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| Interested in people, good listeners, well-liked, suspicious of others, avoids conflict. |
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| Productive, hard workers, feel more comfortable working with things rather then people, little interpersonal, avoids people |
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| unable to delegate, interest in people's needs, high feedback and disclosure. |
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| low feedback high disclosure, authoritarian, thrives in situations of expertise and experience |
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| A way of listening and responding to another person that improves mutual understanding. |
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| Messages flow; informal; weaknesses in formal network |
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| Round Robin Procedure, uncritical way of thinking, desire to avoid conflict. |
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| McGregor. Team oriented, participative approach, information and feedback flow freely up and down the organization. Informal communication is encouraged. Theory Y; Likert's 4 systems |
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| Assuming that words have definite meanings and other people use the same meaning. |
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| Systems/Contingency Model* |
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| Organizational model, no best way to manage or communicate, depends on situation. |
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| Horizontal Communication* |
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| Message that flow laterally between people of the same rank |
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| The communication flowing from subordinates to superiors, usually concerning employees’ comments about themselves, their reactions about others, their reactions to practices and policies, and their thoughts about their work. |
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| Views conflict as beneficial if handled openly, equal consideration to others and self. |
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| Tender loving care, greater work productivity, social and psychological. |
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| Roles that must be performed ito maintain the interpersonal relationships and harmony of the group |
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| Situational Contingency Theory of Leadership* |
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Definition
| Leader style determined by leader member relations, how clearly task is structured, leader's power position. Different style successful in different circumstances. Style doesn't normally change |
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Definition
| problem is reviewed in the introduction step and reasons for believing a particular fact, for holding a particular value, or for advocating a particular plan are presented in the body of the presentation |
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| Transformational Model of Organizational Communication* |
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| Newest organizational model, more flexible than bureaucratic models, made of autonomous teams that share info on computerized networks |
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| Efforts people make to improve how others see them. |
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| A general statement of purpose and a summary of the main points to be covered. |
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| Assertion that first step will lead to second undesirable step. |
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Definition
| Spontaneous contribution of ideas by all members of a team |
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| Situational Theory of Leadership* |
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Definition
| Leaders can change style to fit situation - delegating, participating, telling, selling or coaching. |
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Definition
| Gaining attention, direct attention to the problem/need, satisfying the need by presenting solution, visualizing the kind of future, challenge audience to action |
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Definition
| Important aspect of persuasion, trait makes a person or an idea believable. |
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| Three Dimensional Theory of Leadership* |
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Definition
| Autocratic, Democratic, laissez-faire styles. |
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Definition
| Educational background, race, culture, sex. Everybody’s frame of reference might be different unless backgrounds and experiences are the same. |
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| An uncritical way of thinking, often characteristic of groups in which the desire to avoid conflict and reach agreement is more important than careful consideration of alternatives |
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| Transformational Leadership* |
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Definition
| Charasmatic leaders who inspire followers to exceptional performance, enthusiasm, and loyalty |
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Definition
| Involves identifying irrational self-talk that produces speaker anxiety, developing alternate coping statements, and practicing the coping statements in stressful situations |
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| Verbal and visual response to a message |
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Definition
| Anything that interferes with communication by distorting or blocking the message |
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Definition
| Formal messages that flow from managers and supervisors to subordinates |
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| Traditonal and theory X model |
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Definition
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| 5 styles of conflict management: |
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Definition
| Competition, collaboration, compromise, avoiding, accomodation |
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Definition
| Takes middle of the road stance, uses voting and other methods to avoid direct confrontation |
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Definition
| Views own personal goals as most important, conflict is a win-lose situation, respects power and submits to arbitration |
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Definition
| Little concer for others or self, maintains neutrality at all costs, removes self physically or mentally from groups experiencing conflict |
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Definition
| Higher concern for others than self, open conflict is destructive, surface harmony is important to maintain good relationships |
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Term
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Definition
| the science of matching machines to human requirements |
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Definition
| Promoting a sense of closeness with colleagues and customers with specific nonverbal, vocal, and verbal behaviors |
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Definition
| a personal internal feeling about certain communication situations. Feel inferior, different from other speakers, history of negative speaking experiences |
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Term
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Definition
| Create a detailed, positive, vivid mental image of yourself confidently preparing and giving a successful presentation |
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Term
| Systematic Desensitization |
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Definition
| Learning to relax using deep muscle relaxation and breathing |
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Term
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Definition
| Accurate, consistent evaluation of employees |
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| Questions that limit the interviewee's choice of answers to one of the answers supplied in the question |
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Definition
| Questions that have no correct answers but are designed to get an emotional response |
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| Question that implies the correct answer |
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| Basic problem solving procedure |
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Definition
| Define the problem, research and analyze the problem, establish a checklist of criteria, list possible alternatives, evaluate each alternative, select the best alternative |
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| Team tries to determine whether something is true or to what degree it is true |
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| Team tries to assess the desirability of some object, idea, or person |
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| Team tries to arrive at a specific course of action, usually a change from the present system |
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| All members agree to accept a particular solution even though it may not have been the original choice |
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| Roles that must be performed if the group is to accomplish its task or solve its problem |
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Definition
| Trait, function, three-dimension theory of leadership, situational contingency, situational leadership, transformational |
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| Trait theory of Leadership |
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Definition
| Leaders are born with certain leader characteristics |
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| Function Theory of Leadership |
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Definition
| leadership is determined by a set of functions - task functions and maintenance functions. Anyone can perform functions thereby sharing leadership responsibilty |
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| Written in one sentence explaining what the audience will learn |
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| Divide a topic when no spatial, chronological, or causal relationship exists among main points |
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| Is not memorized or written out word for word. Speaker lists outline on note cards |
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| Informative materials that serve as a foundation for ideas |
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| Factual statements and opinions originating, not from the speaker, but from another source |
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| the study of orderly thinking, the sequence and connection of thoughts and ideas as they relate to one another |
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| Attacking the person rather than the argument |
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| Arguing that because everyone knows an idea is right, it can't be wrong |
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| Arguing that because no one can prove that a particular belief is false, it must be true |
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| Asserting that something is because it is |
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| basing a general conclusion on too few examples or on isolated examples |
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Definition
| Claiming a casual relationship simply because one event followed another event |
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| Maslow's Hierarchy of Needs |
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Definition
| All people have the same basic categories of needs - physiological needs, safety needs, social needs, esteem needs, self-actualization needs |
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Definition
| Involves presenting the specific evidence first, then building up to the general conclusion |
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| Presenting the position or general conclusion first, then providing the supporting evidence |
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