MGMT 3600 1st EditionExam # 3 Study Guide Chapters 9-11Chapter 9: Communicating in Teams/Organizations:Model of Communication: form message, encode message (transmitting receiver message), Receive encoded message, decode message, form feedback, encode feedback, receive sender-encoded feedback and decode feedback.Improving communication:Similar codebooks- languageMessage encoding proficiency- experienced in coding/decodingCommunication channel motivation and ability- communication through varies channels: writing, social media.Shared mental models of communication context. Email is asynchronous- messages sent/received at different times.Benefits of email: hides age, race and other features. Reduces stereotype biases, tends to increase communication volume.Problems with email: significantly altars communication flow, poor medium for communicating emotions, reduces politeness and respect, increases information flow. Flaming- used to describe e-mail and other electronic messages that convey strong negative emotions to the receiver. Social media in the workplace: can help present the individuals identity, enable conversations, sharing of information, maintain and develop work relationship, and support communities. Facebook: used to maintain relationships, low on sharing information or forming communities. Wikis: focus on sharing information and forming communities. Lower on presenting the users identity or reputation. Nonverbal communication: fewer rules bound than verbal communication. Emotional contagion: catching/sharing another person’s emotions by mimicking that persons facial expressions and other nonverbal communication. Serves 3 purposes:Provides feedbackIncreases emotional understandingCommunicates a collective sentimentChoosing best communication channel: Social acceptance: how well the communication medium is approved and supported.Depends on : firm/team norms, individual preferences and symbolic meaning.Information overload: information gets overlooked or misinterpreted.Solutions: increases information processing capacity, learn to read faster, to remove distractions and to reduce information load,Gender communication differences: Men: view communication/conversations more as power, status and functionality. They tend to give advice directly, dominate conversations, apologizes less often and less sensitive to nonverbal cues. Women: consider more interpersonal relations, give advice indirectly, flexible convo style, apologize more often and more sensitive to nonverbal cues. Active Listening: Sensing: postpone evaluation, avoid interruptions and maintain interest.Evaluation: empathize, organize information. Responding: show interest, clarify the message. Communication in hierarchies:Workplace design: open office, noise, and distractions. Internet-based organization communication: wikis, E-zinesDirect communication with management or management by walking around (MBWA)Chapter 10: Power and influence in the workplace:Power: the capacity of a person, team or organization to influence others. Countervailing power: the capacity of a person, team or organization to keep a more powerful person or group in the exchange relationship. Power relationship depends on some minimum level of trust.Legitimate power: agreement among organization members that people in specific roles can request certain behavior of others. Legitimate power through information control: when people have the right to control the information that others receive.Reward power: derived from the person’s ability to control the allocation of rewards and to remove negative sanctions. Coercive power: ability to apply punishment.Expert Power: individuals, works unit capacity to influence others by possessing knowledge or skills valued by others.-Prevention: prevention environmental changes from occurring. Best model to use.-Forecasting: predict environmental changes or variations. Second best.-Absorption: Neutralizing the impact of environmental shifts as they occur.Referent power: when others identify with the power holder and respect them. Charisma: personal characteristic or special gift that is a form of interpersonal attraction and power over others. Substitutability: a contingency of power, availability of alternatives. Power is strongest when person has complete control over a resource. Centrality: power holders importance based on degree and independence with others. It increases with the more people under you. Visibility: make yourself more visible in groups. Strategically locate yourself to be seen by boss. Social networks: social structures of individuals.Social capital: goodwill and resources shared among members in a social network. Influence: behavior that attempts to alter the behavior of someone else. Types of influence tactics:silent authority: silent application of authority. Occurs when someone complies with a request because of the legitimate power as well as the role expectations.Assertiveness: raising voice occasionally, influencing other through explicit reminders of punishments. Information control: controlling all information and distributing it as one sees fit.Coalition: group that attempts to influence people outside the power by grouping all the power and resources the team has.Upward appeal: calling higher authority to rely on these sources to support the influencer’s position.Persuasion: use of facts, arguments and emotions to change ones behavior and attitudes. Impression management: shaping through self-presentation.Organizational politics: behaviors that others perceive as self-serving tactics at the expense of others. Machiavellian values: beliefs that decit is a nature and acceptable way to influence others and that is getting more than you deserve is acceptable.Norm of Reciprocity: a obligation and social expectation of helping or giving something of value to someone who has already helped or given something of value to you. A feeling or obligation to help someone who has helped you. Chapter 11: Conflict and Negotiation in the WorkplaceConflict: good/bad:negatives: weakens cohesion in teams, dissatisfaction, turnover, stress, less information sharingpositives: debates, assumptions are questioned, improves responsiveness, potential to be creativeTask conflict (constructive): try to understand logic/assumptions, focus on issue and respect other points of viewRelationship Conflict: personal characteristics as source, undermine worth or competence, negative emotions. 3