MGMT 310 Exam 3 Study Guide Chapters 11 12 13 14 15 Highlighted Text suggested to be on test Chapter 11 Communication The Communication Process Model Key Parts 1 Sender initiates a message by encoding a though 2 Encoding senders intended message 3 Message actual physical product of the sender s encoding 4 Channel how message travels a Formal established by the organization transmit messages related to the professional activities of members b Informal spontaneous and emerge as a response to individual choices 5 Decoding way receiver interprets message 6 Receiver person to whom the message is directed 7 Noise communication barriers that distort the clarity of the message 8 Feedback the check on how successful we have been in transferring our messages Communication transfer and the understanding of meaning Downward flows from one level of group organization to a lower level Upward flows to a higher level Lateral flows to those of the same level Grapevine organization s informal communication network 3 Types of Formal Small Group 5 members Chain rigidly follows chain of command Wheel focuses on central figure All Channel permits all group members to actively communicate Reducing Negative Consequences of Rumors Provide information Explain actions decisions that may appear inconsistent unfair or secretive Refrain from shooting the messenger Maintain open communication channels Choice of Communication Channel Low channel richness High channel richness Routine Nonroutine Channel Effects Live More Rich vs Written Less Rich Attention vs Comprehension Source Effects attractiveness credibility Channel Richness amount of information that can be transmitted during communication Automatic Processing relatively superficial consideration of evidence information relying on heuristics Controlled Processing detailed consideration of evidence information relying on facts Filtering sender purposely manipulates information for receiver to see more favorably Communication Apprehension anxiety of oral communication or written communication or both High Context Cultures rely heavily on nonverbal situation cues in communication Example Asia Low Context Cultures rely heavily on words when interpreting meaning Example North America Europe Electronic Communication primary way of communication in organizations E mail Advantages Quickly Written Quickly Sent Quickly Stored Low Cost of Distribution Disadvantages Lack of Emotional Content Cold Informal Text Messaging Information Overload information inflow exceeds individual s processing capacity Real Time Rapid Communication Advantages Disadvantages Intrusive Distracting Informal Social Networking Blogs Web Site about a single person or company o Twitter hybrid application allowing users to post microblogs Video Conferencing permits employees to have real time meetings with people at different locations Saves Time Money Communication Barriers Men Women Men Women Emphasize status power independence Complain women talk too much Men tend to dominate meetings more likely to interrupt Offer solutions to problems Boast about accomplishments or compete with others Emphasize connection intimacy Criticize men for not listening Speak of problems to promote bonding Use polite words apologize Use indirect tactics unless they have equal power Improving the Message You Attitude Receiver s Point of View Emphasize What the Receiver s Wants Needs to Know Respects Receiver s Intelligence Rationality How Focus on Receiver s Motivation WIIFT Positive Honest Offer Multiple Levels of Access LADDER Approach to Listening Look like you re listening Ask questions to understand Don t interrupt Defuse you re dead spots Establish trust Resist defensive filtering Giving Receiving Criticism 3 R s For Giving Criticism 1 Raise the Issue be specific behavioral 2 Remain open listen 3 Request action set SMART goal 3 A s for Receiving Criticism 1 Acknowledge avoid defensiveness 2 Ask questions to better understand feedback 3 Agree to some action if possible Chapter 12 Leadership Leadership ability to influence a group toward the achievement of a vision or set of goals Leadership is based on inspiration not domination on cooperation not intimidation William Arthur Wood Management use of authority in designated formal rank to obtain compliance from organizational members Trait Approach Theory consider personal qualities characteristics that differentiate leaders Traits do not generalize for all situations Better at predicting leader emergence than leader effectiveness Assumption leaders are born Goal select leaders Problems Example Traits Extraversion Conscientiousness Openness Charismatic Enthusiastic Courageous Behavioral Approach Theory Assumption leaders can be trained Goal develop leaders Problem effective behaviors do not generalize for all situations Ohio State Studies University of Michigan Initiating Structure extent to which leader is likely to define structure their role the roles of employees Consideration extent to which leader is likely to have job relationships characterized by mutual trust respect for ideas and regard for feelings Employee Orientation emphasizes interpersonal relations takes personal interest in the needs of employees and accepts individual differences among members Production Orientation emphasizes technical or task aspects of job Contingency Theories Fielder s Contingency Model leader control based on leader member relations task structure position power Least Preferred Co Worker Questionnaire LPC instrument that measures whether a person is task or relationship oriented 3 Contingency Situational Dimensions 1 Leader Member Relations degree of confidence trust and respect members have for 2 Task Structure degree to which job assignments are procedurized structured or leaders unstructured 3 Position Power degree of influence a leader has over power variables hiring firing disciplining promotions and pay raises Leader Participation Model level of follower participation in decision making Situation Leadership Model SLT follower readiness willingness ability to perform jobs Path Goal Theory directive or supportive leadership based on task structure follower ability experience Leader Member Exchange Theory LMX follower in groups get more resources attention from leader Key Characteristics of Charismatic Leaders Charismatic Leadership Theory states that followers make attributions of heroic leadership abilities when they observe certain behaviors 1 Vision Articulation