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174 Cards in this Set
- Front
- Back
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Process by which a person/ group or organization influence or transmits to another person/ group or organization
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communication
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Component of communication:
Person who in sending the info |
Sender
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Component of communication:
Sender's job to put info in some form that he/she thinks iwll be effectively perceived |
Encode
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Component of communication:
Getting from pt A to pt B; sound waves, light waves, telephone line |
Channel of communication
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Component of communication:
Person who gets communication |
Receiver
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Component of communication:
When the receiver breaks the info down to the best of their ability |
Decode
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Component of communication:
Receiver sends info back to sender like verbal/ verbal; letting sender know that they received info and it was either accepted or not accepted |
Feedback
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Component of communication:
Anything that interupts the process; i.e. sneeze... |
Noise
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Forms of communication:
Using words |
Verbal
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Forms of communication:
This is better for immediate attention and immediate feedback; very effective in terms of praise b/c praise is immediate and other people will hear praise and then model bx |
Oral
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Forms of communication:
Used if future action is desired b/c it works as a reminder |
Written
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Managers perfer _____ if the task if difficult; get feedback
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Oral
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Managers perfer _______ if the task is easy
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Written
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For advertisement, more difficult the advertisement should be in ______ from b/c feedback is not possible
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Written (people can reread the info that they do not understand)
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When advertisement is easy to understand, should be _____ form
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Oral
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Communication like body language and facial expressions
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Nonverbal
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Patterns of communication:
unit-to-unit/ group-to-group; formal patterns of interrelationships with units of analysis |
Organization structure
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Organization structure:
Information that poeple higher up need to do task; i.e. student --> teacher --> dean -->chair... |
Upward
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Organization structure:
Sender is higher on organization chart; this happends when they find directives or orders - tell them what to do |
Downward
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Organization structure:
People in same level communicate; like two differnt deans; this is the least formal |
Horizontal
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Patterens of communication:
Communication within a group |
Communication network
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Communication network
The people around the _____ communicate with the center |
Star network
moe I Bud ------Larry------curly I Lou |
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Communication network
When all the people in teh network communicate together |
All chair network
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Different criteria for communication network:
How centrilized is network; how much does info flow to one central network? |
Centrilization
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Different criteria for communication network:
Star = ____ centrilization All chair = ____ centrilization |
High
Low |
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Different criteria for communication network:
If we look at network, can we guess who the leader is? |
Leadership predictability
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Different criteria for communication network:
____ leadership in star ____ leadership in all-chain |
High
Low |
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Different criteria for communication network:
How happy is the avg group member? |
Average group member satisfaction
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Different criteria for communication network:
Star = ____ avg of satis All chain = ____ avg of satis |
Low
High |
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Different criteria for communication network:
How much does the satisfaction vary from one person to another |
Range of member satisfaction
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Range of member satisfaction:
Star = ____ range All chain = ____ range |
Star = high range (centeralized person loves it, everyone else, not so much)
All-chain = Low range, everyone loves it |
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Enhancing communication:
At the personal level |
Individual level/ stratagies
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Individual level/ stratagies:
Don't overload person with jargon |
KISS- keep it simple stupid
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Individual level/ stratagies
Need to put effort to listening |
Active listener
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Individual level/ stratagies
Don't give them a message at 4:30 on Friday |
Be care of time of message
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Individual level/ stratagies
Say it again in _____ way |
Different
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Enhancing communication:
Big picture |
Organization stratagies
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Organization stratagies
Want people to know that it is ok to talk and express tru feelings |
Favoriable organization climate
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Organization stratagies
Only talk about stuff that matters |
Screen out messages to teh ones matter
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Organization stratagies
Allow for necessary _____ |
feedback
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Shared beliefs, values, attitudes, expectations of the organization's members
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Organization culture
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Organization culture tells us how we are suppost to ____ and _____
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Feel and act
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Organization culture lends _____
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stability
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Origins of Organization culture:
People who set up organization |
Founders of organization
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Origins of Organization culture:
This is the law of effect at a Macrolevel |
Interactions with the external environment
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Origins of Organization culture:
How the workers differ; i.e. Phych teacher and Business teacher |
Characteristics of the workers
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Origins of Organization culture:
We are impacted by culture around us |
Culture of the ENTIRE culture; culture at large
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Levels of analysis 2
Learning the O.C. occurs through _____ |
Organization socialization
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Organization socialization
Stage 1: Anticipatory socialization; learning about organization culture |
Getting in
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If anticipatroy socialization doesn't happen or isn't ture will experience ____ ____
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culture shock
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Tells you good and bad things about organization so you know what you're geting into
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Realistic job previews
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Organization socialization:
Stage 2: Teaching your culture to the employee; i.e. orientation program; clearly show their culture |
Breaking in/encounter stage
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Organization socialization
stage 3: Metamorphisis; when you internalize the culture |
Settling in
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Level of analysis III:
Sometimes, the culture is enough to survive on its own; i.e. Disney, so will want to do whatever you can to amke sure that it is ____ |
Maintaing the O.C.
