UTA MANA 3318 Exam 2 Study Guide

Communication

Evoking of a shared or common meaning in another person.

interpersonal communication

between two or more people in an organization

communicator

person sending the message

Reciever

The person to whom a message is sent.

message

whatever a speaker communicates to someone else

feedback

The receiver's response to a message

Reflexive listening

Skill of carefully listening to a message and immediately repeating it back to the speaker

listening circles

People sitting in a circle where only one talks at a time; Talking turns are signaled by a talking stick.

proxemics

Study of an individual's perception and use of space

Kenesics

Study of body movement and posture

facial and eye behavior

Used to communicate an emotional state, reveal behavioral intentions, and cue the receiver

Paralanguage

Variations in speech that communicate messages

how can power poses and silence be useful in organizations

give you a sense of confidence and power

5 communication skills of effective supervisors

1. expressiveness

2. empathy

3. sensitivity

4. persuasiveness

5. informative managing style

4 verbal responses for reflective listening and examples

-Clarification of the implicit: invitation to tell more, to elaborate

-Reformulation: let sender know that the consent of the message has been understood

-Reflecting core feelings: let sender know the feelings in the message has been understand

-Summary: make links between several parts of the messages and identify central or recurring themes

Civility vs incivility

civility is communication and behavior that respect the integrity and dignity of the individual

incivility is discourteous communication and rude behavior that are disrespectful, hurtful, or injurious

Defensive vs nondefensive communication

defensive: Aggressive, malevolent, passive, or withdrawn message

nondefense: Assertive, direct, and powerful messages

subordinate vs dominant defensiveness (defensive communication)

Subordinate: Submissively permitting another to ignore or deny one's rights/opinion; asking for permission

Dominant Defensiveness: Threatening the rights/opinion of another; giving & denying permission

employee voice behavior

Communication of suggestions, concerns, information about problems, or work-related opinions to effect constructive changes in the workplace

Assertiveness

behavior intended to express dominance or confidence. Are concerned with both their needs as well as other people's needs.

positive healthy communucation

aiming to reach for both collaboration to reach organizational goals and honest and well managed competition

communication disease and its cure

Loneliness and social isolation resulting from the absence of heartfelt communication in relationships, leading to cardiovascular issues.

the Cure communication from the heart with one another;• Achieved when a person maintains a healthy internal conversation between his thoughts and emotions.

cardiac coherence technique

Bringing the heart, mind and emotions into balanced alignment.

group vs team and viewpoints toward goal, synergy, accountability

group is Two or more people with common interests, objectives, and continuing interaction

work team is a Group of people with complementary skills who are committed to a common mission, performance goal, and approach for which they hold themselves mutually accountable

benefits of working in team for organizations

Joint action by a team in which individual interests are subordinated to team unity

factors that influence group behavior

norms of behavior, group cohesion, social loafing, loss of individuality

norms of behavior

Group standards used to evaluate behavior of members

what do the Ash students demonstrate

behaviors of conformity with the norm via two mechanisms:

• Members with differing opinions feel extensive pressure to align with others to match the group standards

• Members avoid being visibly different because of their desire to be accepted by the group

what is groupthink and how do we prevent it? how did it take place in the challenger space shuttle disaster

Groupthink is situations in which group pressures for conformity prevents the group from critically appraising unusual, minority, or unpopular views. Was two afraid to speak up

how can norms towards CWBs affect group behavior? and how can we prevent it (counterproductive work behavior)

Recognize that groups can dramatically affect individual behavior in organizations, to either a positive or negative effect. To decrease the possibility of deviant workplace activities, ensure that group norms do not support antisocial behavior.

Group cohesion and how we can promote it

Interpersonal glue that bonds group members together. we can promote it by making the group smaller, encourage agreement with group goals, and increase the time spent together.

social loafing and how it can be prevented

Failure of a member to contribute personal time, effort, thoughts, or other resources. it can be prevented by setting up group goals, engage in peer evaluation, and increase inter-group competition

what is loss of individuality

individual group member's loss of self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior

social identity theory

People have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group.

robbers cave experiment

Teaches a cooperative goal can bring two hostile groups together, thus reducing the competition and enhancing cooperation

bystander effect

individuals are less likely to offer help to a victim when other people are present

forming formal vs informal groups

• Official or assigned groups gathered to perform various tasks

• Groups that evolve in the work setting to meet needs not met by formal groups

when is it good to have larger vs smaller groups

Smaller groups are faster at completing tasks + better doing something productive with input

Large groups are good for gaining diverse input.

best personality managers look for

Personality - Teams with high average levels of Conscientiousness, Extroversion, & Agreeableness perform better

punctuation equilibrium theory

the theory that companies go through long periods of stability, followed by short periods of dynamic, fundamental change, and then a new equilibrium

5 stages of Tuckman's five stage model

1. Forming 2.Storming 3.Norming 4.Performing 5. Adjourning

how task and maintenance functions influence group performance

help build a group's sense of identity and develop the social relationships in a group.

taskwork vs teamwork processes

taskwork is work assigned or imposed as a task and teamwork processes is divided into three categories: the transition process, action processes, and interpersonal processes.

taskwork processes

the activities of team members that relate directly to the accomplishment of team tasks.

teamwork processes and difference between transition, action, and interpersonal processes.

