Ob

Front 1

communication

Back 1

transfer and understranding of amessage between two or more people. Problem occurs when something disrupts the flow during commnication process model

Front 2

encoding

Back 2

converting a message to symbolic form

Front 3

decoding

Back 3

interpreting a sender's message. affected by skills, attitudes, knowledge socio-cultural system

Front 4

message

Back 4

what is communicated

Front 5

channel

Back 5

medium thru which message travels. Ex. voicemail, email, meetings. channel can distort message

Front 6

communication apprehension

Back 6

undue tension about oral communication, written communication or both (rely on memos, lettters, emails to convey message)

Front 7

channel richness

Back 7

amt of info that can be transmitted during a communication episode. (Ex. face to face scores highest whereas bulletins and reports score lowest in richness)

Front 8

feedback loop

Back 8

final link in communication process; it puts the msg back into the system as a check against misunderstanding-- lets us know whether understanding has been achieved

Front 9

filtering

Back 9

senders manipulation of info so that it will be seen more favourably by teh receiver

Front 10

selective perception

Back 10

receivers process selectively see adn hear based on their needs, motivatoin, experience, bkgd, personal characteristics

Front 11

functional conflict

Back 11

conflict that supports the goals for the group and improves its performance

Front 12

defensiveness

Back 12

when threatened, tend to react in ways that reduce their ability to achieve mutual understanding

Front 13

info overload

Back 13

state of having more info than one can process

Front 14

communication networks

Back 14

channels by which info flows; formal or informal

Front 15

formal networks

Back 15

task related communications that follow the authority chain; typically vertical; task related

Front 16

Dual concern theory:

Back 16

considers how one's degree of cooperativeness (degree to which one tries to satisfy the other person's concerns) and assertiveness (the degre to which one tries to satsify one's own concern) determine how a conflict is handled

Front 17

informal networks

Back 17

communication that flow along social and relational lines, free to move in any direction and skip authority

Front 18

Affective conflict

Back 18

o Conflict that is emotional and aimed at a person rather than an issue

Front 19

grapevine

Back 19

orgl's most common informal network, info spreads through rumours

Front 20

dysfuctional conflit

Back 20

conflict that hinders group performance, destructive form
•

Front 21

nonverbal communication

Back 21

messages convered thru body movement, facial expressions, physcial distance btw sender adn receiver

Front 22

cognitive conflict

Back 22

o Conflict that is task oriented and related to differences in perspectives and judgments

Front 23

kinesics

Back 23

study of body motion, gestures, facial configurations, other movemetns of body

Front 24

proxemics

Back 24

study of physical space in interpersonal relationships (physical distance)

Front 25

high context cultures

Back 25

cultures that rely heavily on nonverbal and subtle situational cues inc communication (ex. chinese, korea, jap, viet, arab) what is NOT said may be more significant than what is said. LO individualison, strong social hierarchy, avoidance of confrontation

Front 26

forcing

Back 26

imposing ones will on other party WINLOSE

Front 27

low context cultures

Back 27

rely heavily on words to communicate meaning (Ex. german, swiss, northa americans, scandivina) HIGH individualism, little social hierarchy, communication is explicit and impersonal, confrontation

Front 28

porblem solving

Back 28

trying to reach an agreemtn that satisfis both one's own and other partis aspiration as much as possible WIN WIN

Front 29

conflict

Back 29

process that begins when one party perceived that another party has negatively affected somethign that the first party cares about

Front 30

arbitration

Back 30

- 3rd party to a negotiation who has the authority to dictate an agreement
• Can be voluntary (requested by parties) or compulsory (forced on the parties by law or contract)

Front 31

mediator

Back 31

neutral 3rd party who facilitates a negotiated solution by uysing resasonign, persuasion, suggestions for alternatives

Front 32

peer review

Back 32

heasr both sides and reccommend a solution

Front 33

ombudsperson

Back 33

impartial, widely resptected and trust official role
• Investigates issue confidentially and tries to arrange a solution

Front 34

concilator

Back 34

trusted 3rd partt who provides an informal communication link btw negotiator and opponent

Front 35

faciliator

Back 35

• Acquainted with both parties, suggest parties work together to resolve issue
• Informal

Front 36

negotiation

Back 36

process in which two or moe parties exchange good or services adn try to agree on exchange rate of them

Front 37

distributive bargaining

Back 37

negotiation that seeks to divide up a fixed amt of resources; a win lose solution
anchoring bias: tendency for ppl to fixate on initial info

Front 38

integrative barganing

Back 38

negotiation that seeks one or more settlements that can createa win win situation
- builds long term relationship and makes workign togrther in future easier
allows both sides to achieve victory in some sort

Front 39

bargaining zone

Back 39

zone btw each party's resistance point, assuming there is a overlap in this range-- aspirations can be met

Front 40

stress

Back 40

dynamic condition in which an individual is confronted with an opportunity, demand, or resoruce related to what the individual desires and for which the outcome is perceived to be both uncertain and important

Front 41

challenge stressors

Back 41

stressors associated with workload, pressure to complete tasks, time urgency* LESS HARMFUL than latter

Front 42

hindrance stressors

Back 42

stressors that keep you from reaching your goals (office politics, confusion over job responsibilities)

Front 43

demands

Back 43

responsibilities, pressures, obligations, uncertainties

Front 44

change agents

Back 44

ppl who act as catalysts and assume the responsibiltiies for managing change activities

Front 45

unfreezing

Back 45

Unfreezing- change efforts to overcome the pressures of both individual resistance and group conformity

unfreeze status quo thru increase driving froce and decrease restrainign force

Front 46

moving

Back 46

efforts to get employees involve din change process
moving to new state

by offer postiive incentives: salary increase or low mortgage funds

Front 47

refreezing

Back 47

stablizign change by balancign drivin force and restraing force, permenatize the new state so it is stable

Front 48

action research theory

Back 48

• Change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicate
• 5 steps
• Diagnosis, analysis, feedback, action, evaluation of action plans effectiveness

Front 49

appreciative inquirty theory•

Back 49

An approach to change that seeks to identify the unique qualities and special strengths of an orgl, which can then be build on to improve performance

- 4 D's

Front 50

innovation

Back 50

new idea applied to initiating or improving a product or service