• control
• motivation
• emotional expression
• information

1. sender
2. encoding
3. the message
4. the channel
5. decoding
6. the receiver
7. noise
8. feedback

• initiates a message by encoding a thought

• senders intent of the message

• physical product of sender's encoding

• the medium through which the message travels
• formal channel- established by organization, follow authority chain, 
• informal channels- person or social messages, emerge as a resonse to individual choice, spotaneous

• person to whom the message is directed 

• translating the symbols into understandable form

communication barriers that distort the clarity of the message

Ex: perceptual problems, info overload, semantics difficulties, or cultural differences

• the check on how successful the message as originally intended, determines if understanding is achieved

• Oral: spoken with immediate feedback
• Written: is time consuming and has no built in feedback, but is physically available
• Non-verbal: body language, how interested a person is

• emphasize status, power, and importance
• complain women talk too much
• offer solutions
• boast about accomplishments and compete

• Emphasize connection and intimacy
• criticize men for not listening
• speak of problems to promote bonding
• use more polite words and apologies
• use indirect tactics unless on the same or higher power level

• L- Look like you'e listening
• A- Ask questions to understand
• D- Don't interrupt
• D- Defuse your dead spots
• E- Establish trust
• R- Resist defensive filtering

• Semantics: words may mean different things to different people
• Connotations: words imply different things to different people
• Tone Differences: in some languages, language is formal and informal, and tone makes a big impact
• Differences in Conflict Resolution: collectivist cultures avoid direct conflict, individulists fight

Formal Small group networks:

- Chain: more for 3-level companies

- Wheel- all respond to one leader

- All-Channel: all group members activiely communicate to each other

Grapevine: the rumors and gossip can also be source of info

• email
• instant messaging or text messaging
• social networking
• blogs
• video conferencing

• Raise the issue- be specific and behavioral
• Remain open- listen
• Request action- perhaps set SMART goal

• Acknowledge- avoid defensiveness
• Ask questions- to better understand the feedback
• Agree to some action if possible

• focuses on personal qualities and characteristics
• traits can predict leadership
• Big Five (extraversion, conscientiousness, agreeableness, openness to experience, emotional stability)
• extraversion is most important
• EI claims without emotional intelligence, person can have outstanding training , a highly analytical mind, compelling vision, but not a great leader
• Assumption: Leaders are born, not made
• Goal: select Leaders
• Problems: traits do not generalize across situations. better predicts leader emergence than effectiveness

• theories proposing that specific behaviors differentiate leaders from nonleaders
• intiating struture: leader defining structure of his role and those of subordinates in search for goal attainment
• Ex: prodcution-oriented leader

• consideration: leader has job relationships characterizred by mutual trust, respect for ideas, and regard for feelings 
• Ex: employee-oriented leader
• Assumption: Leaders can be trained
• Goal: Develop leaders
• Problem: Effective behaviors do not generalize across situations 

• routine action
• Ex: Memo, letters

• not routine
• Ex: video conference, face to face meetings

Barriers to effective communication

9 Ways 

1. Filtering
2. Selective Precipitation
3. Information Overload
4. Emotions
5. Language
6. Silence
7. Communication Apprehension
8. Gender Differences
9. Politically Correct Communication

• A senders manipulation of information so that it will be seen more favorably by the receiver

• Management- has authority, is about coping with complexity. Good management brings order and consistency by drawing up formal plans, designing ridged org structure, and monitoring results against plans
• Leadership- more influential, is about coping with change. leaders establish direction by developing a vision, align people by communicating vision, and inspires them to overcome hurdles

• theory that effective groups depend on a proper match with the leader's style with attitudes of subordinates and a degree to which the situation gives control to the leader
• Process: Identifying Leadership Style, Defining Situation, Matching Leaders and Situations

• Fielder created a least-preferred co-worker (LPC) questionnaire to identify what style by measuring whether a person is task or relationship oriented
• Asks workers who they least enjoyed working with
• Positive description, high score= relationship oriented
• Negative description, low score= task oriented

• After questionnaire results, leader is matched to situation. Fiedler identified 3 contigency/situational dimensions
• Leader-member relations= degrees of confidence, trust, and respect subordinate have in leader
• Task structure= degree to which job assignments are procedurized
• Position Power= influence from one's structural position suchs as hiring, firing, promote, etc.

