Communication 136 Final

Front 1

Leaders have a ____________

They don't keep their vision a secret

Back 1

Clear Vision

Front 2

Leaders are _____________

They keep their values and principles at all time

Back 2

Consistent

Front 3

Leaders are prepared to __________-

Back 3

Walk the talk - they can and will do what they expect of others

Front 4

Leaders are not _____________ by competence

Back 4

threatened they enjoy promoting people and are quick to give credit to those who have earned it

Front 5

Leaders enjoy developing their people into

Back 5

Leaders - not followers - they train people to take on more challenging tasks and responsibilities. They develop people's confidence

Front 6

Leader's Don't ________. They can treat confidential information professionally

Back 6

betray trust

Front 7

Leaders are concerned about getting things

Back 7

Done. They don't get embroiled in politics, gossips and back stabbing

Front 8

Leaders ______________________. They don't procrastinate, if something needs fixing, they do it right away, even if it's uncomfortable.

Back 8

Confront issues

Front 9

Leaders let people __________________

Back 9

know how they are doing. They reward and recognize performance that is above expectations and they help people identify ways of improving poor performance

Front 10

Leaders are ________. They welcome change. They don't stick to an old position simply because it is more comfortable

Back 10

Flexible

Front 11

Leaders are____________

They see change as an opportunity rather than a threat

Back 11

Innovative

Front 12

Leaders are _________--., They make mistakes. When they do so, they readily admit it

Back 12

Human

Front 13

Leaders ___________________. They see errors as a chance to improve their skills

Back 13

Reflect and learn from mistakes

Front 14

Leaders _______________ - They are prepared to take risks and encourage others to do likewise. If they fail, they trat the exercise as a learning experience

Back 14

Enjoy a challenge

Front 15

Leaders focus on the ___________. they anticipate trends and prepare for them. They develop a vision for their team and communicate it to them.

Back 15

Future

Front 16

Leaders are open __________. They domonstrate their receptiveness by supporting change

Back 16

to difference points of view

Front 17

Leaders __________________. They give closer attention to those who need it and lots of space to those who deserve it.

Back 17

Manage their people well

Front 18

Leaders who used styles that positively affected the _____--

Back 18

Climate had decidedly better financial results than those who did not

Front 19

Leadership Style: Coercive/commanding

Back 19

Demands immediate compliance

Sad face

Front 20

Leadership Style:

Authoritative

Back 20

Mobilizes people toward a vision. Defines standards but allows individual discretion and leeway.

Front 21

Leadership Style:

Affiliative

Back 21

Creates harmony and builds emotional bonds.

=)

Front 22

Leadership Style: Coaching

Back 22

Develops people for future (mentoring)

=)

Front 23

Leadership Style

Democratic

Back 23

Forges consensus through participation. Ask employees, “What do you think about…?”

=)

Front 24

Leadership Style

Pace-setter

Back 24

Sets high standards for performance and models the standards. Seems to be always “raising the bar” to overly-challenging levels.

=(

Front 25

What are the eight roles of effective managers

Back 25

Leader, Director, Contributor, Coach, Facilitator, Observer, Innovator, Organizer

Front 26

Leader

Back 26

Looks beyond the current day to day work requirements and determines where the organization needs to go

Think strategically

Form relationships beyond the organization

Front 27

Director

Back 27

Define a problem and take initiative to determine solution

Front 28

Contributor

Back 28

Keeps up own personal productivity

Front 29

Facilitaror

Back 29

Builds cohesion and teamwork

Front 30

Innovator

Back 30

involved in adapatation and change - identifying trends

Front 31

Organizer

Back 31

Plans work - following up to ensure that what is committed to is completed

Front 32

What makes an ideal working environment? includes:

Back 32

Prepared for and motivated to do what they need to do

Setting clear objectives.

Assessing employees’ skills

Knowing each individual's motivations and drives

Delegating effectively

Providing feedback for each individual

Communicating clearly and sensitively

Front 33

Managing in a learning Organization

Back 33

Creates Ownership of the tasks

Trust employees to manage themselves

Let employees do things their own way

Let Employees make mistakes

Don't feel like you need to control subordinates - don't hang around watching

Develop yourself as a role model

Make your expectations clear

Front 34

Motivating employees....

