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COMM 305: EXAM 3
Organizational Teams |
-interdependent
-complementary skills
-working toward a common purpose
-performance goal
-mutually accountable
|
Characteristics of teams |
-relational communication
-decision making
-norms
-cohesiveness, diversity, and satisfaction
-stuckness and stress |
Work Teams |
produce goods or services, stable membership
|
Parallel Team |
include members from different work groups to fulfill a specific need, usually short term |
Project Teams |
specialized members, time limited goals
|
Management Team |
manage subunits |
Virtual Teams |
Computer-mediated communication systems (CMCS)
-must have appropriate policies, training, technology, culture, leadership, and competencies for virtual teams to be successful
|
Conflict |
interaction of interdependent people who perceive opposition of goals, aims, values, and who see other party as potentially interfering with the realization of goals
|
Three I's of Conflict |
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
|
Constructive Conflict |
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
|
Destructive Conflict |
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 |
Avoidance Conflict Management Style |
denial of problem, evasion of confrontation
-useful when issue is of minor importance
-unproductive when issues must be discussed
|
Accommodation Conflict Management Style |
deemphasizing personal needs
-useful when preservation of relationship is important
-unproductive when important issues are evaded |
Competition Conflict Management Style |
exerting force over another party
-useful when power has been mutually acknowledged
-unproductive when less powerful parties lack chance to speak |
Compromise Conflict Management Style |
each party gives ground to reach solution
-useful when parties have enough resources to yield
-unproductive when conclusion fails to reach effectiveness |
Collaboration Conflict Management Style |
cooperative combination of resources and ideas
-useful when time is available to complete process
-unproductive when time, abilities, and commitment are absent. |
Antisocial Communication |
-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
|
Types of antisocial behavior |
- 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
|
Prevention of antisocial behavior |
Organizational Justice=perceptions of fairness and evaluations regarding appropriateness of workplace outcomes of processes |
Distributive Justice |
perceptions of fairness about outcomes received based on a standard, outcome, or rule |
Procedural Justice |
perceptions of fairness about process used to arrive at outcomes |
Interactional Justice |
perceptions of fairness of communication when procedures implemented
|
Situational Leadership |
leaders should use a mixture of directive and supportive behaviors
|
Path-goal Theory |
leaders must choose a style best suited to followers' needs, experience, and skills |
Transformational Leadership |
charismatic leaders inspire followers by satisfying needs, values, and motivations
|
Leadership
|
process of influence that takes place through communication to achieve goals or produce change from a collective of people |
Glass Ceiling |
metaphorically, prevents women (and others) from advancing within an organization or career |
White Collar |
professional, management
|
Blue Collar |
manufacturing, trade professionals
|
Pink Collar |
care oriented or nurturing work |
4 Components of Emotions |
1.Cognitve appraisal of events
2.Some feeling of action
3.Internal feeling
4.External physical characteristics |
Appropriateness (nonverbal cue) |
conformity to social norms of organization
|
Authenticity (nonverbal cue) |
revealing true feelings of communicators
|
Consistency (nonverbal cue) |
pattern of emotional expression |
Surface Acting |
inauthentic emotion prescribed by organization
|
Deep Acting |
authentic emotions by drawing on emotional memories |
Relational Emotion |
expression of emotion to colleagues
|
Emotional Boundary Spanning |
bringing emotions from work to home and from home to work
|
Emotional Eliciting |
drawing a particular emotion |
Emotional Regulating |
altering degree of emotion
|
Emotional Labels |
identifying emotions |
Emotional Transformation |
Changing emotions |
Provoking |
drawing emotions out of a coworker
|
Detecting/Anticipating |
uncovering or predicting what emotions another is feeling |
Maintaining |
keeping relationships in desired state
|
Intensifying |
using emotions to advance relationships
|
Forgiving |
expressing mercy towards someone who has wronged you |