Organizational Communication, Leadership, and Group Dynamics

Flashcards about Organizational Communication, Leadership, Group Behavior, and Conflict Resolution

The transmission of information from one person or group to another person or group; an ongoing process that serves as the lifeblood of the organization.

Organizational Communication

Messages sent from superiors to subordinates, including instructions, feedback, and policy information.

Downward Communication

The flow of messages from lower levels to upper levels, containing feedback, production reports, or information about problems.

Upward Communication

Communication that flows between people at the same level in the hierarchy, important for coordinating activities or between departments.

Lateral Communication

Synonymous with lateral communication, communication among employees at the same organizational level.

Horizontal Communication

Represented by the organizational chart, depicting prescribed patterns for officially sanctioned messages.

Formal Lines of Communication

Network comprising spontaneous, emergent patterns resulting from individual choices, also known as the grapevine.

Informal Communication Lines

Poorly substantiated, about individuals, lacking significance.

Gossip

Poorly substantiated, significant to communicators, about individuals or topics.

Rumor

Communication among employees not directly related to task completion.

Informal Communication

Communication related to organizational tasks.

Business Communication

Communication networks that direct communication through specific members.

Centralized Networks

Communication networks where messages can originate anywhere and are not directed through specific members.

Decentralized Networks

Involves the exchange of a message from one person to another across a channel.

Interpersonal Communication

Involves seeking, offering, and negotiating work-related information and resources.

Task-Related Communication

Involves seeking, offering, and receiving social information and support.

Relations-Oriented Communication

Physical or psychological distractions that disrupt the effective flow of communication.

Noise

Distortion of information by intentionally not communicating certain information.

Filtering

Distortion by elaborating, overestimating, or minimizing parts of the message.

Exaggeration

Neglecting to convey important details to avoid redundancy.

Undercommunication

A crucial communication skill involving understanding styles and applying specific techniques.

Listening

Six main listening styles: Leisure, inclusive, stylistic, technical, empathic, and nonconforming.

LISTEN Theory

Observing ideal behavior, rehearsing through role-playing, receiving feedback, and practicing on the job.

Behavior Modeling

Used to help workers gain insight into their behavior and interactions, aiming to increase openness.

T-Groups (Sensitivity Training)

Being better listeners and sensitive to the needs and concerns of supervisees.

Managerial Actions and Practices

Involves acquiring, developing, and utilizing leadership capability.

Leadership Development

Suggests that each leader has a behavioral style that is effective only in a specific organizational climate.

IMPACT Theory

Effective leaders must choose leadership styles based on factors like subordinates’ abilities and the task structure.

Path-Goal Theory

Effective leaders must adapt their style to fit both the situation and the followers’ competency and motivation levels.

Situational Leadership Theory

Leaders adapt their decision-making strategy based on situational characteristics.

Decision-Making Model

Relate to knowledge of operations, procedures, equipment, markets, and clients.

Technical Skills

Involve analyzing complex events, perceiving trends, recognizing changes, and identifying problems.

Conceptual Skills

Encompass understanding interpersonal and group processes, maintaining cooperative relationships, and persuasive ability.

Interpersonal Skills

Posits that leaders are born with innate abilities.

Great Man/Woman Theory

Attempts to identify specific personality traits or characteristics common to all effective leaders.

Trait Theory

Identified two key dimensions of leader behavior: Initiating Structure and Consideration.

Ohio State Leadership Studies

Identified similar dimensions, often termed Task-Oriented Behaviors and Relationship-Oriented Behaviors.

University of Michigan Leadership Studies

An application stressing that the best leaders show high concern for both production and people.

Leadership Grid (Managerial Grid)

Focuses on the use of power and influence processes by a leader to affect a group.

Power and Influence Approach

Effective leadership depends on matching the leader’s style to the favorability of the situation.

Fiedler's Contingency Model

Focuses on the leader’s role in clarifying the paths subordinates need to take to reach desired goals.

Path-Goal Theory

Provides a framework for leaders to choose the appropriate level of subordinate participation in decision-making.

Decision-Making Model (Vroom-Yetton)

Leaders should adapt their style to the readiness level of their followers.

Situational Leadership Theory (Hersey & Blanchard)

Relates leader behavioral styles to different organizational climates.

IMPACT Theory

Focuses on the unique relationships leaders develop with individual subordinates.

Leader-Member Exchange (LMX) Theory

Leaders who profoundly influence followers through vision, inspiration, and empowerment.

Charismatic and Transformational Leadership

Leaders possess exceptional qualities that inspire loyalty and motivation.

Charismatic Leadership

Leaders who influence major changes in attitudes and empower followers.

Transformational Leadership

Examines followers’ perceptions and expectations about effective leadership.

Implicit Leadership Theory (ILT)

Leadership is distributed among group members rather than centralized.

Shared Leadership

Based on having useful knowledge or expertise that others need.

Expert Power

Formal power derived from a position, giving the right to influence.

Legitimate Power

The ability to provide positive incentives or rewards for desirable behavior.

Reward Power

The capacity to punish others or use threats to affect behavior.

Coercive Power

Exists when followers identify with or admire a leader and their goals.

Referent Power

Control over the physical environment, technology, and work organization.

Ecological Control

Behavioral reaction to a perception that another person is keeping you from a goal.

Conflict

Between two individuals.

Interpersonal Conflict

Individual's needs differ from the group's needs, goals, or norms.

Individual–Group Conflict

Conflict that arises within a group.

Intragroup Conflict

Conflict between two or more groups.

Group–Group Conflict

Conflict between organizations.

Interorganizational Conflict