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Maintaing the O.C.
Hire whatever match your culture |
Hire the right people
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Maintaing the O.C.
Make sure that employees are doing it "your way" |
Train people that you've hired to fit the culture
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Maintaing the O.C.
If you can't train them, need to ____ them |
Fire
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Level of analyisi IV:
Change the O.C. if the ____ is bad: |
Culture
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Change the O.C. if culture is bad:
Hire people that ____ culture you want |
match
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Change the O.C. if culture is bad:
Need to teach "old-culture" people to be new culture |
Training
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Change the O.C. if culture is bad:
____ the one's who can't learn new culture |
Fire
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It is easier to ____ the O.C. than ____ it
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Maintain
Change |
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Pos or neg evaluation of something; people, place, things or tasks
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Attitude
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Three components of attitude:
1. (emotional) 2. (what you do) 3. (what you thought; i.e. unfair, boss showing favortism...) |
1. Affective
2. Bx 3. Cognition |
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Ability of attitudes to predict bx/ responce =
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Yes, but not as good as one might think
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Want to be as accurate as possible in ____ from attitide to bx: want good ____
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link
predictions |
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Stratagies that can be employed to make link from attitude to bx closer:
Measure ______ attitudes; i.e. organazation satisfaction isn't a good measure b/c its not a specific task |
Specific!
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Stratagies that can be employed to make link from attitude to bx closer:
Measure ____ attitudes; don't want the socially desirable responce, but an actual responce |
Real!
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Stratagies that can be employed to make link from attitude to bx closer:
We usually engage in bx before we do this; however if we do this first, then we know how we feel before we do bx |
Activiating attitude
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Act a certain way, so I feel
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Bx to attitude link
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Bx to attitude link:
What we do can lead to a change of how we feel/ what we think; example in |
Cognitive dissonance
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Cognitive dissonance or ___ and ___ not matching up leads to _____; leads to ____
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Bx and attitudes not matching up ---> unwanted tension ---> either changing bx or attitude
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In cog dis, attitude is more likely to change b/c
1. 2. |
1. attitude is easier to change
2. sometimes you can't change the bx |
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Type of cog dissonance where person changes bx or attitude b/c there wasn't justification
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Insufficient Justification = cog dissance
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Type of cog dissonance where person puts forth a lot of effort and will change attitude to convience yourself it was important
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Effort justification
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Type of cog dissonance were person will change attitude or bx after a decision has been made to match their decision
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Post-decision dissonance
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Pos or neg evaluation/attitude about the work that you do
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satisfaction in job
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Causes for job satisfaction:
1. ____ system |
Reward
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Causes for job sat; Reward system:
____ theory; states that if we feel as though what we are getting is equal to others, we will be satisfied |
Equity theory
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Causes for job sat; Reward system:
States that we will be satisfied with job if rewards are ones that we want; like valence; so, if we work toward a task just for a title, and we only get raises, we won't be satisfied |
Locke's Value Theory
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Causes for job sat
2. Job _____/______ Job ____ model |
Enrichment/enlargment
Characteristic |
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Causes for job sat
3. Attractiveness and motiveation |
Focus on the goal; energization theory
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Causes for job sat
4. ____ leadership b/c employees are able to give input |
Democratic
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Causes for job sat
5. Just giving them attention/ caring will increase attention |
Hawthorne effect/ Human relations approach
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Causes for job sat
6. People with high levels of _____ and _____locus of control |
Personality
Self-esteem Internal |
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Causes for job sat
7. Hard to be satisfied if person in charge is an idiot |
Competent supervision
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Causes for job sat
8. This will increase satisfication b/c of togetherness |
Cohesion
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Causes for job sat
9. Not having all the info go into just one person; everyone can talk to everyone |
Decentrilization
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This takes into consideration job and person
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Model of job satisfaction
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Model of job satisfaction:
Person side, some people are happy/ some people are mean; this is stating that people are happy |
Positive affect
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Model of job satisfaction
What you perceive of the job; what you do |
Objective job characteristics and circumstances
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Model of job satisfaction
Subjective side; Happy poeple feel that their job is fun |
Interpretation of job characteristics and circumstances
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If positive affect, objective job characteristics and cirucmstances and its interpretation are positive, then will have...