-Transition process establishing an understanding of the overall objective

-Action process is racking progress toward completion of tasks and activities

-interpersonal processes establishing conditions to avoid disagreement and resolving conflict when it occurs

processes gains and processes losses

Processes Gain is when groups work better than we would expect, given the individuals who form them

Processes Losses is an outcome in situations in which groups perform more poorly than we would expect, given the characteristics of the members of the group.

Five steps in decision making process

-identify and define the problem

-generate and evaluate alternative solutions

-choose a preferred course of action and conduct the "ethics double check"

-implement the decision

-evaluate results

what's the difference between systems 1 vs 2 of thinking

System 1 operates automatically and quickly, with little or no effort and no sense of voluntary control.

System 2 allocates attention to the effortful mental activities that demand it, including complex computations

what is the rational model of decision making and its assumptions?

Rational model of decision making is a model where individuals use facts and information, analysis, and a step-by-step procedure to come to a decision. it assumes that people will make choices that maximize benefits and minimize any costs.

what is the bounded rounded model of decision making and its assumptions?

The idea that decision-making is limited by the information available, the decision-maker's cognitive limitations, and the finite amount of time available to make a decision.

What is escalation of commitment?

Escalation of commitment is a human behavior pattern in which an individual or group facing increasingly negative outcomes from a decision, action, or investment nevertheless continues the behavior instead of altering course.

what is intuition model of decision making and its assumptions?

Involves being able to gather information that other individuals may miss. Assumptions are things we believe, either consciously or subconsciously, to be true, without requiring any supporting evidence

risk aversion and whos most susceptible to it

Risk aversion refers to the tendency of an economic agent to strictly prefer certainty to uncertainty the most at risk are among older investors and retirees.

cognitive styles and how they relate to left/right hemispheres

The theory is that people are either left-brained or right-brained, meaning that one side of their brain is dominant. If you're mostly analytical and methodical in your thinking, you're said to be left-brained. If you tend to be more creative or artistic, you're thought to be right-brained.

3 reasons for using groups to make decisions

-Understand the pros and cons of individual and group decision making.

-Learn to recognize the signs of groupthink.

-Recognize different tools and techniques for making better decisions.

What is group polarization?

group polarization refers to the tendency for a group to make decisions that are more extreme than the initial inclination of its members.

what are quality circles

a group of employees that meets regularly to consider ways of resolving problems and improving production in their organization

leadership vs management

leadership is the process of guiding and directing the behavior of people in the work environment toward the achievement of a vision or set of goals

management is the planning, budgeting, organizing, staffing, controlling and problem solving

leaders vs managers

leaders have people who follow them (encourage close intense working relationships)

managers have people who work for them (avoids solitary work activity)

leadership

Process of guiding and directing the behavior of people in the work environment toward the achievement of a vision or set of goals

formal vs informal leadership

Formal leadership: Officially sanctioned leadership based on the authority of a formal position

Informal leadership: Unofficial leadership accorded to a person by other members of the organization

role of trait theory

suggests that certain inborn or innate qualities and characteristics makes someone a leader. These qualities might be personality factors, physical factors, intelligence factors and so on.

main questions trait theory tries to answer

Can we identify personal qualities and characteristics that differentiate leaders from non-leaders?

two conclusions to trait theory

-Contradictory findings, mostly weak relationships: no generalizable profile, mostly affects who becomes the leader

-Genetic factors explain 30% variance in leadership effectiveness, while situational factors explain the remaining 70%

role of foundational behavioral research in development of leadership theories

the behavioral leadership theory helps leaders focus on their actions and utilize their decisions to be a great leader.

main question the 3 theories seek to answer

Can we identify (1) decision-making styles & (2) day-to-day behaviors that differentiate effective leaders from non-effective leaders?

3 leadership styles identifies by Lewin and colleagues studies

Laissez-Faire style, Democratic Style, and Autocratic Style

what are the two broad dimensions that encompass leaderships according to Ohio state vs Michigan studies

The Ohio State University approach places the two leadership behaviors at opposite ends of the same continuum, making it one-dimensional with two styles. The University of Michigan model considers the two behaviors independent of one another, making it two-dimensional with four styles.

followership

Process of being guided and directed by a leader in the work environment

5 types of followers

alienated, conformist, pragmatist, passive, exemplary

two contingency theories of leadership

Vroom-Yetton-Jago Normative decision & time-driven model

Situation leadership model

what question do these two theories answer

designed to help you to identify the best decision-making approach and leadership style to take, based on your current situation

5 decision making styles according to normative decision model

Decide, Delegate, Facilitate, Consult Group, and consult individually

situational leadership model

Predicts that leader effectiveness is maximized when leader behaviors match follower maturity level

4 decision making styles

1. Directive

2. Analytical

3. Conceptual

4. Behavioral

leader member exchange model

approach to leadership that stresses the importance of variable relationships between supervisors and each of their subordinates

ingroup vs outgroup

Ingroup is the people with whom we share a common group identity. Outgroup are those perceived as different or apart from our ingroup.

transformation leadership

is a pattern of behaviors that sets the leader up as a role model who inspires followers to high levels of performance.