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82 Cards in this Set
- Front
- Back
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Communication |
the process by which info and meaning are transferred from a sender to a reciever |
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communication process ( 3 things in between sender and receiver) |
sender's info -> encoding -> message -> decoding -> receiver's understanding |
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face-to-face communication |
exchange of info and meaning when one or more individuals are physically present and where communication without the aid of any mediating technology |
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why is face-to-face communication the gold standard of communicating? |
verbal and nonverbal cues real time responses engages more human senses |
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verbal communication |
messages sent using spoken and written language (oral and not oral) (reading, writing, speaking, listening) |
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non-verbal communication |
any form of communication that does not involve written or spoken words |
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do receivers view verbal or nonverbal messages are more trustworthy? |
nonverbal cues more trustworthy (ex: if body language says opposite of words, interviewers will trust body language) |
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computer mediated communication |
exchange of info and meaning in an electronic or digital medium |
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web 2.0 |
websites and applications through which users actively interact, create, collaborate, and communicate |
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popular method of exchanging written digital messages from an author to one or more recipients |
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disadvantages of e-mail |
no nonverbal cues, can be harder to interpret, increases likelihood of miscommunication/misunderstanding, decreases personal relationships, sheer volume of e-mails |
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6 tips to help manage info overload of e-mails |
1. file & label - organize emails in folders 2. delete unnecessary emails 3. be wise about who u cc & bcc 4. unsubscribe from junk email 5. set specific times of day to check e-mail 6. limit time on e-mail |
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videoconferencing |
communication medium that permits real-time, live interaction, and discussion between remote individuals or groups via satellite or internet |
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when is videoconferencing useful & why |
works well for simple tasks or routine decisions -cost efficient -good for those who cant travel - more task-oriented than face-to-face |
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when is videoconferencing not appropriate & why |
not good for things that require more communication ( bargaining, conflict resolution, negotiation, getting to know others) reduces awareness of social dynamic bc cannot make eye contact |
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wikis |
highly flexible web 2.0 app that allows people to quickly exchange verbal info, collaboratively solve problems, learn, manage projects, and create knowledge (similar to blogs) |
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two outcomes of wiki use |
employees are: 1. excited to achieve goals through use of wiki 2. more cautious about contribution |
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one drawback about transparency of wikis |
restrained participation employees do not want to look foolish or exopse incompetence |
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4 benefits of social network applications |
1. highly interactive and conversational 2. enhances verbal info exchange 3. enhances sense of community 4. helps align HR with strategic goals |
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achievers ( social network app.) |
used within workplace facilitates top-down, bottom-up, and peer-to-peer communication weekly vote on employee who best reflects company's core values - winner gets recognition |
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connections (social network app.) |
software tool that allows people to interact, coordinate, and collaborate -share files, organize task work (track deadlines and completion) -personal profile + home page -stay connected to whats happening in org. |
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strength and weakness of computer mediated communication |
strong verbal messages weak nonverbal messages |
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when to use face-to-face communication |
when interdependent tasks require lots of collaboration can get info from both verbal and nonverbal messages |
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5 potential issues in the communication process |
1. communicator competence 2. noise 3. information richness 4. gender differences 5. privacy |
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communicator competence |
ability of communicators to encode and interpret messages |
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why is emotional intelligence important |
emotions can impact clarity of both face-to-face and computer mediated communication so important to be able to regulate your own emotions and understand emotions of others |
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noise |
disturbing or distracting stimuli that block or interfere with the transmission of a message |
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why are conversations usually shorter with lots of noise? |
both parties need to exert more effort sender has to speak more loudly and clearly and use alternative means ( ie hand gestures) receiver has to listen more closely and think harder to fill in the blanks |
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which type of communication does noise impact most? |
face to face |
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information richness |
amount and depth of info transmitted in a message |
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which is higher in info richness, computer generated reports or face-to-face communication? |
ftf is the richest computer reports contain lots of quantitative info (absence of additional cues to provide meaning and context) |
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when is low info richness preferable? not preferable? |
simple task = low info richness (too much info overcomplicates) complex task = high info richness |
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gender differences |
different ways men and women tend to process and interpret info and communicate with others |
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men's goal from communication |
achieve/maintain power, status and independence men like to show off knowledge, be the center of attention, be direct when asking someone |
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women's goal from communication |
build relationships show concern and support, ask for help & feedback, buffer criticism with praise, compliments to build relationships, indirect & subtle when sending messages to others |
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privacy |
a state in which individuals can express themselves freely without being observed, recorded, or disturbed by other, unauthorized individuals or groups |
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how does reducing anonymity (increasing accountability) online affect computer mediated channels of communication |
more guarded than face to face undermines creative expression and innovation since contributors seek to reduce personal risk |
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4 characteristics of good communicators |
1. effective listeners 2. craft messages and use channels that the intended target will understand 3. use skills to resolve inconsistency with verbal and nonverbal messages 4. use technology only when needed (avoid overabundance of info) |
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vertical channel |
info flows along the lines of authority and reporting relationships |
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horizontal channel |
