Communication Theory and Management Practice

Comprehensive vocabulary flashcards covering communication models, leadership theories, negotiation tactics, and business writing principles from the transcript.

Shannon & Weaver Model (1949)

A foundational communication process model that outlines how information is transmitted from a sender to a receiver through a series of steps including Sender → Message → Channel → Receiver → Feedback, while accounting for potential interruptions known as noise that may distort the intended message.

Berlo’s Model (1960)

This model emphasizes that effective communication depends on four key components: Sender, Message, Channel, and Receiver. It suggests that the success of communication is influenced by the skills, attitudes, knowledge, and cultural context of both the sender and the receiver.

Intrapersonal Communication

A form of communication that occurs within an individual, involving self-talk, reflection, and internal thought processes that can influence one's beliefs and actions.

Interpersonal Communication

Direct communication between two or more individuals, characterized by the exchange of messages, ideas, and emotions, often occurring in face-to-face settings.

Public Communication

A form of communication that involves one speaker conveying information to a large audience, typically with the intention of informing, persuading, or entertaining.

Mass Communication

Communication intended for a broad audience, often delivered through media channels such as television, radio, newspapers, and digital platforms.

Kinesics

The study and interpretation of body language as a form of nonverbal communication, exploring how gestures, posture, and facial expressions convey information and emotions.

Proxemics

The analysis of personal space and physical distance in communication, which can vary between cultures and contexts, influencing interactions and social relationships.

Haptics

The study of touch as a form of nonverbal communication, examining how physical contact can convey emotions, establish connection, and influence interpersonal dynamics.

Evidence-Based Management

A decision-making approach grounded in four pillars: scientific evidence, organizational data, professional expertise, and stakeholder values, aimed at optimizing outcomes in management.

Critical Thinking

The intellectual process of questioning assumptions, evaluating evidence, and reasoning logically to form judgments or conclusions.

Person–Job Fit (P–J Fit)

The alignment between an individual’s skills, abilities, and interests with the specific requirements and tasks of a job, which can influence job satisfaction and performance.

Person–Organisation Fit (P–O Fit)

The congruence between an individual’s values and the culture of the organization, affecting overall job satisfaction and employee retention.

STAR Model

An effective technique for crafting behavioral responses in interviews that involves outlining the Situation, Task, Action taken, and Result achieved.

AIDA Formula

A framework for structuring persuasive cover letters and pitches: Attention (grab interest), Interest (engage), Desire (create a want), and Action (prompt a response).

PREP Formula

A structured approach for presentations consisting of Point (statement), Reason (support), Example (illustration), and Point (reaffirmation).

Panel Interview

A type of interview format where multiple interviewers question a candidate simultaneously, often assessing different aspects of the candidate's qualifications.

Conversational Questions

Informal and open-ended questions used by interviewers to create a relaxed atmosphere and gather general information about a candidate’s background and personality.

Behavioural Questions

Questions designed to elicit responses based on past experiences that reveal how candidates have handled specific situations, used to predict future behaviour.

Projective Questions

Hypothetical questions posed to candidates that assess how they would handle imagined situations, often revealing their problem-solving skills and judgment.

Confirmation Bias

A cognitive distortion where individuals favor information that confirms their pre-existing beliefs while disregarding contradictory evidence.

Anchoring Bias

A psychological bias where an individual relies too heavily on an initial piece of information when making decisions, despite subsequent data.

Affective Heuristic

A cognitive shortcut where the interviewer’s emotions influence their evaluation of a candidate, potentially leading to biased judgments.

Presentation Structure (Percentages)

An ideal framework for organizing presentations, suggesting that the Intro should constitute 10\text{\text{%}}, the Body 80\text{\text{%}}, and the Conclusion 10\text{\text{%}} of the total presentation.

Five Stages of Listening

A process of active listening consisting of five steps: 1. Receiving (hearing), 2. Understanding (comprehending), 3. Remembering (retaining the information), 4. Evaluating (assessing), 5. Responding (providing feedback).

