Exam 2 BA 350 Randel

The communication process definition

The communication process definition

steps between a source and a receiver that result in the transference and understanding of meaning

the communication process steps

sender - encoding - message - channel - decoding - receiver - noise - feedback

sender

initiates message by encoding a thought

original information source

encoding

transmitter that convert the message into signals

channel

medium through which the message is sent

how the message is conveyed

decoding

translating the symbols of the messages into an understandable form

receiver

intended target of message

noise

communication barriers that distory that clarity of the message

channel richness

amount of info that can be transmitted during communication episode

low channel richness

formal reports, bulletins, memos, letters

high channel richness

video conferences, face-to-face conversations

barriers to effective communication

information overload, filtering, selective perception, emotions, language, communication apprehension

information overload

condition in which info inflow exceeds an individuals processing capacity

more info than they can sort or use

most ppl like this

filtering

a sender’s manipulation of information so that it will be seen more favorably by the receiver

selective perception

People selectively interpret what they see based on their interests, background, experience, and attitudes 

communication apprehension

People experience undue tension or anxiety surrounding their communication with others 

cross cultural communication

cultures tend to differ in degree to which context influences the meaning individuals take from communication

high context cultures

• People rely heavily on nonverbal and subtle cues in communicating with others, 

  • Japan, Kenya, Saudi Arabia, and India

  • and a person's official status, place in society and reputation carry considerable weight.

low context cultures

• Rely essentially on spoken and written words to convey meaning, body language and formal titles are secondary

  • USA, Australia, Germany, and Denmark 

hierarchy of needs

Abraham Maslow

• Hypothesizes that within every human being, there is a hierarchy of five needs humans are motivated to meet 

  1. self actualization

  2. esteem

  3. social belongingness

  4. safety

  5. physiological needs

self actualization (maslow)

Drive to become what we can become, includes growth, achieving our potential, and sulf fulfillment 

esteem (maslow)

Internal factors such as self-respect, autonomy and achievement as well as external factors such as status, recognition, and attention 

social belongingness /love (maslow)

Affection, love, belongingness, acceptance, and friendship 

safety (maslow)

Security and protection from physical and emotional harm

physiological needs (maslow)

Hunger, thirst, shelter, sex, and other bodily needs

two factor theory

Frederick herzberg

• Theory that relates intrinsic factors to job satisfaction and associated extrinsic factors with dissatisfaction

hygiene factors (herzberg)

• factors that when adequate in a job, placate workers and limit job dissatisfaction 

  • such as company policy and administration, supervision, and salary

intrinsic motivation (herzberg)

• The desire to work on something because it is interesting, exciting, satisfying, and challenging 

  • advancement, recognition, responsibility, and achievement

extrinsic factors (herzberg)

• Supervision, pay, company policies, work conditions 

McClelland’s Theory of needs

• Unlike Maslow’s hierarchy, suggests that needs are more like motivating factors than prerequisites for survival 

  3 primary needs

  1. needs for achievement

  2. need for power

  3. need for affiliation

need for achievement (McClelland)

the need to excel or achieve to a set of standards

need for power (McClelland)

Is the need to make others behave in a way they would not have otherwise

need for affiliation (McClelland)

The need to establish friendly and close interpersonal relationships 

Theory X

• is the belief that employees are motivated by pay and they need supervision to make sure they get their work done. 

• gives importance to supervision,

Theory Y

• employees are motivated by the work itself, finding autonomy, meaning, and gaining a sense of accomplishment from the work.

• stresses on rewards and recognition.

