COMM 305: EXAM 3
47 Cards in this Set
| Front | Back |
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Organizational Teams
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-interdependent
-complementary skills
-working toward a common purpose
-performance goal
-mutually accountable
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Characteristics of teams
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-relational communication
-decision making
-norms
-cohesiveness, diversity, and satisfaction
-stuckness and stress
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Work Teams
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produce goods or services, stable membership
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Parallel Team
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include members from different work groups to fulfill a specific need, usually short term
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Project Teams
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specialized members, time limited goals
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Management Team
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manage subunits
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Virtual Teams
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Computer-mediated communication systems (CMCS)
-must have appropriate policies, training, technology, culture, leadership, and competencies for virtual teams to be successful
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Conflict
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interaction of interdependent people who perceive opposition of goals, aims, values, and who see other party as potentially interfering with the realization of goals
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Three I's of Conflict
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Interaction=expression of incompatibility, communicating about issues
Interdependent=behaviors of employees are intertwined and impact one another
Incompatible goals=contradictory ideas about a variety of organizational issues
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Constructive Conflict
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focus on solving problems
-allows for growth and change
-opportunity to resolve differences in opinion
-forum of unifying group of employees
-enhance productivity and commitment
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Destructive Conflict
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dysfunctional handling that affects goals, decisions, and relationships
-negativity influenced by lack of agreement
-respective positions are stubbornly reinforced
-employees become divisive
-decreased productivity, satisfaction, and commitment
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Avoidance Conflict Management Style
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denial of problem, evasion of confrontation
-useful when issue is of minor importance
-unproductive when issues must be discussed
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Accommodation Conflict Management Style
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deemphasizing personal needs
-useful when preservation of relationship is important
-unproductive when important issues are evaded
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Competition Conflict Management Style
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exerting force over another party
-useful when power has been mutually acknowledged
-unproductive when less powerful parties lack chance to speak
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Compromise Conflict Management Style
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each party gives ground to reach solution
-useful when parties have enough resources to yield
-unproductive when conclusion fails to reach effectiveness
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Collaboration Conflict Management Style
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cooperative combination of resources and ideas
-useful when time is available to complete process
-unproductive when time, abilities, and commitment are absent.
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Antisocial Communication
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-communication intended to harm others
→ can be personal or professional gain
→ can be physical or verbal
→ can be active or passive
→ can be direct or indirect
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Types of antisocial behavior
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- Verbal Aggressiveness=messages to harm self concept of others and inflict psychological harm
-Indirect interpersonal aggression=harm caused without using face-to-face communication
-Obstructionism=interfering with another persons job
-Deception=dishonesty
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Prevention of antisocial behavior
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Organizational Justice=perceptions of fairness and evaluations regarding appropriateness of workplace outcomes of processes
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Distributive Justice
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perceptions of fairness about outcomes received based on a standard, outcome, or rule
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Procedural Justice
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perceptions of fairness about process used to arrive at outcomes
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Interactional Justice
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perceptions of fairness of communication when procedures implemented
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Situational Leadership
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leaders should use a mixture of directive and supportive behaviors
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Path-goal Theory
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leaders must choose a style best suited to followers' needs, experience, and skills
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Transformational Leadership
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charismatic leaders inspire followers by satisfying needs, values, and motivations
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Leadership
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process of influence that takes place through communication to achieve goals or produce change from a collective of people
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Glass Ceiling
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metaphorically, prevents women (and others) from advancing within an organization or career
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White Collar
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professional, management
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Blue Collar
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manufacturing, trade professionals
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Pink Collar
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care oriented or nurturing work
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4 Components of Emotions
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1.Cognitve appraisal of events
2.Some feeling of action
3.Internal feeling
4.External physical characteristics
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Appropriateness (nonverbal cue)
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conformity to social norms of organization
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Authenticity (nonverbal cue)
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revealing true feelings of communicators
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Consistency (nonverbal cue)
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pattern of emotional expression
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Surface Acting
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inauthentic emotion prescribed by organization
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Deep Acting
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authentic emotions by drawing on emotional memories
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Relational Emotion
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expression of emotion to colleagues
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Emotional Boundary Spanning
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bringing emotions from work to home and from home to work
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Emotional Eliciting
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drawing a particular emotion
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Emotional Regulating
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altering degree of emotion
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Emotional Labels
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identifying emotions
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Emotional Transformation
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Changing emotions
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Provoking
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drawing emotions out of a coworker
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Detecting/Anticipating
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uncovering or predicting what emotions another is feeling
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Maintaining
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keeping relationships in desired state
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Intensifying
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using emotions to advance relationships
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Forgiving
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expressing mercy towards someone who has wronged you
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Study Guide: Terms and Definitions