Active Listening (Covey)

An attentive listening strategy that involves three key components: Attending (focusing on the speaker), Encouraging (showing interest), and Reflecting (paraphrasing for clarity).

Spiral of Silence

A social phenomenon where individuals are reluctant to express their opinions if they believe they are in the minority, leading to a perceived lack of support for those views.

Parkinson’s Law

A principle stating that the amount of work expands to fill the time available for its completion, which can affect productivity and efficiency.

Yerkes–Dodson Law

A psychological principle suggesting that a moderate level of stress can optimize performance, while too much or too little stress can hinder it.

Synchronous Meetings

Real-time virtual meetings where participants interact live, allowing for immediate feedback and engagement.

Asynchronous Meetings

Meetings conducted over a period of time where participants do not need to be present simultaneously, allowing for flexibility and consideration of responses.

Great Person Theory

The theory positing that effective leaders are inherently born with qualities that predispose them to leadership, rather than made through experience or training.

Directive Leadership

A leadership approach characterized by providing clear instructions and closely supervising employees, ensuring compliance and task completion.

Permissive Leadership

A leadership style that grants employees significant freedom in decision-making, minimizing supervision and encouraging autonomy.

Democratic Leadership

Leadership that involves team members in the decision-making process and values their input, promoting collaboration and consensus.

Autocratic Leadership

A leadership style where the leader makes decisions independently and expects subordinates to comply without input or feedback.

Two-Dimensional Leadership Model

A framework that assesses leadership effectiveness based on two key dimensions: Task orientation (focus on completing tasks) and Relationship orientation (focus on maintaining interpersonal relationships).

Transformational Leadership

A leadership style marked by a charismatic and visionary approach, fostering motivation, intellect stimulation, and individual development among followers.

Situational Leadership

A flexible leadership model that outlines four leadership styles: Telling (directive), Selling (persuasive), Participating (collaborative), and Delegating (empowering).

Coercive Power

A form of formal authority based on an individual's capacity to impose penalties or punishments to influence behavior.

Resource Power

A form of formal authority arising from an individual's control over valuable resources, which can influence and affect others.

Referent Power

A type of personal influence derived from the admiration or respect others have for an individual, leading to the ability to sway opinions and actions.

Influence Tactics

Methods used to affect others’ decisions or behaviours, which may include Rational persuasion, Inspirational appeal, Consultation, Exchange, and Pressure.

Interactionist View

A viewpoint that recognizes that some level of conflict can be beneficial to an organization, fostering creativity, problem-solving, and improving performance.

Dual Concerns Model: Competing

A style of conflict resolution where individuals prioritize their own interests over those of others, often leading to a win-lose scenario.

Dual Concerns Model: Accommodating

A conflict resolution approach characterized by a high concern for others' interests, often leading to a win-lose scenario in favor of the other party.

Dual Concerns Model: Compromising

A style of conflict resolution where individuals have moderate concern for both their and others' interests, often leading to mutually acceptable solutions.

Distributive Bargaining

A negotiation strategy where one party wins at the expense of the other, often viewed as a zero-sum game.

Integrative Bargaining

A negotiation approach that seeks win-win solutions by accommodating the interests of both parties, fostering collaboration and mutual benefit.

BATNA

The acronym for Best Alternative To a Negotiated Agreement, representing the most advantageous alternative course of action available if negotiations fail.

Tetilmarc

An acronym that outlines the structure of a report: Title page, Executive summary, Table of contents, Introduction, Literature review, Methodology, Analysis, Recommendations, and Conclusion.

Transactional Writing

A form of writing focused on achieving specific tasks or outcomes, ensuring clear and efficient communication.

Direct Writing Approach

A communication strategy where positive or essential information is presented upfront to engage the audience immediately.

PWR Stages

The stages of the writing process, which include Planning (developing ideas), Writing ( drafting), and Revising (editing and refining the text).

