Comm101 Quiz 7/8

informal roles

-"functional roles" -rarely acknowledged by group in words -roles fall into 2 categories= task, maintenance -not all constructive -dysfunctional roles= prevent a group from working effectively

trait theories of leadership

-"great man" or "great woman" approach -conventional wisdom suggests that people who are strong willed and demanding are "natural born" leaders, but that isn't usually true -most effective leaders are self-aware, considerate of others, and inclined to partner with others rather than order them around -lesson= far from finishing last, nice guys (and girls) are likely to lead the way

social roles

-"maintenance roles" -help the relationships among the members run smoothly -include= encourager, harmonizer, tension-reliever

legitimate power

-"position power" -arises from the title one holds ex: supervisor, professor, coach

wheel network

-A communication network in which a gatekeeper regulates the flow of information from all other members -one person acts as a clearinghouse, receiving and relaying messages to all other members -groups use when relationships are between 2 or more members

behavioral interviews

-Most sophisticated employers realize that past performance can be the best predictor of future behavior -sessions that explore specifics of the applicant's past performance as they relate to the job at hand

power

-ability to influence others -comes in a variety of forms -more accurate to talk about how much influence is exerted

emergence stage

-after a period of conflict, effective groups move to this stage -one idea might emerge as the best one, or the group might combine the best parts of several plans into a new solution -as approach consensus, members back off from their dogmatic positions ex: "That seems like a pretty good idea," "I can see why you think that way"

conflict stage

-after members understand the problem and become acquainted, a successful group enter this stage -members take strong positions and defend them against those who oppose their viewpoints -coalitions are likely to form and discussion could be polarized -conflict needn't be personal, but preserve the members' respect for one another

forum

-allows nonmembers to add their opinions to the group's deliberations before the group makes a decision -approach is commonly used by public agencies to encourage the participation of citizens in the decisions that affect them

norms

-alongside official rules is an equally powerful set of unspoken standards

formal roles

-are explicitly assigned by an organization or group -usually come with a label ex: assistant, treasurer, coach, customer service representative

participants

-attempt to have a constructive impact -some support leaders' efforts, whereas others contribute differing perspectives

connection power

-comes from a member's ability to develop relationships that help the group reach its goal ex: a team seeking guest speakers at a seminar might rely on a well-connected member to line up candidates -gain connection power to seek out opportunities to meet people, nurture relationships through open and regular communication, don't allow petty grievances to destroy valued relationships ex: Eduardo is great at developing relationships with new people. This comes in handy at his job because the people he develops relationships with often bring business to their company.

referent power

-comes from respect, liking, trust others have for a member -if you have high referent power, you may be able to persuade others to follow your lead because they believe in you or because they are willing to do you a favor -members acquire referent power by behaving in ways others in the group admire and by being genuinely like able -to gain referent power- listen to others' ideas and honor contributions, do what you can to gain the liking and respect of other members without compromising your principles, present your ideas clearly and effectively in order to boost your credibility

coercive power

-comes from the threat or actual imposition of unpleasant consequences -nominal leaders certainly can coerce members via compensation, assignments, and even termination from the group -to use reward and coercive power effectively try to use rewards as a first resort and punishment as a last resort, make rewards and punishments clear in advance and be generous with praise

expert power

-comes from what team members know or can do -in groups, not sufficient to be an expert- other members have to view you as one -to gain expert power make sure members are aware of your qualifications, be certain the info is accurate, and don't act superior

competence

-comments identify him as someone who can help his team succeed.