info flowing between people who work at the same level in an organization but different functional areas |
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2 characteristics of formal communication networks |
1. reflect exchange of officially sanctioned messages 2. designated by managers |
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3 forms of formal communication |
1. downward communication 2. upward communication 3. horizontal communication |
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downward communication |
communication flows from the top to the bottom of the vertical channel |
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characteristics of top down approach |
reinforces hierarchical nature managers relay info to subordinates |
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why is downward communication notoriously slow |
requires filtering at each level excessive filtering can create misunderstanding and info gaps too much info can overwhelm |
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upward communication |
communication that flows from the bottom to the top of the vertical channel |
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how to improve upward communication |
improve quality of downward communication (causes conditions for effective 2 way communication) |
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horizontal communication |
communication that flows among members of work groups, teams, functional units who reside at the same level in the organization |
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what does quality of horizontal communication depend on? |
employees' ability to work well together |
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formal networks |
different types of formal networks differentiated by degree of centralization |
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when is decentralization better? |
complex task - info flows more freely so easier access to more info |
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all-channel network structure |
a communication network in which any member can send and receive messages from any other |
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2 benefits of all-channel network structure |
1. all info shared equally 2. members can verify accuracy of info |
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circle network structure |
members send and receive messages from individuals who are adjacent to them info flows through every member in the circle |
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2 disadvantages of circle structure |
1. if info becomes distorted or embellished, misunderstanding gets passed along 2. can't verify info accuracy with non-adjacent members - can only check when the message makes it back to you |
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chain network structure |
info passed from member to member from one end of the chain to the other |
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characteristics of chain network structure |
typical of hierarchical organization epitomizes downward communication relies on each intervening member to faithfully pass message strict chain can be a strength or weakness depending on task facilitates upward communication |
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y-structure |
one member controls the flow of information between one set of members and another set highly centralized communication between certain members allowed |
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wheel network structure |
single member (leader) controls all communication between members -most centralized -little or no direct formal communication between 'spokes' of the wheel -leader controls all info flow and decides who gets info and who doesnt |
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how does social media affect degree of centralization |
increases amount of decentralization |
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do employees prefer decentralized or centralized stuctures
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prefer decentralized like to be in the loop regardless of whether it helps the team perform more effectively or not |
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informal communication networks |
spontaneous and emergent patterns of communication that result from the choices individuals make on their own (rooted in personal friendships, physical proximity, and shared interest) |
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purpose of informal communication network |
fills in the gaps within the formal system clarifies and supplements formal systems can confirm or contradict info in formal channel |
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grapevine |
primary informal network within an organization invisible highway for unofficial messages to travel freely via word of mouth facilitates upward and lateral communication |
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2 ways managers use grapevine |
1. share info that cant be shared officially excellent way to communicate unfiltered sensitive messages 2. test employee reactions to new policies before announcing anything |
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caution about the grapevine |
info travels very quickly, esp bad news 75% accuracy |
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how can managers decrease grapevine usage? |
1. do a better job communicating through the formal systems 2. monitor to see what is being passed through the grapevine |
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rumours |
messages that travel along the grapevine but lack evidence about validity (unverified statements flowing through grapevine - can be informational or personal) |
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gossip |
rumours about other people; informal and evaluative talk about another member of the org who is not present interpersonal focused counterproductive behaviour |
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supervisor feedback |
form of downward communication in which the supervisor provides info to a subordinate about his or her job experience |
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correlation between supervisor feedback and job performance |
weak positive depends on nature and source of feedback, task complexity, whether feedback is combined with other performance-management interventions |
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correlation between supervisor feedback and organizational commitment |
strong positive boosts affective commitment the most (easier for employees to understand their role and feel valued and important) strong effect on normative commitment too (stronger connection to work, leader, and org.) accurate, timely, helpful feedback enhances work environment reduces continuance commitment |
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job interview |
a conversation initiated by one or more person to gather info and evaluate the qualification of the applicant for a job |
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reliability |
extent to which the selection procedure is free from random error |
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predictive validity |
extent to which the selection procedure predicts future job performance |
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do structured or unstructured interviews have higher reliability and predictive validity? |
structured interviews had higher reliability and predictive validity |
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2 types of structured interviews |
1. behavioural description 2. situational |
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behavioural description vs situational |
behavioural - focuses on past performance situational - looks to the future, realistic job scenarios, previously develop scoring guide |
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3 categories of nonverbal cues that interviews pay attention to |
1. poise 2. interest 3. expressiveness |
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poise |
confident, comfortable, in charge minimize nervous behaviour appear attentive and ready to take on the world |
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interest |
lean forward slightly, avoid yawning, eye contact (not too much) |
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expressiveness |
exhibit positive energy, smile at the appropriate time |
