)

Face to face, telephone, instant message/texting, letter, email, twitter

Think of as many ways as possible you could encode a message

Ch. 1 Types of media

Social media, radio, television, blog, twitter

Ways to disperse information

Ch. 1 Communication networks

Patterns of contact created by the flow of messages among participants. There are formal and informal networks; formal networks are generally found in the workplace.


Upward/downward/horizontal communication are used to navigate these networks and hinder or expedite the flow of information be it sensitive or pertinent.

Think of your boss, coworkers, or employees.

Ch. 1 Characteristics of communication

Speed (synchronous, asynchronous), control (of content), richness, effectiveness

Remember the classification of different channels for different tasks

Ch. 2 Diplomacy for dummies

Don't condescend, create dialogue, adapt behavior, avoid ethnocentrism, become culturally literate

Ch. 2 Cultures and communication

View cultural diversity as an opportunity, develop constructive attitudes

Ch. 2 Organizational culture

"A relatively stable, shared set of rules (within a culture/workplace/whateva) about how to behave and set of values about what is important."

How to act 101

Ch. 2 Co-culture

"Groups that have a clear identity within the majority culture." Minority culture.

Hipsters, goths, jocks, audiophiles

Ch. 3 Active listening

The act of definitively passing attention to what a speaker is saying. Inclusion of paraphrasing or asking pertinent questions.

What makes Dr Phil a good or bad listener; how is he active/passive?

Ch. 3 Listening styles

People oriented: keen to relational message; respond to emotions/ethos and are sensitive to others' moods.


Action oriented: concerned with task at hand; interested in clear and concise messages, minimize emotional or relational content.


Content oriented: evaluation of the message; care about details and qualitative ideas and information.


Time oriented: listeners most concerned with efficiency; time is usually not on their side and they try hard to conserve it.

P.A.C.T.

Ch. 3 Barriers to listening

Hearing problems, mental wanderlust, physical distractions, problems with the channel of comm., message overload.



(Attitudinal barriers: preoccupation, egocentrism, fear of appearing ignorant, assuming effective comm. is the sender's job, assuming listening is passive, assuming talking is better than listening)

What prevents the message from fully getting across

Ch. 4 Feminine speech

Also known as rapport talk.


Speech used to clarify emotions and relationships. Tentative in nature meaning it is often found to be hesitant or sounding unsure.

Think of the definition for rapport

Ch. 4 Masculine speech

Also called report talk.


A style of speech characterized by facts and knowledge, shows typical male behavior such as assertiveness and independence. Also known as instrumental language (serves a purpose).

Think of the what you would find in a business report

Ch. 4 Things to avoid

Equivocal terms (two different, and common, definitions for a word), high-level abstractions, slang, jargon, ambiguous language*, biased language, and trigger words.

(*) while some of these are acceptable in certain situations it is only supposed to be considered on a case by case basis

Ch. 4 Nonverbal communication

Messages expressed by means other than using language.

Ch. 4 Types of nonverbal communication

Paralanguage (characteristics of voice), appearance, facial expressions, eye movement/behavior, posture, movement, personal space, physical environment (location chosen for communication), and time spent.

Ch. 4 Sexual harassment

Encapsulates quid pro quo (exchange of one thing for another), and hostile work environment (non/verbal behavior that intends to interfere with someone's work).

Ch. 5 Constructive feedback

Also known as constructive criticism. A technique of speech to help others learn about themselves and their work from another perspective.

Ch. 5 Compromise

A mediation technique in which both parties make agreements to make it a fair decision for both parties.

Ch. 5 Negotiation

While similar to a compromise, negotiations are used prior to discussions or confrontations and often don't have sacrifices. For example instead of a sacrifice negotiations might go as such "OK we'll let you have X if you let us have Y."

Win-wins, lose-loses, win-loses; pretty self explanatory outcomes

Ch. 6 Interview structure

Highly structured: standard list of questions, good for market research and surveys but often doesn't allow for follow up questions.


Moderately structured: prepared list of topics and plans to probe further areas of unforseen discussion.


Non-structured: topical agenda with no formal questions, works best to maintain the flow of conversation.

Ch. 6 Open questions

Questions that offer a wider range of responses, these have varying levels of openness.

Ch. 6 Factual vs opinion questions

Factuals ask about the hard facts on given topic while opinionated questions ask for the interviewee's judgement and feelings on the topic.

Ch. 6 Direct and indirect questions

Direct questions attempt to achieve a specific answer to a query, while indirect questions are posed to get more information without specifically prying for it.

"What makes a question direct?" vs "Some say indirect questions have a wide array of possible answers. How would you describe them?" This is a weak example but the concept is there.