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Business Communications Test 1
Terms in this set (98)
the process of people sharing thoughts, ideas, an feelings with each other in commonly understandable ways
the source of the message
the interpeter of the message
this triggers a thought, which in turn triggers the desire to communicate (first requirement for sending a message)
second requirement for sending a message
the process of putting a message into the form in which it will be communicated
the process the receiver goes through in trying to interpret the exact meaning of a message
frame of reference
our own background and experience that we use to encode and decode messages
(summarize in your own words) check the reception of your messages by asking receivers to do this
the symbols that carry the message; language, paralanguage, and nonverbal cues
spoken or written words used to communicate thoughts and emotions
vocal elements that go along with spoken language, including tone of voice, pitch, rate, volume, and emphasis
all intentional and unintentional means other than writing or speaking by which a person sends a message
the medium selected to carry the message (EX: face-to-face, phone, email, etc.)
the amount of information a channel can convey
the verbal and visual response to a message
tactfully honest and objective
judgmental and accusatory
includes the time, place, physical and social surroundings
an organization's social and work environment
anything that interferes with communication by distorting or blocking the message
the standards by which behaviors are evaluated for their morality: their rightness or wrongness
four ethical rules
utilitarian rule, moral rights rule, justice rule, practical rule
ethical decisions create the greatest good for the greatest number of people
moral rights rule
ethical decisions protect people's fundamental or inalienable rights
ethical decisions provide fair and equal treatment for all individuals or groups involved
ethical decisions are easy to communicate to society because the typical person would find them acceptable
flows along the official paths prescribed by the organization's chain of command
formal messages that flow from managers and supervisors to subordinantes
formal messages that flow from subordinates to supervisors and managers
the desire to conceal bad news, problem in upward communication
messages flow laterally between people of the same rank
teams with the power to make decisions, adept for difficult problems
three types of coordination
mutual adjustment, direct supervision, and standardization
involves horizontal communication between peers who meet face-to-face to make work-related decisions
members do not make all their own decisions; instead, a supervisor has the authority to organize and direct their work
specific, written standards for tasks, output levels, skills, and workplace norms
less than 12
effective size for mutual adjustment
12 to 50
effective size for direct supervision
effective size for standardization
to keep respect you must take control; downward communication; first model that started it all.
human relations manager
The boss feels that employee are better when they are not treated like machines. Family type environment or TLC.
human resources manager
If employees are allowed to participate in decision making then "loving them up" is not needed
No best way to manage, depends on internal factors, culture and situation
believes that organizations that succeed in today's changing market place may well be those that capitalise on diversity and are flexible and are fast at problem solving and operation start up.
each division is really an autonomous business under the same holding company
a temporary alliance among several companies with different areas of expertise
scientific management (traditional)
4 principles: scientific design of each task, scientific selection of workers, adequate training and rewards for productivity, division of labor and responsibilities
bureaucratic management (traditional)
formal patterns of relationships and roles needed to get tasks accomplished (organizational structure,) division of labor, and chain of command
refers to the method of bypassing the chain of command. Also refers to direct, horizontal communication between poeple in different departments during legitimate crises.
with decentralized decision making and fewer levels of hierarchy, handles complex problems more efficiently, communication is less distorted, employee morale and satisfaction are high
with multiple levels and centralized decision making, used by large companies and has greater efficiency in handling uncomplicated tasks, slower communication, and lower employee morale and satisfaction
assumes that the average person dislikes work and will avoid it if possible. therefore, people must be forced, controlled, and threatened with punishment to accomplish organizational goals
assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.
Similar to Theory X, exploits employees and uses coercion and few economic rewards.
supportive relationships based on trust, group decision making and group supervision, and high performance goals. All ranges of communication are used frequently.
has flexible boundaries that allow communication to flow easily in and out of the organization, under systems theory
the people who link the organization with outsiders, such as salespeople and purchasing agents, in the systems theory
immature theory that explains that no one type of organizational structure or leadership style is most appropriate for all situations
employees over all job satisfaction and performance levels are contingent on employee satisfaction with the job, the difficultly of the job, and the communication style of the supervisor
an application of contingency theory, where the company adapts its management style to the existing employee culture
the patterns of belief and expectations shared by the organization's members, which produce norms that shape the behavior of individuals and groups in the organization
new organizational model; concern with information technology and flexibility of decentralized structures; horizontal comm.
made up of separate, autonomous businesses under the same holding company.
generally a temporary venture among several companies, each with a special expertise or process specialty
communication is rational, task oriented, formal, and usually written
Human relations communication
though the environment is friendly and relaxed, communication is a command tool for use by management; basically downward, although it is also supportive.
human resources communication
takes a team-oriented approach to communication and relationships; employees are expected to take an active role in all decisions
there is no single best way to manage, and therefore there is no single best way to communicate
horizontal communication is essential in this model among team members and between teams, byt upward, downward, and informal communication is also used.
advertising placed on a variety of selected websites aimed at a specific audience EX: will it blend?
mutual liking and interests between people
expectations, reciprocal nature of relationships, and trust
a measure of whether or not people's expectations of what it should be like to work in an organization are being met
a kindness from one person is usually returned in kind
where something that is expected actually occurs
an intangible bond that secures the relationship in the present and prospectively into the future
four communication styles
closed, blind, hidden, and open
closed, blind, hidden, and open
four communication styles
response from others in the form of information, opinions, and feelings
voluntarily sharing information, opinions, and feelings with others
the relationship between disclosure and satisfaction, because satisfaction is low when disclosure is both lo and high, and is best when disclosure is at a moderate level
refers to the emotional reactions that can occur when disagreements become personal rather than professional, results in hostility, anger, resentment, and distrust; sidetracks the team from issues
Disagreement that focuses on problem and issue-related differences of opinion; improves team productivity and relationships and creates feelings of satisfaction.
feedback that is tactfully honest and objective
feedback that is judgmental and accusatory
A lose-lose strategy where individuals attempt to passively ignore the conflict rather than resolve it.
A lose-win strategy where individuals attempt to resolve the conflict by passively giving in to the other party.
A lose-lose strategy with attempts to resolve conflict through assertive give-and-take concessions or cooperation.
A win-losing strategy where an indvidual uses agressive behavior to satisfy one's own needs at the expense of the other person.
A win-win strategy where paties attempt to jointly resolve the conflict with the best solution agreeable to all parties.
procedure of collaboration
1. clarify the situation 2. set two conflicting solutions aside 3. guide group to new solutions through brainstorming 4. combine all solutions and choose one
Emphasizes personal rights and responsibilities, privacy, voicing one's opinion, freedom, innovation and self expression
culture that emphasizes people's social roles and obligations
the information that surrounds an event
messages are clearly spelled out- they are direct and explicit
messages rely only minimally on spoken words that tend to be brief, indirect, and implicit
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