Back 34

gets results

Front 35

Key points in motivating employees

Back 35

everyone is motivated by different things

There will be a variety of motivation factors

You must focus on your own motivation

Walk the talk - act motivated - others will Emulate/Follow

You are accountable for motivation

Front 36

Motivation factors

Back 36

Achievement - must have beginning and end

Responsibility - individual must feel responsible for work

Meaning - work must be meaningful

Recognition

Front 37

Complains about meetings

Back 37

Starting late

Not having a clear purpose

No clear objective for the meeting

Disorganized

Some attendees don’t participate

Some attendees do all the talking

Longer than they need to be

No common understanding of the results

Front 38

Four steps to running effective meeting

Back 38

Planning

Announcing

Conducting

Evaluating

Front 39

What are meeting keeping roles

Back 39

Time keep, scribe, agenda cop, moderator

Front 40

Rules of the Game at meetings

Back 40

One conversation at a time

Be constructive in your criticisms

Treat all ideas with respect

Give everyone a chance to talk

No hierarchy

Front 41

Brainstorming

Back 41

Used when searching for a creative, innovative idea - faciliates creativity

Front 42

Guidelines to brainstorming

Back 42

Clearly state problem

Brain individually

Group brainstorming - record all ideas, no criticizing

Review each idea

Front 43

Delegating

Back 43

Doing everything yourself can cause burn out and missed deadlines

Front 44

6 strategies for delegating

Back 44

Select people for job

match person to task

Define project tasks and communicate them clearly

Track Progress and give feedback and help solve problems

Allow for creativity and variation in work style

Provide incentives and show appreciation

Front 45

What's in it for the delegator to delegate?

Back 45

Challenge your skills in communication, planning, decision making and problem solving

build rapport

You wont have to do it all yourself

Front 46

Well written objectives are

Back 46

Specific

Measureable

Action based

Results

Timeline

Front 47

Why does a manager need to set objectives?

Back 47

A specific target for the direct report to work towards

Front 48

Why is feedback important?

Back 48

the effective leader gives feedback to others about the nature of the task, their status, the accuracy of their information, evaluation of ideas and personal feelings.

Front 49

Feedback should be

Back 49

constructive - helps to build towards desired goal

Front 50

Give feedback ____________

Back 50

As soon as possible and make an appointment to discuss it PRIVATE. Do not beat around the bush.

Front 51

When giving feedback, make sure the associates know

Back 51

the institution's goals and standards

Front 52

When giving feedback, focus on the

Back 52

problem, not the person

Use I statements

Only deal with issues your associate can do something about, and then include them in problem solveing

Front 53

When giving feedback choose your

Back 53

words carefully and focus on solutions

Front 54

At the end of giving feedback,_______---

Back 54

summarize the discussion and arrange for a follow up

Front 55

360 degrees of feedback

Back 55

* Immediate Supervisor
* Self
* Co-Workers
* Skip-level reports
* Direct reports/Subordinates
* External customers
* Internal customers
* Vendors

Front 56

What is groupthink?

Back 56

refers to a mode of thinking that people engage in when they are deeply involved in
a cohesive in-group, when the members’ striving for unanimity overrides their motivation to
realistically appraise alternative courses of action.

Front 57

What are the symptoms of groupthink

Back 57

Illusion of invulnerability
1. belief that nothing can go wrong with the group
2. Illusion of morality
1. self righteous belief that the virtues if the group are always above reproach
3. Stereotyping
1. categorizing of others outside of the group
4. Self-censorship
1. restraint of offering counter opinions to the prevailing thought of the group
5. Illusion of unanimity
1. group agreement when private doubts and disagreements are suppressed
6. Direct pressure on dissidents
1. coercive force that obliges group members to behave and think in similar ways
7. reliance on self-appointed mind guards
1. protection of the group from contrary information from outside influences

Front 58

What are ways to prevent groupthink?

Back 58

group has a correct understanding of issues to be resolved
2. group should determine the minimal characteristics required in order for any alternative to
be acceptable
3. group should identify a relevant and realistic set of alternatives
4. group should carefully examine alternatives in relation to each previously agreed upon
characteristic
5. the group should select the alternative that is most likely to have the desired characteristics

Front 59

Emotional labor

Back 59

jobs where workers are required to show certain feelings to satisfy role
exoectations

Front 60

surface acting-

Back 60

putting on a fake expression of emotions

Front 61

deep acting

Back 61

worker imagines themselves in a setting other than actual work setting to get a
more realistic emotional displays.