• task-oriented leaders perform better in situations very favorable to them and unfavorable
• relationship-oriented leaders perform better in moderately favorable situations

• Theories that leadership will be successful CONTINGENT on situations and conditions
• Fiedler contingency model, Leader-participation model, Situational leadership model, Path goal theory, leader/member exchange theory

• theory that provides a set of rules to determine form & amount of participative decision making in different situations
• Criticism: the model's complexity and ability to perfrom jobs

• theory that focuses on followers' readiness, willingness, and ability to perform jobs
• Followers unable and unwilling to do a task = leaders needing to give clear and specific directions
• Followers unable and willing = leaders need to be high task-oriented
• Followers able and unwilling = leaders need to be supportive and participative
• Followers able and willing = leaders dont need to do much  

• theory states that it is the leader's job to assist followers in attaingin their goals by providing necessary direction and support to ensure their goals are compatible to organization's
• Directive or supportive leadership
• Directive leadership yields greater satisfaction when tasks are vague/stressful than when highly structured
• Supportive leadership yields high performance when tasks are structured

• theory that supports leaders creation of in-groups and out-groups; subordinates with in-group status are more efficient
• in-groups: they're trusted, special priviledges, have characteristics same as leader. Out-groups: followers that fall out
• Argues that bc of time pressures, leaders establish special relationship with a small group of their followers

• leadership theory states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors

• Develop an aura of charisma by maintining optimism, passion as a catalyst for enthusiasm
• Draw others in by creating a bond that inspires them to follow
• Bring out potential followers by tapping into their emotions

• Vision: long term strategy for attaining goals
• Vision Statement: formal articulation of an organizations vission or mission 
• Leader conveys a set of value to be followed through words and actions
• Engages in an emotion-inducing and often unconventional behavior to demonstrate courage and conviction

• Vision and articulation: has a vision that propses future better than status quo; and is able to clarify the importance of the vision in terms that are understandable to others
• Personal Risk: willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve vision
• Environmental sensitivity: able to make realistic assessments of the environmental constraints and resources needed to bring about change
• Sensitivity to follower needs: perceptive of others' abilities and responsive to their needs and feelings
• Unconventional behavior: Engages in behaviors that are perceived as novel and counter to norms

• Leaders who guide or motivate followers indirection of established goals by clarifying role and task requirements

• contingent reward: rewards are contingent on effot and good performance
• management by exception (active): any deviation from rules then corrective action is immediately taken
• management by exception (passive): waits to correct until after deviation has been committed
• laissez-faire: no real management

• leaders who inspire followers, & who are capable of having a profound and extraordinary effect on followers

• idealized influence: provides vision and sense of mission, instills pride, gains respect and trust
• inspirational motivation: communicates high expectations, uses symbols to focus effects, expresses important purposes in simple ways
• intellectual stimulation: promotes intelligence, rationality, and careful problem solving
• individual consideration: gives personal attention, treats each employee individually, coaches and advises

• Charcteristics of transformational leadership are usually more active and effective
• Characteristics of transactional leadership are usually more passive and ineffective

• leaders who know who they are, know what they believe in and value, and act on those values openly and candidly
• folllowers consider the leader ethical

• Use ethical means to get followers to achieve goal and the goal itself is ethical
• unethical leaders normally shunned, fired, or arrested
• social leaders show leadership in social issues and has values centered on others
• socialized charismatic leadrship: leadership conduct where leader conveys value on others then being self-centered and who role-model ethical conduct

• Trust: positive expectation that another will not act opportunistically
• leaders who break trust can cause serious effects to group's performance

• Integrity- being honest and truthful
• Benevolence- trusted person has you interests at heart
• Ability- individual's technical and interpersonal knowledge and skills

• encourages taking risks
• facilitates info sharing
• trusting groups are more effective
• enhances productivity

• present ideas clearly
• listen well
• empathize
• share experiences
• act as a role model
• share contacts
• provide political guidance

• attribution thoery of leadership: theory says leadership is an attribute people make about others
• substitutes: attributes, such as experience and traingin that can replace the need for a leader to create structure
• neutralizers: attributes that make leader behavior impossible to affect followers outcomes
• identification-based trust: trust based on mutual understanding of each other's intentions and appreciation of each others wants and desires

