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MGMT 467

Chapter 6

Communication The process of conveying information and meaning.
Oral message-sending process 5 steps: 1) Develop rapport 2) state your communication objective 3) Transmit your message 4) Check the reciever's understanding 5) Get a commitment and follow up.
Message receiving process Includes listening, analyzing, and checking your standing.
Listening The process of giving the speaker your undivided attention. Includes: paying attention, avoiding distractions, staying tuned in, not assuming and interrupting.
Analyzing Is the process of thinking about, decoding, and evaluating the message. Involves thinking and waiting to evaluate until after listening.
Checking Understanding The process of giving feedback. Involves paraphrasing and watching nonverbal queues.
Feedback The process of verifying messages and determining if objectives are being met.
Paraphrasing The process of having the receiver restate the message in his or her own words.
360-degree feedback Based on receiving performance evaluations from many people.
Coaching The process of giving motivational feedback to maintain and improve performance.
Job instruction training (JIT) 4 steps: 1) Trainee receives preparation. 2) Trainer presents the task. 3) Trainee performs the task. 4) Trainer follows up.
Coaching feedback Based on a good, supportive relationship. It is specific and descriptive, and it is not judgmental criticism.
Attribution Theory Used to explain the process managers go through in determining the reasons for effective or ineffective performance and deciding what to do about it.
The performance formula Explains performance as a function of ability, motivation, and resources. P= A x M x R
Mentoring A form of coaching in which a more experienced manager helps a less experienced protege.
Conflict Exists whenever people are in disagreement and opposition.
Psychological Contract The unwritten implicit expectations of each party in a relationship.
Dysfunctional Conflict When conflict prevents the achievement of organizational objectives.
Functional Conflict Exists when disagreement and opposition supports change and the achievement of organizational objectives.
Avoiding conflict style User attempts to passively ignore the conflict rather than resolve it.
Accommodating conflict style User attempts to resolve the conflict by passively giving in to the other party.
Forcing Conflict Style User attempts to resolve the conflict by using aggressive behavior to get his or her own way.
Negotiating Conflict Style User attempts to resolve the conflict through assertive, give and take concessions. Also called the compromising style.
Collaborating Conflict Style User assertively attempts to jointly resolve the conflict with the best solution agreeable to both parties. Also called problem solving style.
Initiating conflict resolution model 4 steps: 1) plan a BCF statement that maintains ownership of the problem, 2) present your BCF statement and agree on the conflict 3) ask for and/or give alternative conflict resolutions. 4) make an agreement for change.
BCF model Describes a conflict in terms of behavior, consequences, and feelings.
Mediator A neutral 3rd party who helps resolve a conflict.
Arbitrator A neutral 3rd party who makes a binding decision to resolve a conflict.
Created by: Shibishob
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