Front 62

Genuine emotion

Back 62

actual emotion caused by the job (nurse feels sad for patient dying)

Front 63

Managed emotion

Back 63

expressing emotions that does not actually feel (dealing with difficult
patient

Front 64

Emotion in the workplace is a necessity to be able to

Back 64

perform tasks but must be managed
appropriately

Front 65

four generalizations about the body of work on emotional labor

Back 65

most organizations consider workers that use emotion in service of the customers, seen as a
way to increase the success and profits.
2. Emotion should be explicitly controlled through training and employee handbooks.
3. Most research considers emotional displays that are in some way not authentic
4. when workers are acting, they are aware that they are doing it for the purpose of managerial
and personal profit.

Front 66

Aspects of work relationships that create potential for intense emotion in organizations:

Back 66

1. tension between the public and private in work relationships
2. relational networks (emotions spread very fast in an organization)
3. conflicting allegiances
4. emotional rights and obligations at work (when relationship norms are disrupted creates
more intense emotions)

Front 67

emotional display rules:

Back 67

1. express emotions in a professional way
2. express emotions to improve situations
3. express emotions to the right people
4. express emotions to help individuals
5. do not manage emotions for personal benefit to the detriment of others
6. the expression of certain emotions is always inappropriate

Front 68

Stressors

Back 68

Environmental factors that are difficult for an individual to deal with
1. Causes: workload, role conflict, role ambiguity, life events, home/work conflict

Front 69

Burnout –

Back 69

Strain that results from ongoing stressors
1. Causes: emotional exhaustion, depersonalizationation, decreased personal
accomplishment

Front 70

Outcomes of burnout

Back 70

physiological, attitudinal and organizational results or burn out.
1. Causes: heart disease, high blood pressure, lower job satisfaction, less commitment, turn
over

Front 71

Coping Strategies

Back 71

Individual and Organizational Coping Strategies
1. Individual: (problem centered – delegating responsibilities, asking for work reduction)
2. Organizational: (socialization programs to enhance clarity of employee role definitions)
2. Communicative Coping: Participation in Decision Making
1. gives workers more self esteem
3. Communicative Coping: Social Support

Front 72

Three major functions of social support:

Back 72

1. Emotional support
2. Informational support
3. Instrumental support (physical or material assistance)

Front 73

common sources of social support

Back 73

1. support from supervisors
2. support from coworkers
3. support from friends and family

Front 74

approaches to emotion process

Back 74

1. Classical – working conditions often cause burn out
2. Human Relations – only emotion considered is job satisfaction
3. Human Resources – stress and burnout dealt with through participative decision making
4. Systems – emotions seen as sensemaking opportunities
5. Cultural – Expressed emotions seen as one aspect of the values and assumptions held by
organizational members
6. emotions seen as one indicator of strain in relationship between employees and owners.

Front 75

Changes in demographics of work place

Back 75

women joining the workforce in increasing numbers, workforce more ethnically and racially
diverse.

Front 76

Four relational barriers in workplace

Back 76

1. minorities experience limited access or exclusion from informal communication networks.
(restricted knowledge of what is going on in the organization.)
2. minorites and women tend to lack having a mentor in upper management
3. tokenism – women or minorites in upper management positions are usually highly visible
because of their race or gender, thus are under more pressure
4. lack of difficult or highly visible assignments for women, prevents having a crucial career
advancement.

Front 77

prejudice

Back 77

negative attitudes toward an organization member based on his/her culture
group identity

Front 78

discrimination

Back 78

observable behavior for the same reason as prejudice.

Front 79

Multicultural organizations

Back 79

moves beyond valuing diversity to institutionalizing policies that
captalize on diversity

Front 80

Six dimensions for a multicultural organization

Back 80

Acculturation

Structural integration

Informal integration

Cultural bias

organizational identification

Intergroup conflict

Front 81

Acculturation

Back 81

two groups adapt to each other and resolve cultural differences

Front 82

Structural integration

Back 82

Cultural profiles of organizational members (hiring, job placement,
job status profiles)

Front 83

Informal integration

Back 83

including minorities in activities outside normal working

Front 84

Cultural bias

Back 84

prejudice and discrimination

Front 85

organizational identification

Back 85

feelings of belonging, loyalty and commitment to the organization

Front 86

Intergroup conflict

Back 86

friction, tension, and power struggles between cultural groups

Front 87

Six arguments for opportunities through diversity

Back 87

Cost Argument
Resource-acquisition argument
Marketing argument
Creativity argument
Problem solving argument
Systems flexibility argument

Front 88

Cost Argument

Back 88

companies that handle diversity will create cost advantages over those
who do not

Front 89

Resource-acquisition argument

Back 89

companies will get reputations for hiring minorities and
women and thus will attract the competition for best personnel.

