MGMT 330- Exam #2

apologies

Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action is a defensive IM technique.

active constructive

Authentic and enthusiastic support - Mirror energy - Ask questions

One problem with oral communication is​ _____________. A. lack of feedback B. distortion C. exchange D. physical distance E. speed

B. distortion

intellectual stimulation

Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader's vision

Which of the following involves using heuristics to consider information and evidence in a relatively superficial​ manner? A. Information processing B. Digital processing C. Automatic processing D. Controlled processing E. Distance processing

C. Automatic processing

Filtering is a barrier to effective communication that takes place when​ ________. A. the receivers in the communication process selectively see and hear based on their needs and motivations B. an individual interprets the same message differently when she is angry than when she is happy C. a sender purposely manipulates information so the receiver will see it more favorably D. the information we have to work with exceeds our processing capacity E. there is an absence of information

C. a sender purposely manipulates information so the receiver will see it more favorably

reward power

Compliance achieved based on the ability to distribute rewards that others view as valuable -Raises,perks,promotions

flattery

Complimenting others about their virtues in an effort to make oneself appear perceptive and likeable is an assertive IM technique.

What Culture Does how cultures affect org outcomes

Creates boundaries Conveys identity Facilitates commitment and energizes Enhances stability Serves as s sense-making mechanism Shapes and coordinates behavior

Which one of the following might score highest on a scale of channel​ richness? A. Online discussions B. Email C. Voice mail D. Video conferences E. Telephone conversations

D. Video conferences

Lateral communication​ __________________. A. is also called a grapevine B. flows to a higher level within the organization C. occurs only in small groups D. saves time E. occurs between a manager and an employee

D. saves time

Exemplification

Doing more than you need to in an effort to show how dedicated and hard working you are is an assertive IM technique.

Favors

Doing something nice for someone to gain that person's approval is a form of ingratiation.

What is true about a​ grapevine? A. It is the best way to get information to employees. B. It is never accurate. C. It is always accurate. D. It helps everyone feel important. E. It helps identify influencers.

E. It helps identify influencers.

According to the​ text, perfect communication​ _________________________. A. is likely if we listen B. is likely if we slow down C. is likely if we speak clearly D. is possible E. is never achieved

E. is never achieved

consultation tactic

Encouraging the target to suggest improvements in a proposal or to help plan an activity or change

excuses

Explanations of a predicament-creating event aimed at minimizing the apparent severity of the predicament is a defensive IM technique.

Contemporary Theories

Focused on relationships and motivation

self-promotion

Highlighting one's best qualities, downplaying one's deficits, and calling attention to one's achievements is a self-focused IM technique.

passive destructive

Ignoring the circumstance or the person completely - Shift focus back to yourself - Me too!

low-context culture

In contrast, people from Europe and North America reflect their low-context cultures. They rely essentially on spoken and written words to convey meaning; body language and formal titles are secondary

Characteristics of Culture how cultures differ from one another

Innovation and risk taking Attention to detail Outcome orientation People orientation (supportiveness) Team orientation Aggressiveness Stability

Boundary Spanning

Interactions among team members and individuals and groups who are not part of the team

Ability

Judgments about skills, competency, and areas of expertise

Trait

Leaders are born that way - Intelligence, personality, appearance - Predicts leadership emergence, not effectiveness

Behavioral

Leadership can be learned - specific behaviors make leaders

Contingency

Leadership style must be matched to the situation

Culture Components how we can tell what a culture is like

Observable Artifacts Stories Rituals Symbols Language Espoused Values Mission statement Stated values Underlying Assumptions These are usually unstated

active destructive

Pointing out negative aspects of any situation - Negative response to good news - Immediate unsolicited advice

passive constructive

Supporting someone in an understated way - Bland restatement - No follow-up

channel richness

The amount of information that can be transmitted during a communication episode.

contingent reward

The exchange process between leaders and followers in which leaders offer rewards to subordinates in exchange for their services

Cognition-based Trust

Trust that is rooted in a rational assessment of the authority's trustworthiness

Disposition-based trust

Trust that is rooted in one's own personality, as opposed to a careful assessment of the trustee's trustworthiness

management by exception

a control principle that states that managers should be informed of a situation only if data show a significant deviation from standards

controlled processing

a detailed consideration of evidence and information relying on facts, figures, and logic

Trust Propensity

a general expectation that the words, promises, and statements of individuals and groups can be relied upon

Laissez-faire management style

a leadership style that leaves the majority of decision-making and running of the business operation to the employees

Innovation strategy

a strategy that emphasizes the introduction of major new products and services

Cost-minimization strategy

a strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting

Imitation strategy

a strategy that seeks to move into new products or new markets only after their viability has already been proven

Integrity

adherence to values and principles that you find acceptable

Conformity

agreeing with someones else's opinion to gain his or her approval is a form of integration

treat performance

as the goal can make you feel more like an imposter

Treat. learning

as the goal facilitates experimentation

Personal Appeals tactic

asking for compliance based on friendship or loyalty

mechanistic organization

authority is centralized, tasks and rules are clearly specified, and employees are closely supervised

organic organization

authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks

Benevolence

belief about the trustee's desire to do good for you (aside from selfish motives)

Enchancement

claiming that something you did is more valuable than most other members of the organization would think is a self-focused IM technique.

