CMN 003 Final exam

Chapter 4
listening	The process of making meaning from another person’s message Not automatic process
action-oriented style	Looks for organization and precision, if it is not clear or straightforward then they will be frustrated example : Likes neat, concise, error free presentations
People-oriented style	Finding common interests with others and discerning their emotions and interest
Content-oriented style	Hones in on intellectual challenges. Likes to attend to details and think things through
Time-oriented style	Emphasizes efficiency; relies on quick, short replies
hearing	The process of perceiving sound
understanding	Comprehending the words we have heard
Remembering	Storing ideas into memory
interpreting	The process of assigning meaning to information that has been selected for attention and organization
Evaluating	Judging the speaker’s believability and intentions; separate factual claims from opinions
responding	Indicating that we are listening by giving feedback
stonewalling	silence/lack of expression to indicate lack of interest to speaker
backchanneling	Facial expressions, nods to let the speaker know that you are paying attention
Emphatizing	Conveying that you understand and share his/her feelings on the topic
supporting	Expressing agreement with and supportive energy
analyzing	Explaining your opinion or providing your perspective on what the speaker has said
advising	Communicating advice to the speaker about what he/she should do
Informational listening	Used when learning such as taking in new information and notes
Critical listening	Used for analyzing and evaluating words More active, engaging words
Empathic listening	Used when trying to identify with the speaker by understanding what they are feeling
Perspective talking	Ability to understand another’s point of view
Empathic concern	Ability to identify another’s feelings
noise	Anything that interferes with your ability to encode/decode a message
Psychological noise	Anything else that we find distracting that draws attention away from conversation
pseudolistening	Pretending to pay attention by using feedback behaviors
Selective attention	Listening only to what you want to hear and ignoring the rest
Information overload	State of being overwhelmed by the huge amount of information we take in daily
Glazing over	Gap that leaves a lot of spare time for mind to wander, daydreaming
Rebuttal tendency	Propensity to debate a speaker’s point and formulate a reply while that person is speaking
close-mindedness	Tendency to not listen to something we disagree with
Competitive interrupting	Practice of using interruptions to take control of the individuals with whom you can’t get response with
Confirmation bias	Tendency to pay attention only to info that supports our values/beliefs Ignores info that doesn’t
Vividness effect	Tendency of shocking events to affect our perceptions of reality
Skepticism	Method of questioning whether a claim is well supported by evidence Not about finding fault

Study guide	Listening vs. hearing People oriented, action, time-oriented HURIER model Mnemonic devices Informational, critical, passive listening Perspective taking and empathic concern Empathetic vs sympathetic listening Pseudolistening vs selection attention (compare contrast and how is it a barrier to effective listening) Information overload Why people glazing over Rebuttal tendency How are possibility, probability, and certainty different

Chapter 8
Abilities	Skills and knowledge you can apply to accomplishing work tasks
attributes	Personal traits or characteristics
Competence	Ability to accomplish work tasks
caring	Ability to maintain effective workplace relationships
character	Personal integrity and ability to uphold corporate norms and standards
Networking	Building professional relationships to achieve shared company, career, professional development goals
Chronological resumes	Present info groups by work and education over time
Functional resumes	Present info in terms of key skills
Solicited cover letter	Cover letter for an open position that a company advertises
Unsolicited cover letter	States your interest in working for a company that is not actively requesting job applications

Chapter 9
Appraisal interview	Discuss performance and goals for employees
Problem solving interview	Helps participants understand the nature of a problem and identify potential solutions ex) discussing treatments with doctor
Exit interview	A conversation about your experiences with the organization you’re leaving
Counseling interview	An interaction aimed at supporting an individual through a personal problem
Persuasive interview	Conversation intended to affect your belief, opinion, or behavior ex) ad or political
Survey interview	Aimed at gathering information ex) research study
Selection interview	Intended to help the interviewer choose the most appropriate person for a position, assignment, promotion or award
Open ended questions	Opportunity to reply in a way that reflects you positively
Close ended questions	Provide short, direct answers
Hypothetical questions	Helps see how you would manage the situation
Probing questions	Request more detail on answers you have already provided Why left job, what opportunities for advancement

Chapter 6 Effective Team Communication
Cross functional	Members from various functional backgrounds
Virtual teams	Ability to let employees with many areas of expertise and often in different business units work together
Forming stage	Honeymoon: focus on gaining acceptance and avoiding conflict
Storming stage	Team members open up their competing ideas
Norming stage	Team arrives at a work plan : goals accountabilities
Performing stage	Teams operate efficiently towards accomplishing their goals
Team culture	A team’s set of share perceptions and commitment to collective values, norms, roles
Inherent diversity	Differences in traits Age, gender, ethnicity, sexual orientation
Acquired diversity	Differences you gain through experience Customer service experience, retail, engineering
2-D diversity	Presence of both types
disassociation	Process by which professionals accept critiques of their ideas without taking them personally or becoming defensive
association	Psychological bonding that occurs between people and their ideas
extraversion	Personality trait shared by people who are friendly, assertive, and outgoing with others
introversion	Characterizes people who are shy, reserved
Communication apprehension	Anxiety, fear about communicating with others
Democratic style	Engaging as many people as possible in decision making
Autocratic style	Making decisions without asking others in the group
laissez -faire style	Rarely interact with employees, give little feedback on performance, trust others to make right decisions
Competing style	High concern for our own needs/desires and how concerns for the other party Engage in conflict
Avoiding style	Low concern for both self and other party Ignores conflict and hope it goes away
Accommodating style (opposite of competing style)	Reflects high concern for other party, low concern for self Sacrifice so other party wins
Compromising style	Moderate concern for everyone’s needs/desires No one gets exactly what he or she wants, but everyone leaves conflict gaining something
Collaborating style	High concern for the needs of both sides in conflict Arrive at win-win situation
groupthink	When team members seek unanimous agreement despite their individual doubts

Chapter 7 Effective Meetings
Coordination meetings	Focus on discussing tasks. Roles, goals, and accountabilities Cover reasonable things effectively
Problem solving meetings	Include brainstorm about how to address and solve a particular work problem Cover more fluid issues that are less easy to clarify
Consensus	Identified an acceptable plan of action that members can support even if it isn’t everyone’s preferences
Expert power	Expert knowledge about subject
Referent power	A person’s perceived attractiveness/worthiness
Legitimate power	Formal rights, title, positional power
Reward power	Ability to compensate another
Coercive power	Ability to punish someone if they’re not compliant
Informational power	Short-term power, knows information about a change but that information will be useless when the change happens
Affiliation power	Gains favor or is connected to someone in power
Group power	Shared powers to address problems collectively

Unwanted sexual attention	Behaviors from touching to repeated requests
Gender harassment	Sexist comments, stereotypes
Sexual harassment	Verbal, visual, physical conduct of a sexual nature
Visual harassment	Emails, texts
Sexual assault	Unwelcome sexual contact
conflict	When one person has a need from another and that need is not met