group

-consists of a small collection of people who interact with one another, usually face-to-face, over time in order to reach goals

horizontal communication

-consists of messages between members of an organization with equal power -most obvious= between members of the sam division of an organization: office workers in the same department or coworkers on a construction project

be e-savvy

-correct grammar, spelling, punctuation: Ronaldo wrote his boss saying, "RU available 2day?"= broke rule -don't be overly curt -don't convey sensitive information electronically

roles

-define patterns of behavior expected of members -just like norms, roles are officially recognized

cohesiveness

-degree to which members feel connected with and committed to their group -highly cohesive groups members spend more time interacting and express more positive feelings for one another than in groups that lack cohesion -report more satisfaction and loyalty -mutual attraction members eel for one another can interfere with the group's efficient functioning

groupthink

-describes the tendency of some groups to support ideas without challenging them or providing alternatives -motivation= avoid conflict or seem like supportive "team players" -or group members may engage in groupthink because they over estimate the group's good judgement or its privileged status because they fear retribution if they speak up or because people just want to get the discussion over with

Gavin likes to talk to his coworkers about his political views. Many coworkers are troubled by his talk. What advice should be given to Gavin?

-don't over share -don't disclose information about your personal life because can damage chances for professional success -applies to online communication too -rule: disclose cautiously especially if it is sensitive (religion, sexual relationships, health)

seek referrals

-each contact in your immediate network has connections to people you don't already know who might be able to help you -ex: Ramber is preparing for an informational interview. He has made contact with the interviewee in writing. What else should he do? -ex: Chris knows that his coworker Chan is acquainted to Rebecca. Rebecca works for a company Chris is interested in. He asks Chan to introduce him. This is one of her strategies for finding a job.

reinforcement stage

-effective group reaches this stage -not only do members accept the group's decision, also endorse it -now they do not voice their concerns at this stage even if don't agree

activists

-energetically and passionately engaged, either in accordance with, or in opposition to, leaders' efforts

bystanders

-engaged, but hang back and watch rather than play an active role

reward power

-exists when others are influenced by the granting or promise of desirable consequences ex: presentation to your class having fellow students applaud you and give you a standing ovation might be a more powerful reward than the grade you receive from the instructor

emergent leader

-gain influence without being appointed by higher-ups ex: Dante has been chosen by his research team to be the person who leads the discussion of their findings

task norms

-govern how members get the job done ex: "Does the job have to be done perfectly, or is an adequate, if imperfect, solution good enough?"

social norms

-govern how we interact with one another ex: what kinds of humor are/aren't appropriate, how much socializing is acceptable on the job

all-channel network

-group members share the same information with everyone on the team ex: emails -too much sharing can lead to message overload

procedural norms

-guide operations and decision making ex: "we always start on time" or "when there's a disagreement, we try to reach consensus before forcing a vote"

task roles

-help group accomplish its goals -roles include information seeker, opinion giver, energizer, critic

situational leadership

-holds that a leader's style should change with the circumstances -task oriented approach works best when conditions are either highly favorable (good leader-member relations, strong leader power, and clear task structure) or highly unfavorable (poor leader-member relations, weak leader power, and an ambiguous task), whereas a more relationship oriented approach is appropriate in moderately favorable or moderately unfavorable conditions

isolates

-indifferent to the overall goals of the organization and communicate very little with people outside their immediate environment

chain network

-information moves sequentially from one member to another -efficient way to deliver simple messages, but not reliable for lengthy/complex verbal messages because the content can change as information passes from person to another

social loafing

-lazy behavior that some members use to avoid ding their share of the work

keep your cool

-losing control under pressure could jeopardize your career -take deep breaths, stop to listen and ask questions before responding, vent emotions to trusted employees

You may not be able to change your boss's behavior, but you can control your attitude about the situation. This is why you should __________.

-manage your expectations

selection interview

-may occur when you are being considered for employment, but it may also occur when you are being evaluated for promotion or reassignment -In an academic setting, selection interviews are often part of the process of being chosen for an award, a scholarship, or admission to a graduate program -being chosen for the position you seek depends on making a good impression on the person or people who can hire you, and your interviewing skills can make the difference in whether or not you receive a job offer.