Transaction Model of Communication

A communication model emphasizing that communication is a reciprocal process where both parties continuously send and receive messages, influenced by context, noise, and feedback.

Emotional Labour

The process of managing and regulating emotions to fulfill job requirements, often occurring in service-oriented roles.

Surface Acting

A form of emotional management where individuals simulate feelings they do not genuinely experience, often leading to emotional dissonance.

Deep Acting

An emotional regulation approach where individuals try to genuinely feel the emotions they are required to display, aligning their internal feelings with external expressions.

SCREAM Model

An anger management framework summarizing processes: Self (awareness), Context (understanding), Receiver (considering others), Effect (impact on others), Aftermath (consequences), and Message (communication).

Fundamental Attribution Error

A bias in social perception, whereby individuals overestimate personality factors and underestimate situational influences when assessing others' behaviors.

Service Recovery Paradox

The concept that effectively resolving service failures can enhance customer satisfaction even beyond levels of satisfaction reached when no service failure occurs.

Emotional Dissonance

The psychological conflict arising when an individual is required to display emotions they do not genuinely feel, often leading to stress.

Emotion Regulation: Reappraisal

A cognitive strategy for emotional regulation that involves altering one’s interpretation or perspective of a situation to modify emotional responses.

Emotional Contagion

The process through which emotions can be transferred from one person to another, often unconsciously influencing social dynamics.

Grunig & Hunt: Press Agentry/Publicity

A one-way public relations model focused on generating attention and persuading audiences, often through media coverage.

Grunig & Hunt: Two-Way Symmetrical

A public relations model emphasizing mutual understanding, dialogue, and negotiation between an organization and its audience.

Lasswell Model

A linear communication model framed around the questions: Who (communicator) → Says What (message) → Through Which Channel (medium) → To Whom (audience) → With What Effect (outcomes)?

Dance’s Helical Model

A dynamic communication model that conceptualizes communication as a continuous and evolving process influenced by past experiences and interactions.

Foulger’s Ecological Model

A communication model focusing on the complex interactions between media, language, and the digital environment in which individuals are both creators and receivers.

Channel Richness

The concept that different communication channels vary in effectiveness based on their ability to convey nuanced information; for example, face-to-face communication has high richness while email is typically lower.

Utilitarian Approach

An ethical framework that emphasizes achieving the greatest good for the highest number of people, often used in decision-making processes.

I-Statement Formula

A structured communication method designed to express feelings and suggestions clearly: 1. Describe behaviour, 2. Share feeling, 3. Explain impact, 4. Provide suggestion.

Discriminative Listening

A listening style that focuses on distinguishing different sounds or tones, essential for interpreting nonverbal cues in communication.

Therapeutic/Empathic Listening

A listening approach aimed at providing emotional support and understanding to others, often used in counseling or supportive conversations.

Chronological Resume

A resume format that organizes an individual's work experience and qualifications according to their chronological order, typically from the most recent to earlier experiences.

Mehrabian Rule

A guideline in presentations explaining that words, tone of voice, and visual cues contribute differently to the effectiveness of communication: 7% words, 38% tone, and 55% body language.

Impromptu Speech

A speech delivered spontaneously without prior preparation, often relying on the speaker's quick thinking and adaptability.

Team Development Stages

A model outlining the phases teams go through in development: 1. Forming (orientation), 2. Storming (conflict), 3. Norming (cohesion), 4. Performing (effectiveness), 5. Adjourning (disbanding).

WATNA

A term referring to the Worst Alternative To a Negotiated Agreement, describing the worst-case outcome if a negotiation fails.

Personal Branding: Three Ps

A framework for personal branding comprising three elements: Purpose (understanding one's core motivations), Promise (the value one offers), and Personality (how one presents oneself).

3x3 Writing Process

A structured approach to public relations writing that divides the process into three phases: Prewriting (analyze, anticipate, adapt), Writing (research, organize, compose), and Revising (edit, proofread, evaluate).