ERG theory

Clayton Alderfer

• three groups of core needs; existence, relatedness, and growth

• more than one need can be operative at a time

existence (alderfer)

provision of basic material requirements

relatedness (alderfer)

desire for relationships

growth (alderfer)

desire for personal development

Cognitive evaluation theory

• A sub-theory that suggests that extrinsic rewards reduce people’s intrinsic interest in a task 

• When people are paid for work, it feels less like something they want to do and more like something they must do

goal setting theory

edwin lock and gary lathem

• Intentions to work towards a goal are considered a major source of work motivation and lead to higher performance 

  • more effective when tasks are independent rather than interdependent

self efficacy

• An individual’s belief of being capable of performing a task 

  • The higher your self-efficacy, the more confidence you have in your ability to succeed 

ways to increase self efficacy

enactive mastery (experience), vicarious modeling, verbal persuasion, arousal

reinforcement theory

• Theory suggesting that behavior is a function of its consequences

  • Can be modified by providing (controlling) consequences 

equity theory

A theory stating that individuals compare their job inputs and outcomes with those of others

expectancy theory

• the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by the given outcome and on the attractiveness of that outcome to the individual 

  • Employees will be motivated to exert a high level of effort when they believe that it will lead to a good performance appraisal, which will lead to rewards

organizational justice

• An overall perception of what is fair in the workplace

  • How employees feel about authorities and decision makers ar work treat them 

  • How people adhere to or violate rules and principles in the workplace 

distributive justice

• Perceived fairness of the amount and allocation of rewards among individuals

  • Fairness of the outcomes, such as pay and recognition

procedural justice

• The perceived fairness of the process used to determine the distribution of rewards 

  • Employees perceive the procedures are fairer when they are given a say in the decision-making process

interactional justice

perception of fairness in interpersonal treatment, such as respectful communication and dignity in organizational interactions.

informational justice

• The degree to which employees are provided truthful explanations for decisions 

  • Reflects whether managers provide employees with explanations for key decisions and keep them informed of important organizational matters 

interpersonal justice

• The degree to which employees are treated with dignity and respect 

  • Some leaders may treat some followers fairly and other unfairly, leading to lower justice perceptions 

management by objective (MBO)

• A program that encompasses specific goals, partitively set, for an explicit period, with feedback on goal progress

  • Set goals that are tangible, verifiable, and measurable 

  1. Goal specificity 

  2. Participation in decision-making 

  3. An explicit time-period 

  4. Performance feedback

job (re)design

• The way elements in a job are organized can influence employee effort

job characteristics

A model proposing that any job can be described in terms of five core job dimensions; skill variety, task identity, task significance, autonomy, feedback

skill variety (job charac. model)

The degree to which job requires a variety of activities using different skills or talents

task identity(job charac. model)

• The degrees to which a job requires completion of a whole and identifiable piece of work 

task significance (job charac. model)

A job bas a substantial impact on the lives or work of other people

Autonomy (job charac. model)

• A job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out 

feedback (job charac. model)

• Carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of the individual’s performance

job rotation

• The periodic shifting of an employee from one task to another 

  • Is an important aspect of modern work 

  • Respond more flexibility to the volume of incoming orders while while reducing employee boredom and increasing motivation 

job enlargement

• Adding additional activities within the same level to an existing role 

job enrichment

• Adding high-level responsibilities to a job to increase intrinsic motivation

  • To increase a sense of purpose, direction, meaning, and intrinsic motivation

  • It involves adding another layer of responsibility and meaning 

employee involvement

Employee involvement and participation (EIP)

• A participative process that uses the input of employees to increase employee commitment to organizational success

participative management

• Subordinates share a significant degree of decision-making power with their immediate superiors 

  • Followers must have trust and confidence in their leaders 

variable pay programs

• A pay plan that bases a portion or all of an employee’s pay on some individual and/or organizational measure of performance

  • Salespeople and executives 

piece-rate pay plan

• A pay plan in which workers are paid a fixed sum for each unit of production completed 

  • No base salary and pays employee only for what they produce

profit sharing plan

An organization-wide program that distributes compensation based on some established formula designed around a company’s profitability 

gainsharing

Employees as a group earn bonuses for cooperating to improve plant performance through the involvement and participation of its people 

employee recognition programs

A plan to encourage specific employee behaviors by formally appreciating specific employee contributions 

which motivation theories are related

management by objectives MBO

• Goal setting

Employee recognition

• Reinforcement theory 

Participative management 

• Theory Y

Employee involvement 

• Theory Y

Job redesign 

• 2-factor theory 

Variable pay programs 

• Expectancy theory

group

Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives 

punctuated equilibrium model

• A set of phases that temporary groups go through that involves transitions between inertia and activity 