diehards

-may sacrifice themselves for the cause -commitment is unrivaled, but sometimes difficult to contain their enthusiasm, even when it runs counter to other people's goals

orientation stage

-members approach the problem and one another tentatively -test out possible ideas cautiously and rather politely -sizing up the situation before asserting themselves, little outward disagreement at this stage

upward communication

-messages from team members to supervisors -include communication about problems, progress reports, grievances, financial information, suggestions for improvement -businesses can profit from the ideas of employees -enhance by supervisors= open door policy, grievance procedures, periodic interviews, group meetings, suggestion box -team members gain recognition= 1. present proposals to boss 2. volunteer for assignments 3. circulate your ideas 4. use thoughtful gestures to raise your profile 5. share your accomplishments

lateral communication

-occurs between people from different areas: accounting staff class the maintenance department to get a machine repaired or a clerk in hospital admission calls intensive care to reserve a bed

downward communication

-occurs when supervisors initiate messages to the people they supervise -can take form of goals and objectives, instructions, procedures, policies, and performance appraisals -essential to be clear and respectful and to make sure employees understand expectations and that they have the resources needed to do their jobs -often is lacking, one of employees' most frequent complaints is that they don't know where they stand with their supervisors -companies are starting to take a more enlightened approach to feedback

rules

-official guidelines that govern what the group is supposed to do and how the members would behave -usually stated outright ex: in a classroom, rules include how absences will be treated, the firmness of deadlines

symposium

-participants divide the topic in a manner that allows each member to deliver in depth information without interruption -contributions of members are followed by the give-and-take of an open discussion

panel discussion

-participants talk over the topic informally, like a conversation -leader or moderator helps the discussion along by encouraging the comments of some members, cutting off overly talkative ones and seeking consensus when the times comes to make a decision

nominal leader

-people with legitimate power -have been officially designated as being in charge of a group -to gain legitimate power, become an authority figure, speak up without dominating others, demonstrate competence on the subject, follow group norms and show that you respect the group's customs, gain the visible support of influential members

individual goals

-personal motives of each member which can sometimes help the larger group ex: student seeking a top grade on a team project will probably help the team excel -problems can arise when individuals motives conflict with the group's goals ex: a group whose primary goal is to be the center of attention so s/he monopolizes the discussion or a team member who engages in social loafing

dialogue

-process in which people let go of the not that their ideas are superior to those of others and instead try to understand the issue from many perspectives -goal= understand one another better, not to reach a decision or debate an issue

factors that discourage communication between peers

-rivalry, specialization, information overload, lack of motivation, physical barriers -best= ensure communication in a professional way

team

-share same qualities as a group, but it takes collective action to a higher level -members are proud of their identity, trust, value one another and cooperate -seek, often achieve, excellence

networking

-strategic process of meeting people and maintaining relationships that yield information and advice relevant to career success -personal contacts can tell you about positions that may not even be public yet. After you've identified a position you want and you are competing with others to land an interview or offer, people you know can put in a good word for you with potential employers, and they can give you tips on how to pursue the position you're seeking. -will only work if you are the kind of person other recognize as being worth endorsing. If you are willing to work hard and you have the necessary skills to do a job (or are willing to learn those skills)

gatekeeper

-success depends heavily on their skill -person through whom information flows -if intentionally or unintentionally distorts message, the group will suffer ex: Cecilia is part of a political awareness committee. Several group members have had strong disagreements recently, so she has been passing information from the group leader to the members that aren't currently speaking to each other. What part is she playing?

social intelligence

-surviving and thriving in the workplace depends as much on your personal communication skills -capacity to effectively negotiate complex social relationships and environments -like technical competence, emotional intelligence can be learned and sharpened

virtual groups

-teams that interact with one another through mediated channels, without meeting in person -with right technology, members of a virtual group can swap ideas as easily as if they were in the same room -clear advantages= getting together is fast and easy -problem solving is challenging= geographically distant may make member feel left out or disconnected, may be difficult to convey and to understand one another's emotions and attitudes, may take virtual teams longer to reach decisions than those face-to-face, string of serape messages that may be generated as part or as a result of the meeting can be hard to track, sort out, synthesize in a meaningful way, people may feel less committed to the group and less accountable for their actions if they don't know their teammates well