Front 90

Marketing argument

Back 90

companies with roots in a variety of cultures will help in that market

Front 91

Creativity argument

Back 91

diversity leads away from norms of the past and increases creativity

Front 92

Problem solving argument

Back 92

wider variety of perspectives leads to more critical analysis of issues

Front 93

Systems flexibility argument

Back 93

system will become more fluid, making it easier to react to environmental change

Front 94

Sexual Harassment

Back 94

not just asking for sexual favors in exchange for career advancement
1. any sexual comments that create a work environment that is hostile
2. Sexual harassment could be an expression of power, not sexuality.
3. Men see sexual joking as a way to release tension in a stressful jobs, women see it as
harassment.

Front 95

Approaches on diversity

Back 95

1. Classical – diversity discouraged because it limits the homegeneity of the work force.
2. Human relations – emphasis on meeting needs of women and minorities even if those needs
diverged from those of majority employees
3. Human resources – diversity encouraged because it increases creativity and competative
advantage.
4. Systems – diversity seen as a way to adapt to the turbulent global environment
5. Cultural – emphasis would be on the process of intersection of cultural values.
6. Critical – diverse organizations seen as arena where minorities must deal with the dominant
class

Front 96

Organizational technologies

Back 96

1. email
2. IM
3. voice mail
4. fax
5. audio/video conferencing
6. computer conferencing
7. management information systems
8. group decision support system
9. internet
10. wireless networks

Front 97

26. features that make technological communication different

Back 97

1. faster message transmission
2. allow communication among geographically dispersed participants
3. allow communication between individuals at different points in time

Front 98

rich media vs low

Back 98

rich media high in information carrying capacity, lean media low

Front 99

Information carrying capacity – how much information is given in one medium

Back 99

Criteria
1. instant feedback
2. use of multiple cues
3. use of natural language
4. personal focus on medium

Front 100

Media richness theory

Back 100

amount of ambiguity matches amount of richness

Front 101

When would you use rich media vs. low media

Back 101

1. rich media (face-to-face) used for ambiguous topics
2. lean media (flyer or memo) used for unambiguous topics

Front 102

Dual capacity model of media choice

Back 102

media have two kinds of messages
1. data-carrying capacity (same as media richness)
2. symbol-carrying capacity

Front 103

32. Symbol Carrying capacity

Back 103

1. can convey the core values and assumptions of an organization’s culture
2. message can attain the status of the symbol
1. eg. video conferencing emphasizes the importance of technological sophistication of the
meeting participants
2. eg of violation :
1. using a formal letter when a company values itself in using a “personal touch”

Front 104

flaming

Back 104

name calling, sarcasm, obscene language, emotional outbursts
1. new because it stems from computer media communication

Front 105

distributed work

Back 105

people dont need to work together in the same place

Front 106

central office

Back 106

work is accomplished by people in the same time at the same place

Front 107

telework

Back 107

work at same time in different place

Front 108

flexitime

Back 108

same place different time

Front 109

Approaches to communication technological processes

Back 109

1. Classical – technology seen as a tool to enhance efficiency
2. Human relations – seen as a tool that can free workers from mundane tasks
3. Human resources – tools that enhance effectiveness when used in combination with human
workers
4. Systems – technology links organization subsystems with the environment
5. Cultural – technology seen as a symbolic representation of organizational culture
6. Critical - technology seen as means for repressing workers through deskilling of jobs.

Front 110

Differences between domestic, multicultural, multinational, international and global organization?

Back 110

1. Domestic - organization identifies with a single country and a predominant culture
2. Multiculural – one country but recognizes needs of a culturally diverse workforce
3. Multinational - identifies with one nationality while doing business over several nations
4. International – identifies with two or more countries with distinct cultural qualities
5. Global – organization identifies with global system rather than any particular nation

Front 111

Four strategies for managing in a global marketplace

Back 111

1. Aspatial careers – corps of experts with borderless careers on longterm overseas
assignments
2. Awareness-Building Assignments – 3 to 12 month assignments in various global locations
3. SWAT teams – short term project-length assignments in worldwide locations
4. virtual solutions – allow employees in a wide variety of locations to work together on global
solutions to problems

Front 112

disposable worker

Back 112

temporary, part-time, able to enter and exit the work force at any time


1. will earn less money
2. less benefits
3. less connection to the organization
4. have potential to breathe new life into organizations