  • Temporary groups with finite deadline pass through unique sequencing of actions 

punctuated equilibrium model steps

1. The first meeting sets the group's direction 

2. The first phase of group activity is one of inertia and thus makes slower progress 

3. A transition takes place when the group has used up half its allotted time 

4. This transition initiates major changes

5. A second phase of inertia follows the transition 

6. The group’s last meeting is characterized by markedly accelerated activity 

norms

• Acceptable standards of behavior within a group that are shared by the group’s members that express what they ought to do and ought not to do under certain circumstances

  • not just leader-established, opinion-driven policies

    • For them to be adopted they must be accepted by all

conformity

• The adjustment of one’s behavior to align with the norms of the group 

Asch study

• formed groups of seven or eight people who were asked to compare two cards 

  • Publicly state a perception that differed from the exposition of others or give an incorrect answer that agreed with the others

status

• A socially defined position or rank given to groups or group members by others 

status characteristics theory

• A theory stating that differences in status characteristics create status hierarchies within groups 

  • power a person has over control and over people

  • persons ability to contribute to a groups goals

  • individuals personal characteristics

social loafing

Tendency for individuals to expend less effort when working collectively than when working individually

Cohesiveness

• The shared bond driving group members to work together and stay in the group 

relationship between cohesion and productivity

• depends on the group performance-related norms 

  • If norms for quality, output, and cooperation with outsiders are high, a cohesive group will be productive

  • But if cohesion is high and performance norms are low, productivity will be low 

groupthink

Describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views 

• Individuals who hold a position different from that of the dominant majority are under pressure to suppress, withhold, or modify their true feelings and beliefs 

group shift

• A change between a group’s decision and an individual decision that a member within the group would make; can be toward either conservatism or greater risk, but it generally is toward a more extreme version of the group’s original position 

nominal group technique

• A group decision-making method in which members meet to pool their judgments in a systematic but independent fashion 

nominal group technique steps

1. Before any discussion, 

   a. each member independently records ideas about the problem.

2. Afterward, 

   a. each member presents one idea to the group. No discussion takes place until all ideas have been presented and recorded.

3. The group discusses the ideas 

   a. for clarity and evaluates them.

4. Each group member silently and independently rank-orders 

   a. the ideas. The idea with the highest aggregate ranking determines the final decision.

work group

• A group that interacts primarily to share information and make decisions to help each group member perform within their respective area of responsibility

  • No need ot opportunity to engage in collective work with joint effort 

  • Just need each individual contribution

work team

• A group whose individual efforts result in performance that is greater than the sum of individual inputs. 

  • Generates positive synergy through coordination 

  • Skills are complementary to each other 

self managed work teams

A team of employees who autonomously implement solutions and take responsibility for the outcomes of solutions (responsibilities normally adopted by supervisors)

cross functional teams

• A team of employees from about the same hierarchical level but from different work areas who come together to accomplish a task 

virtual teams

A team of employees that uses technology to tie together physically dispersed members in order to achieve a common goal.

Team effectiveness model

team context, team composition, team processes and states

team context

adequate resources, leadership and structure, culture and climate, performance evaluation and reward system, crises and extreme contexts

team composition

how the teams should be staffed

abilities, personalities, allocation of roles, diversity, team size, member preferences

team processes and states

teams could create outputs greater than the sum of their inputs

common plan and purpose, mental models, team conflict, social loafing, team states, motivation

teams arent always the anser

The benefits of using teams must exceed the costs, and that is not always possible 

1. Can the work be done better by more than one person 

2. Does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? 

3. Determine whether the members of the group are interdependent. 

functional conflict

• Conflict that supports the goals of group and improves its performance

  • Challenges the status quo, furthers the creation of new ideas, promotes reassessment of group goals and activities, and increases 

dysfunctional conflict

Conflict that hinders group performance 

relationship conflict

Conflict based on interpersonal relationships