group goals

-the outcomes members collectively seek by joining together -group goal exs= win a contest, create a product, provide a service, some are social such as meeting other people and having fun

focus group

-used to market research tool to enable sponsoring organizations to learn how potential users or the public at large view a new product or idea -don't include decision makers or other members who claim any expertise on a subject -comments of focus group participants are used by decision makers to figure out how people in the wider world might react to ideas

break out groups

-when the number of members is too large, used for effective discussion -subgroups (of 5-7 members) simultaneously address an issue and then report back to the group at large -best ideas of each breakout group are then assembled to form a high-quality decision

information interview

-with little initiative and planning conducting informational interviews, approach these contacts and request information interview -a structured meeting in which you seek answers from a source whose knowledge can help enhance your success -achieve 3 goals: 1. conduct research- that helps understand a job, organization, field 2. be remembered favorably- by person you are interviewing 3. gain referrals- to other people who might also be willing to help you

problem census

-works especially well when some members are more vocal than others because it equalizes participation -members use a separate card to list each of their ideas -leader collects all cards and reads them to the group one by one, posting each on a board visible to everyone without names so issues are separated from personalities

interviewers will ask illegal questions

1. answer without objectifying- answer even if you know its unlawful 2. seek explanation- ask to explain how this question is related to the job 3. redirect- shift focus of interview away from a question that isn't job related and toward requirements of the position 4. refuse- you won't provide information requested 5. withdraw- end interview immediately and leave stating reasons

Angie's interviewer asks her what she knows about marketing communications. How should she answer?

By keeping her answer succinct and specific.

Eleanor is preparing for a video interview. Her Skype identity is eleanor77. She has ensured her Internet connections are functional and her computer is working. She told her young children to stay in the adjacent living room and to keep the noise down. She knows that her interviewers are in the Pacific Time zone. She's even done some role-playing in preparation. How could she be better prepared?

Consider how she looks and sounds.

In today's competitive workplace, good jobs go to competent communicators who locate the jobs they want and work hard to get them.

Replace "competent" with "proactive."

Ayesha is in an interview with a potential employer. She has behaved as the sort of engaged, professional, and attentive coworker everyone wants on his or her team. Her interviewer smiles a lot and Ayesha does as well. Her interviewer asks her about her past work and she responds by thoroughly describing the details of each job she's ever had. She also discussed how she addressed challenging situations at work in the past. When given the opportunity, she asks the interviewer, "What are the primary results you would like to see me produce?" Which part of this description shows Ayesha minded her manners

She has behaved as the sort of engaged, professional, and attentive coworker everyone wants on his or her team.

Gustav works with a difficult boss. His boss is a micromanager, so he often invites her input because he realizes there is little he can do to change her behavior. He often gratuitously complains about her behavior to his coworkers. Even though she is often negative, Gustav remains positive in the way he communicates towards her. How could he have responded to his difficult boss more appropriately?

by seeking advice from other

If you're feeling anxious about an interview, you should reframe it as ___________.

enthusiasm/excitment

Christine volunteered to be treasurer of the unit advisory council at work. This is an example of _________.

exceeding expectations

Felicia and two other people often see each other at the library. They all come to the library every Thursday night to discuss English literature. Felicia is often friendly to the other people at the library on Thursday nights. Another group meets Monday. What's missing from the collective of people that meet at the library to be described as a group?

interdependence -the dependence of two or more people or things on each other

Following your own set of ethics rather than relying on the approval of others is an example of __________.

principled communication ex: Before Janet responds to her coworkers about a controversy at work, she asks herself, "Is it kind to say what I'm about to say?"

Besides being the right thing to do, your thoughtfulness will distinguish you as the kind of person worth hiring or helping again in the future, that's why it's important to _______________.

show appreciation

Displaying ________________ the organization in an interview is a terrific way to show potential employers that you are a motivated and savvy person.

your knowledge of