Decentralization

decision making is pushed down to the managers closest to the action or to workgroups. The concept of centralization includes only formal authority—that is, the rights inherent to a position.

Span of Control

describes the number of levels and managers an organization has. All things being equal, the wider or larger the span, with fewer levels and more employees at each level, the more efficient the organization can be.

Inspirational Appeals tactic

developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations

Idealized Influence

involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader

Inspirational Motivation

involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future

individualized consideration

involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring

trust

is a psychological state that exists when you agree to make yourself vulnerable to another person because you have positive expectations about how things are going to turn out

Chain of command

is an unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.

resistance point

lowest acceptable outcome

Work Specialization

or division of labor, describes the degree to which activities in any organization are divided into separate jobs. The essence of work specialization is to divide a job into a number of steps, each completed by a separate individual

referent power

power that comes from subordinates' and coworkers' respect, admiration, and loyalty Charisma,charm,likability - getting others to identify with you - This is why liking works as a way to persuade

expert power

power that is based on the special knowledge, skills, and expertise that a leader possesses -Specialized knowledge - power based on information

Rational Persuasion tactic

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

Centralization

refers to the degree to which decision making is concentrated at a single point in the organization. In centralized organizations, top managers make all the decisions, and lower-level managers merely carry out their directives

Formalization

refers to the degree to which jobs within the organization are standardized. If a job is highly formalized, the employee has a minimal amount of discretion over what to do and when and how to do it, resulting in consistent and uniform output. There are explicit job descriptions, lots of organizational rules, and clearly defined procedures covering work processes. Formalization not only eliminates the possibility of employees engaging in alternative behaviors; it removes the need for them to consider alternatives. Conversely, where formalization is low, job behaviors are relatively unprogrammed and employees have a great deal of freedom to exercise discretion in their work.

Psychological safety

reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences

legitimacy tactic

relying on your authority position or saying a request accords with organizational policies or rules

noise

represents communication barriers that distort the clarity of the message, such as perceptual problems, information overload, semantic difficulties, or cultural differences.

Departmentalization

subdividing work and workers into separate organizational units responsible for completing particular tasks

high-context culture

such as China, Korea, Japan, and Vietnam, people rely heavily on nonverbal and subtle situational cues in communicating with others, and a person's official status, place in society, and reputation carry considerable weight. What is not said may be more significant than what is said.

Best Alternative to a Negotiated Agreement (BATNA)

the most attractive option available to you outside of the current negotiations

legitimate power

the power a person receives as a result of his or her position in the formal hierarchy of an organization -Position,approval authority,control of resources

Affect-based Trust

trust that depends on feelings toward the authority that go beyond rational assessment

automatic processing

unconscious encoding of incidental information, such as space, time, and frequency, and of well-learned information, such as word meanings.A relatively superficial consideration of evidence and information making use of heuristics.

exchange tactic

used when the requestor offers a reward or resource to the target in return for performing a request

Organic

• Cross-functional teams • Cross-hierarchical teams • Free flow of info • Wide spans of control • Decentralization • Low formalization

mechanistic

• High specialization • Rigid departments • Clear chain of command • Narrow spans of control • Centralization • High formalization

Integrative

• Multiple issues • Important relationship • Negotiatorfocuson interests • Sharing of information • Maybe possible for both to get what they want • Goal of creating/ claiming value.

Distributive

• Single issue negotiations - e.g. the price of a car • One-time negotiation, relationship is less important • Opposing interests • FixedPie/ZeroSum-if I get more you get less

outright

"valuable external perspective we get from experimenting with new leadership behaviors"

Introspection

A method of self-observation in which participants report their thoughts and feelings

Coercive power

A power base that is dependent on fear of the negative results from failing to comply -Punishment ,firing,walk away

Which one of the following is NOT a function of​ communication? A. Goal setting B. Persuasion C. Managing behavior D. Information exchange E. Emotional sharing

A. Goal setting

Why is written communication considered tangible and​ verifiable? A. It allows both sender and receiver to have a record of the message. B. It features instant feedback. C. It is faster than other communication methods. D. It can help to identify people who need spelling and grammar training. E. It allows for the incorporation of nonverbal communication.

A. It allows both sender and receiver to have a record of the message.

The communication process model includes all of the following EXCEPT​ ________________. A. language B. noise C. sender D. receiver E. feedback

A. language