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