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Corp. Communication
Undergraduate study on Corporate Communication in Business.
| Question | Answer |
|---|---|
| Communication | An interpersonal process of sending and receiving symbols with messages attached to them. Used for sharing information and influencing other people. |
| What are the 6 key elements of the Communication process? | They are the sender, message, communication channel, receiver, interpreted meaning and feedback. |
| Effective Communication | Occurs when the intended meaning of the sender is identical to the interpreted meaning of the receiver. |
| Efficient Communication | Occurs at a minimum resource cost. |
| Persuasion in Communication | Persuasion is getting someone else to support the message being presented. Horizontal structures and empowerment are important contexts for persuasion. |
| Credibility in Communication | Credibility involves trust, respect, and integrity in the eyes of others. Credibility can be built through expertise and relationships. Expert power and referent power are essential in credibility. |
| What are the 5 Communication Barriers? | Information filtering, poor choice of channels, poor written or oral expression, failure to recognize non-verbal signals and physical distractions. |
| Information filtering | Information that is perceived to be important. Intentional distortion used to make it more favorable to the recipient. |
| Poor choice of channels and poorly written or oral expressions | Written or spoken channels. Written work for messages that are easy to convey, require extensive dissemination and convey formal policy or authoritative directives. Spoken channels work for messages that are difficult, immediate feedback is needed. |
| Failure to recognize non-verbal signals | Non-verbal communication takes place through gestures, facial expressions, body posture, eye contact and use of interpersonal space. Mixed messages occur when a person's words and non-verbal signals communicate different things. |
| Physical distractions | Physical distractions includes telephone calls or drop-in visitors. This can interfere with the effectiveness of a communication attempt. Avoided/minimized through proper planning. |
| Cross-cultural Communication | Necessary communication with colleagues in other countries with different cultures due to global economy. |
| Ethnocentrism | It is the tendency to consider one's culture being superior to any and all others. |
| Successful collaborations for effective communication | Reduce "noise", overcome communication barriers, improve interpersonal connections, management openness, effective use of eMedia, active listening and feedback. |
| Communication transparency | Involves sharing honest and complete information about the organization and workplace. |
| Open book management | Management where employees are provided with important financial information about their companies. |
| Suggestions to keeping communication channels open through interactive management | Management by wandering around (MBWA), open office hours, regular employee group meetings, computer-mediated meetings and video conferences, employee advisory councils, communication consultants and 360-degree feedback. |
| Use of electronic media | Information technologies facilitate communication, the electronic grapevine speeds messages and information from person to person. It is functional if information is accurate and useful and dysfunctional if information is false or distorted. |
| Use of communication channels | Channel richness is the capacity of a communication channel to carry information in an effective manner. |
| Low channel richness | Low channel richness is impersonal, one-way and fast. |
| High channel richness | High channel richness is personal, two-way and slow. |
| Active listening | The process of taking action to help someone say exactly what he or she really means. |
| What are the 5 rules of good listening? | Listen for message content, listen for feelings, respond to feelings, note all cues, verbal and non-verbal and paraphrase and restate. |
| Feedback | The process of telling others how you feel about something they did or said, or about the situation, in general. |
| Constructive feedback guidelines | Give it directly, make it specific, give it when the receiver is willing/able to accept it, make sure it is valid and give it in small doses. |
| Space design | Proxemics is the use of interpersonal space. Interpersonal space is an important non-verbal cue. |
| Values of culture and diversity | Ethnocentrism is tendency to consider one's culture superior to any and all others. |
| Conflict | A disagreement between people on substantive issues regarding goals and task and emotional issues arising from feelings. |
| Functional conflict | Moderately intense conflict that is often constructive and stimulates people toward greater work efforts, cooperation and creativity. |
| Dysfunctional conflict | Low-intensity and very high-intensity conflict, and destructive and hurts task performance. |
| Causes of conflict | Role ambiguities, resource scarcities, task inter dependencies, competing objectives, structural differentiation and unresolved prior conflicts. |
| Main factors of conflict management styles | Cooperative and assertive behavior. Cooperativeness is the desire to satisfy the other party's needs and concerns. Assertiveness is the desire to satisfy one's own needs and concerns. |
| The 5 conflict management styles | Avoidance (withdrawal), accommodation (smoothing), competition (authoritative command), compromise and collaboration (problem solving). |
| Types of conflict management styles | Lose-lose conflict, win-lose conflict and win-win conflict. |
| Lose-lose conflict | Management by avoidance or accommodation. |
| Win-lose conflict | Management by competition and compromise. |
| Win-win conflict | Management by collaboration. |
| Structural approaches for resolving conflicts | Appealing to higher level goals, making more resources available, changing the people and altering the physical environment. |
| Integrative devices for resolving conflicts | Using liaison personnel, special task forces, cross-functional teams or a matrix organization, changing reward systems, changing policies and procedures and training in interpersonal skills. |
| Negotiation | The process of making joint decisions when the parties involved have different preferences. All negotiation situations are susceptible to conflict and require exceptional communication and interpersonal skills. |
| Negotiation goals and approaches | Substance goals (concerns with outcomes related to content issues in negotiation) and relationship goals (concerns with processes and cooperation). |
| When does effective negotiations occur? | Issues of substance are resolved and working relationships are maintained or improved. |
| Criteria for effective negotiation | Quality, cost and harmony. |
| Quality | Negotiating a wise agreement that is truly satisfactory to all sides. |
| Cost | Negotiating efficiently, using minimum resources and time. |
| Harmony | Negotiating in a way that fosters interpersonal relationships. |
| Types of negotiation | Distributive negotiation and principled (or integrative) negotiation. |
| Distributive negotiation | Negotiation that focuses on claims made by each party, often leads to win-lose outcomes. |
| Principled (or integrative) negotiation | Negotiations with a goal to base the outcome on the merits of individual claims, often leading to win-win outcomes. |
| How can we gain integrative agreements? | By separating the people from the problem, focusing on interests (not positions), generating many alternatives and insist that results are based on some objective standards. |
| What are the common negotiation pitfalls? | Falling for the "fixed pie" myth, non-rational escalation of conflict, over-confidence and trap of ethical misconduct. |
| Ethical issues in negotiation | High ethical standards should always be maintained. Profit motive and competitive desire to win sometimes lead to unethical behavior. May results in short-term gains but long-term losses. |
| Two types of third party dispute resolution | Mediation and arbitration. |
| Mediation | Involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues. |
| Arbitration | Involves a neutral third party who acts as a judge and issues a binding decision. |
Created by:
theecloud
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