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Job satisfaction
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Most poeple like what they do, but when asked, most would do it differently if given the chance
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Prevelence
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Effects of satisfaction:
These are negatively correlated but magnitiude is small; good example of attitudes does predict bx, but not very well |
Increase satisfaction = decrease turnover
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Effects of satisfaction:
These are positively correlated; still small correlation |
Increase satisfaction and increase performance
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Attitude about organ; not what you do, who you do it for and how long you want to be with that organization
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Organazation commitment
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Organazation commitment:
Degree person wants to continue to work for organ b/c it would be too costly to leave; i.e. 2 years away from vesting in retirement plan |
Continuance commitment
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Organazation commitment:
They agree with the underlying values of goals/purpose of organization; like volenteer organization |
Affective commitment
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Organazation commitment:
Individual stays with organization b/c they are feeling pressure from friends |
Normative commitment
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Effects of benifits commitment:
1. ___ absentism and ___ turnover |
decrease and decrease
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Effects of benifits commitment:
2. Their company, share goals, desires |
Shared sence of purpose
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The emotional, psychological and cognitive reactions to situation in which the attainment of desired goals is threatened
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Stress
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Components of stress:
Stressed out = cranky, irritable, bad mood |
Emotional
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Components of stress:
General adaptation syndrom; helps us understand this component |
Psysiological
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Reactions to stress are _____; it doesn't matter what stressor is or who/ what you are; it is all the same
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nonspecific
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Steps in general adaptation syndrom:
Onset of teh stressor; level of arousal is high; rush of energy |
Alarm
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Steps in general adaptation syndrom:
This is done to cope with stress; high level of psychological arousal; as stress goes on and on, arousal goes down and down |
Resistance phase
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Steps in general adaptation syndrom:
If stressor contines, get fatigue or illness, be on edge, tired, burned out |
Exaustion
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Components of stress:
This is teh interpretation side of teh stressor; i.e. scared/ happy/ excited; what we are telling ourselves about teh stressor |
Cognitive component
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Causes of stress (occupational):
1. Sometimes stress is a good thing; what they do happens to be stressful |
Occupational demands
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Causes of stress (occupational):
2. Social positions with rules and sometimes, stress comes along with it |
Role difficulty
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Causes of stress (occupational) Role conflict:
Conflict b/w two compeating roles; i.e. parent and job; "one fine day" |
Inter-role conflict
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Causes of stress (occupational) Role conflict:
Conflict with one role, but role has conflicting parts |
Intra-role conflict
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Causes of stress (occupational) Role conflict:
Unsaught leadership; who I am as an ind; i.e. follow not leader |
Personality-role conflict
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Causes of stress (occupational) Role difficulty:
Happens when role is unclear; this is why first few days are stressful |
Role ambiguity
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Causes of stress (occupational)
Too many things to do in limited amount of time; not enough time to do it all |
Quanitive overload
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Causes of stress
What you have to do. Am I qualified? |
Qualitative overload
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Causes of stress
Not enough to do |
Quanitative underload
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Causes of stress
Even though work is there, not challenging enough, "busy" work |
Qualitative underload
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4. Causes of stress
Accountable for others actions, but you can't control what they do |
Responsibility for others
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5. Causes of stress
Feel stressed if you lack this |
Lack of social support
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When people are feeling anxity/ stresed, they seek _____
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social support
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Causes of stress ; Personal causes:
Bring stress to the organization, may not be the job that is making you stressed; this is because the person and the organ have a _____ relationship |
Stressful life events
Bidirectional relationship |
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Effects of stress:
1. Exaustion stage; if stressed out long enough will impact _____ |
health
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2. Cognitive and Somatic anxity
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Task performance
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This had a negative linear relationship for stress; decrease ____ stress is increase performance; increase ____ stress is decrased performance
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Cognitive
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This is an inverted U relationship; increased and decrease ____ stress = low performance, Mod ____ stress = high performance
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Somatic stress
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Individual differences:
These people hand stress better |
Optimism
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Individual differences:
This type of coping is done to reduce or eleminate the stresser |
Active coping stratigies
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Opmistic people use _____ coping stratigies
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active
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Individual differences:
Stop/gap approach; temporary approach; getting drunk, watching movie |
passive
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Assertive, aggressive and love deadlines; very stressed out; seek our high stress and interpret jobs as being stressful