• Businesses look for grades, set of skills, and if you are a right fit for the company
• Way to search for jobs: career fairs, and looking into smaller businesses specific to what you want

• inluence derived from individual's characteristics
• expert power: influence based on special skills or knowledge
• referent power: influence based on identification with a person who has desirable resources or personal traits

• general postulate: greater B's dependency on A, the more power B has over A
• dependency increases when resource you control is important, scarce, and non-substitutable

• ways in which individuals translate power bases into specific actions

presenting logical arguments and factual evidence to demonstrate a request is reasonable

• foster intiative
• link work tasks to organizational goals
• provide ample info
• encourage self-leadership
• offer coaching and establish appropriate limits

• any unwanted activity of a sexual nature that creates an individual's employment and creates a hostile work environment

• quid pro quo: having power of someone (teacher asks student on date)
• hostile work environment: (how someone is treating you)

• Bringing a claim: employees file with EEO office, EEOC will find cause or no cause, no cause= employee right to sue letter, cause= appropriate remedy imposed
• Bases for Claim= disparate treatment, disparate impact, race

• stay informed and develop pwerful contacts from whom you may ask advice and offer sincere praise
• display loyalty and positive attitude
• avoid political blunders, dont bypass boss
• dont forget about ethics

• good thing
• traditional views: conflict tends to be negative experience ->conflict is bad
• HR/interactionist view: conflict can be positive force in groups, and that some conflict is neccessary for group to be effective
• managed conflict -> important to resolve naturally occurring conflicts productively

• process that has 5 stages: potential opposition, cognition and personalization, intentions, behavior, and outcomes
• perceived conflict: awareness by 1 or more parties of the existence of conditions that create opportunities for conflict
• felt conflict: emotional involvement in conflict creating anxiety, tenseness, hostility, and frustration

• competition
• accomadation
• avoidance
• compromise
• collaboration

• desire to satisfy one's interests, regardless of the impact on the other party to the conflict
• use when: quick action is vital, unpopular actions need implementing, issues vital to organizations welfare, you know you're right, against people who take advantage of noncompetitive behavior

• the willingness of one part in the conflict to place the opponent's interests above his own
• use when: you're wrong and need others heard, to show reasonableness, maintain cooperation, build social credit, minimize loss when losing, when harmony is important, allow employees to develop and learn from their mistakes

• desire to withdraw from or supress a conflict
• use when: issue is trivial, your concerns wont be satisfied, disruption outweighs benfits to resolution, let people cool down, someone else can resolve conflict

• a situation in which each part to a conflict is willing to give up something
• use when: goals are important but so are relationships, achieve temporary settlements, arrive at expedient solutions, backup to collaboration and competition

• best approach
• a situation in whcih the parties to a conflict each desire to satify fully concerns of all parties
• use when: finding integrative solution when both concerns are important, objective is to learn, gain insights from different perspectives, work through feeling that interfere reationships

• lessen social tensions
• prevent stagnation or groupthink
• lead to resource re-allocation or other adaptive change
• provide greater understanding of slef, other, organization
• serve as red flag

• problem solving
• super ordinate goals
• expansion of resources
• avoidance
• smoothing
• compromise
• authoritatvie command
• altering the human variable
• altering the structural variables

playing down difference while emphasizing common interests between the conflicting areas

• communication: using threatening messages to increase conflict levels
• bringing in outsiders- new perspectives to present group can spur conflict 
• restructuring organization- changing rules
• appointing a devil's advocate- designating a critic

• distributive bargaining: seeks to divide up a fixed amount of resources (win-lose situation)
• integrative bargaining: seeks one or more settlements (win-win situation)

• Preparing & planning
• Definition of ground rules
• Clarification and justification
• Bargaining and problem solving
• Closure and implementation

• mediator- third party who facilitates a negotiated solution
• arbitrator- third party who has authority to dictate agreement
• conciliator- trusted third party who provides informal communication link between negotiator and opponent
• consultant- impartial third party skilled in conflict managemnt 

• seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams
• minimize vertical and develop horizontal networks to complete projects

innovation -> organic

cost minimization -> mechanistic

imitation -> mix of mechanistic and organic