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55 Cards in this Set
- Front
- Back
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Communication |
Transference and understanding of meaning |
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Communication Functions |
-Control member behavior -Foster motivation for what is to be done - Provide a release for emotional expression - Provide information needed to make decisions |
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Communication Process |
Steps between a source and a receiver that result in the transference and understanding of meaning |
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Formal Communication Channel |
Established by the organization and transmit messages that are related to the professional activities of members |
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Informal Channels |
Used to transmit personal or social messages in the organization. These channels are spontaneous and emerge as a response to individual choices |
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Leadership |
Ability to influence people toward the achievement of organizational goals |
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Leadership vs Management |
Dealing with change versus dealing with complexity |
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Transformational Leaders |
Inspire followers to transcend their self-interests for the good of the organization |
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Power |
Capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes |
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Dependency |
B's relationship to A when A possesses something that B requires |
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Formal Power |
Established by an individual's position in an organization |
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Bases of FormalPower |
-Coercive power -Reward power -Legitimate Power |
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Personal Power |
Power that comes from an individual's unique characteristics |
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Bases of Personal Power |
-Expert power -Referent power |
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Power Tactics |
Ways in which individuals translate power bases into specific actions |
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9 Influence Tactics |
-Legitimacy -Rational persuasion -Inspirational appeals -Consultation -Exchange -Personal appeals -Ingratiation -Pressure -Coalitions |
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Sexual Harassment |
Any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment. Isn't about sex- it is about abusing an unequal power relationship |
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Political Behavior |
Activities that are not required as part of one's formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization |
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Impression Management |
Process by which individuals attempt to control the impression others form of them |
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IM Effectiveness Job Interview |
-IM does work and most people use it -Self-promotion techniques are important -Ingratiation is of secondary importance |
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IM Effectiveness Performance Evaluations |
-Ingratiation is positively related to ratings -Self-promotion tends to backfire |
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Conflict |
Process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about |
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Traditional View of Conflict |
Belieft that all conflict is harmful and must be avoided |
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Human Relations View of Conflict |
Belief that conflict is a natural and inevitable outcome in any group |
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Interactionist View of Conflict |
Belieft that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively |
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Functional Conflict |
Conflict that supports the goals of the group and improves its performance |
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Dysfunctional Conflict |
Conflict that hinders group performance |
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Task Conflict |
-Conflicts over content and goals of the work -Low-to-moderate levels of this type are functional |
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Relationship Conflict |
-Conflict based on interpersonal relationships -Almost always dysfuctional
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Process Conflict |
-Conflict over how work gets done -Low levels of this type are functional |
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Negotiation (Bargaining) |
A process in which two ore more parties exchange goods or services and attempt to agree on the exchange rate for them |
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Distributive Bargaining |
Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation |
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Integrative Bargaining |
Negotiation that seeks one ore more settlements that can create a win-win situation |
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Hersey and Blanchard Situational Theory |
Key element is follower readiness (willingness and ability) |
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Fiedler's Contingency Theory |
-Leader is employee centered OR job centered -Must match leader and situation |
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Evans and House Path Goal Theory |
-Manager's job is to provide follower with what they need -Adopt the style based on aspects of the employee and the circumstances |
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Vroom & Yetton Leader Participation Model |
Decision tree leading to 5 leadership styles using 12 contingency variables |
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LMX (Leader-Member Exchange) |
Managers have in-groups (close people with strong relationship) and out-groups |
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Ohio State theory of Leadership |
Consideration & Initiating structure |
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Michigan |
Employee centered leaders & job centered leaders |
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Oral Communication |
-Speed & feedback -Diminished accuracy if message is conveyed through several people (distortion of message) |
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Written Communication |
-Tangible and verifiable -Time consuming, lack of built-in feedback mechanism |
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Nonverbal Communication |
-Supports other communications and provides ovservable expression of emotions and feelings -Misperception of body language or gestures can influence receiver's interpretation of message |
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Grapevine |
Organization's informal communication network. Gives managers a feel for the morale of their organization. Also serves employees needs. |
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Filtering |
A sender's manipulation of information so that it will be seen more favorably by the receiver. Prevalent among vertical communication. |
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Selective Perception |
Interpretting what we see and calling it reality. |
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Information Overload |
When the information we have to work with exceeds our processing capacity, the result is information overload. Individual's select, ignore, pass over and forget information. |
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Emotions |
May interpret a message differently depending on how we're feeling. |
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Language |
Senders tend to assume the words and terms they use mean the same to the receiver as they do to them |
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Communication Apprehension |
Undue tension and anxiety about oral communication, written communication, or both |
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Gender Differences |
Men tend to talk to emphasize status while women talk to create connections
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Trait Theory of Leadership |
Personal qualities and characteristics that differentiate leaders from non-leaders -Drive -Leadership motivation -Honesty & integrity -Self-confidence -Cognitive ability -Knowledge of business |
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Behavioral Theories of Leadership |
What leaders do is what matters, therefore leaders can be trained. |
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Transformational Leaders |
Inspire followers to transcend their self-interests for the good of the organization |
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Media Richness Model |
Sets forth the continuum between low channel richness and high channel richness. |