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Type A personalities
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C.E.O and Top people are more likely to be type ___ b/c they live longer and they deal with innovative thinking
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Type B
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Managing stress, Individual tatics:
1. Eating healthly 2. Breath in--- breath out 3. like self-talk |
Diet and exercise
Relaxation training Cognitive restructing |
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Managing sttress; Organ tatics:
1. Not the star model 2. Horizontal and vertical 3. these keep member healthy |
1. Decentrilization
2. Job enrichment/enlargment 3. Wellness programs |
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Rather than working together, working against each other
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Conflict
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Causes of conflict Organizational:
1. Only so many good offices, so many multimedia classrooms |
Limited resources
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Causes of conflict Organizational:
2. Based on position of status |
Status discrepencies
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Causes of conflict Organizational:
3. WHo deals with problems |
Judidical disputs
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Causes of conflict Organizational:
4. Tinure, grade on a curve |
Reward system
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Causes of conflict Interpersonal:
1. These are hard to go away |
Grudges
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Causes of conflict Organizational:
2. When someone things that another person did a bx for a particular reason, then they actually did it for another reason |
Faulty attributions
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Causes of conflict Organizational:
3. Not saying things to help, but to embarress |
Destructive critism
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Causes of conflict Organizational:
4. Just don't like each other, they can't work together |
Incompatible personalities
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Causes of conflict Intra-personal:
About ___ and ___ conflicts |
You
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Positive/ functional conflicts can:
1. Things are out in the open which cause less ______ _____ |
social tentions
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Positive/ functional conflicts can:
2. System that is better than other/ old system; find a plan of attack that is better |
Innovation
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Positive/ functional conflicts can:
3. Open _____ of communication |
lines
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Positive/ functional conflicts can:
4. Provide ____ about stability |
Feedback
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Positive/ functional conflicts can:
5. Increase in gp _____ |
cohesion
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Neg (dysfunctional) conflicts:
1. Adopt and ____ style of leadership |
autocratic
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Neg (dysfunctional) conflicts:
2. _____ in communication: |
decrease
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Neg (dysfunctional) conflicts:
3. ____ levels of stress |
high
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Neg (dysfunctional) conflicts:
4. ____ attention from other more important matters |
Deverts
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Focused on those situations where conflict is occuring and we are a part of it
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Interpersonal styles of conflinct management
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Interpersonal styles of conflinct management:
Uncooperative and unassertive = |
Avoiding
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Interpersonal styles of conflinct management
Uncooperative and assertive = |
Forcing
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Interpersonal styles of conflinct management
Cooperative and unasserative |
Accommodeting
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Interpersonal styles of conflinct management
Cooperative and assertive |
Collaborating
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Concern for other =
Concern for self = |
Cooperativeness
Assertivenss |
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In the middle of Interpersonal styles of conflinct management is
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Compromisin
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Interpersonal styles of conflinct management; Do ____ when you
1. Don't care 2. Have other issues to deal with 3. Need more info 4. Maybe you need to give people time to cool down |
Avoiding
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Interpersonal styles of conflinct management; _____ should be used when
1. Topic envolves emergancy and you know procedures 2. When needing to do an unpopular decision |
Forcing
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Interpersonal styles of conflinct management; do _____ when:
1. Trying to gather markers on down the road; reciprocity 2. WHen you are wrong 3. Maintian shortterm harmoney |
Accommodating
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Interpersonal styles of conflinct management; Do _____ when there are time contrants; this is the give and take aspect
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Compromising
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Interpersonal styles of conflinct management; This is the win-win situation; this takes time; used when:
1. There isn't a time contraint 2. Equality of power is necessary |
Collaborating
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WHen you are not in fight, not your conflict, just settling or at least decreasing conflict
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Conflict mediation
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Conflict mediation:
Phase 1; Mediator's job is to get the overview/ facts and talk to people |
Briefing stage
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Conflict mediation:
Phase 2; Get parties together; established; safe boundries; group rules established |
The opening
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Conflict mediation:
Phase 3; Mediator starts with overview/ summary; then each side talks about their side of the conflict to the mediator; goal: have each party talk without being interupted |
Issue
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Conflict mediation:
Phase 4: Speak to each other and hopefully they understanding each other; they say things that the OTHER person is feeling |
Understand
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Conflict mediation:
Phase 5: Resolution as much as possible; develop a clear, mutual, working agreement; put them in writting and sing "once done, its done." |
Aggreement
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Conflict mediation:
Phase 6; Affirm all parties; leave excited; feel better off now; obtain feedback b/c you can't trust everyone; bring them back again and ask how they are doing |
CLosing
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