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28 Cards in this Set
- Front
- Back
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The process of sending and receiving symbols with attached meanings in organisations ? from one person to another ? is called:
organisational communication exchange encoding feedback |
organisational communication
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Communication is the:
interpretation of symbols sent from the sender to the receiver process by which entities exchange information and establish a common understanding process of telling someone else how one feels about something the person did or said about the situation in general process of sending and receiving symbols with attached meanings, from one person to another |
process of sending and receiving symbols with attached meanings, from one person to another
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Four functions of organisational communication are particularly important. Which of the following is NOT one of these:
sourcing information developing information expressing feelings and emotions communicating roles |
sourcing information
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Which element of the communication process encodes the intended meaning into a message?
the decision implementer the consultant the receiver the source |
the source
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In communication, noise would NOT include:
uncomfortable temperature construction work going on outside the building cultural differences the sender |
the sender
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The sources of noise include all of the following EXCEPT:
semantic problems status effects cultural differences feedback |
feedback
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Communication which occurs at minimum cost in terms of resources expended is:
effective efficient affective normal personal |
efficient
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One-way messages:
are effective are efficient are satisfying for the receiver always communicate the message accurately |
are efficient
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Effective communication occurs when:
the receiver does as the sender says the intended meaning of the source is the same as the perceived meaning of the receiver the sender is clear and articulate the receiver provides feedback to the sender |
the intended meaning of the source is the same as the perceived meaning of the receiver
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Which communication channel follows the chain of command established by the organisational hierarchy?
formal informal upward downward |
formal
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Formal communication channels:
interfere with the effectiveness of the communication attempt are planned communication connections between holders of the various positions within the organisation adhere to the organisation’s hierarchy cut across vertical chains of command |
adhere to the organisation’s hierarchy
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The firm is a network of information and communication channels. There are now three categories. Which of the following is NOT one of these?
formal channels external channels quasi-formal channels informal channels |
external channels
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According to the text, up to what percentage of time do managers spend dealing with conflict, including conflicts in which the manager is directly involved as one of the principle actors?
10 20 30 50 |
20
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The two BASIC types of conflicts are:
relationship and substance substantive and emotional interpersonal and interorganisational intrapersonal and interpersonal |
substantive and emotional
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A conflict that occurs in the form of a fundamental disagreement over ends or goals to be pursued and the means for accomplishment is known specifically as a(n) __________conflict.
relationship substantive procedural interorganisational |
substantive
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A conflict that involves interpersonal difficulties that arise over feelings of anger, mistrust, fear etc. are known specifically as a(n) __________ conflict.
relationship emotional substantive intrapersonal |
emotional
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Intrapersonal conflict occurs:
between groups in an organisation within the individual between managers and subordinates between two or more individuals |
within the individual
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Specifically, intergroup conflict occurs:
between organisations between groups in an organisation within the individual between a supervisor and one of his/her subordinates |
between groups in an organisation
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Interorganisational conflict occurs:
between two firms between groups in an organisation between formal and informal organisations only between managers and subordinates |
between two firms
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Moderate levels of conflict tend to:
have little or no effect on performance have a positive effect on performance have a negative effect on performance improve work-flow interdependency |
have a positive effect on performance
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High levels of conflict tend to:
have no effect on performance have a positive effect on performance have a negative effect on performance improve work-flow interdependency |
have a negative effect on performance
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Which indirect conflict management technique assigns a person to manage conflict between groups that are prone to conflict?
decoupling linking pins authoritative command buffering |
linking pins
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An internal organisational competition usually results in a:
win?win outcome lose?lose outcome win?lose outcome broader bargaining zone |
win?lose outcome
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Which of the following conflict management styles is highly cooperative but unassertive?
competition compromise accommodation collaboration |
accommodation
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Effective negotiation occurs when:
substance issues are resolved and action plans are implemented substance issues are resolved and relationships are maintained good decisions are made and action plans are implemented a wise decision is made |
substance issues are resolved and relationships are maintained
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Integrative negotiation usually leads to:
enlarging the pie claiming positions of pie one party dominating over the other lose?lose outcome |
enlarging the pie
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Best alternatives to negotiated agreement (BATNA) is associated with:
classic two-party negotiation attitudinal foundations of integrative agreements informational foundations of integrative agreements distributive negotiation |
informational foundations of integrative agreements
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The bargaining zone in negotiation is:
the action setting for the negotiation the range between minimum and maximum reservation points based on increasing the available resources or ‘pie’ based on making claims and staking out positions |
the range between minimum and maximum reservation points
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