1. Task - make others accomplish specific goals relating to performance

2. Maintenance  - address org. as whole so that tasks can be performed/provide support

3. Human Relations - promote development

Proxemics

People's personal space in communication including actual distance and perceived distance, which can be affected by a personal preference or cultural differences

Chronemics

Timing of messages

Non-verbal communication delivered through timing.

Paralanguage

Speed, pitch, articulation, and rhythm 

Ocuselics

Eye contact, a fixed stare, or shifting gaze as non-verbal communication

Kinesics

Intention or unintentional body movements that contribute to a message

Regulators

Maintain flow of conversation, such as by gesturing to someone that it is their turn to speak

Adaptors

Unconscious actions, like scratching or playing with hair, that can be interpreted as you being distracted or uninterested

Pseudolistening

Faking attention

Pretending to listen

Hearing vs Listening

Hearing - automatic process in which sound waves stimulate nerve impulses in the brain.

Listening - voluntary process that goes beyond simply reacting, and includes understanding, analyzing, evaluating, responding.

6 Style of Listening

Appreciative - used to judge aesthetic value of what is heard

Empathetic - concentrates on feelings/attitudes of speaker

Discriminative - draws inferences and evaluate reasons for msgs

Analytical - concentration is on content, includes interpreting/      analyzing msg.

Passive - receiver is not focused on msg, so it loses meaning

Negative - receiver listens to find fault and attack what's being said

Gender Role Congruency

The extent to which a person - through his/her behavior, interests, dress, and communication style - conforms to gender stereotypes

Proximity

Physical closeness in place, time order, occurence, relation.

Ex: Meeting areas, lounges, restrooms

Apathy

Lack of emotional involvement in the job

Coldness

Lack of enthusiasm for the job

Robotism

Rigid and inflexible behavior

Strong Manager-Employee Relationship

Less turn-over

Commitment

Achieved by goal setting

Future Oriented Skills

Ability to handle information

Likert's System of Management

System 1 - Authoritarian

System 2 - Controlling

Sytem 3 - Collaborative

System 4 - Nurturing

Blake and Mouton's Managerial Grid

Grid theory allows a leader to explore how two levels of concerns interact to form one of five distinct styles of relating to others in the work place. 

Vroom and Yvetton's Leader-Participation Model

People are more likely to accept decisions when they have a hand in making them.

Kuhert and Lewis's TRANSACTIONAL Leadership

Describes relationships between superiors and subordinates that are base on exchange for mutual gain; there's a transaction involved

Kuhert and Lewis's TRANSFORMATIONAL

Leadership

Focuses on reaching goals through appeals to deep-seated values among organizational members.

Situational Knowledge -

Organizational Knowledge

(From Ch6: Leadership and Management Skills)

Review - Assess - Predict - Resolve

Ethnocentrism

Belief in the superiority of one's own culture

The Cultural Communication Conflict Triangle

Organizational Conflict

Personal Cultural Perspective

Discourse from Conflict

Cohesiveness

Degree to which a group sticks together

Norms

Recurring patterns of behavior/thinking that come to be accepted in a group as "usual" way of doing things

Conformity

Agreement with (or correspondence) to a set of ideas, rules, or principles

Advocacy

Presenting competing views on a controversial issue

Dialectical Inquiry

1. Recommended strategic plan and the data used to derive it are identified.

2. Attempt is made to identify the assumptions underlying the plan.

3. Counterplan rests on assumptions opposite those supporting the first plan.

4. Structured argument is conducted.

Factors Affecting Participation in Groups

Approachability

Commitment

Participation Styles

Commitment

Reflect group members' willingness to care personally for group success and remain determined

Participation Styles:

Authoritarian Style

Leader hands down decisions to a group, when decisions have to be made fast, or members don't have much knowledge.

Laissez-Faire

Leader turns decision-making to the group

Participation Styles:

Participative Style

Leaders make decisions with the group.

Functional Leadership

Various group members can rise on occasions to perform leadership functions - they take leadership based on what they are good at to solve the problem

Quality Circles

Diverse group that meets on regular basis during work time to improve quality control and job methods.

Affinity Groups

Consists of 8-12 members that exchange information, ideas, opinions, experiences. Offer safe and supportive atmosphere. 

Quorum

Required numberof members to be present for meeting.

Reading the Minutes

What took place in the previous meeting?

Robert's Ryles of Order

Best known set of rules that allows you to take out personal bias when using standardized testing

Deductive Reasoning

Moves from general truths to specific conclusions

Inductive Reasoning 

Moves from specific statements to general conclusions.

Ex: Co-worker is at water cooler every day at at the same time, but doesn's shop up one day, so you induce that she is out.

Interpretation

Reasoning to understand causes of events and what they mean

Nominal Group Technique

1. Preparation

2. Silent Generation of Ideas

3. Round-Robin Recording of Ideas

4. Group Discussion

5. Voting and ranking of ideas

Delphi Technique

Uses questionnaires to collect imformation and helps make decisions