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bradley bma 357
bma 357 - jterm
| Question | Answer |
|---|---|
| Japan Group Dynamics | Groups of workers solve own problems Workers monitor and control quality Task is assigned to group then divided among members Members work for group instead of for themselves Group members strive to help one another |
| US Group Dynamics | Managers provide solutions Official inspectors check for quality Task assigned to manager who delegates Workers strive for own success Group members strive to do better than each other |
| Group Factor: Size | leadership demands, membership clicks, formalized process, social loafing/free riding |
| Group Factor: Members Composition & Roles | role perception, role expectations, role conflict |
| Group Factor: Interactions Among Roles | positive actions, attempted answers, questions, negative actions |
| Group Factor: Norms | aids in survival of group, simplifies group behavior, expresses control & values of group |
| Group Factor: Conformity | behavior becomes of group because of pressure |
| Group Factor: Cohesiveness | degree attracted to group + person remains in a group, groupthink (decisions without sufficient info) -> potential for groupthink can be reduced by having demographic heterogeneity |
| Group Factor: Leadership | Task-oriented – concern with accomplishing goals + Relationship-oriented – concerned with personal needs |
| Group Factor: External Forces | Organization Strategy, Corporate Culture, Incentive, Resources |
| Groups tend to be more | accurate, slower, creative, less efficient, and reduce resistance to change |
| Communication Styles | denying, protecting, exposing, bargaining, actualizing |
| Self denying style | when individual isolates/withdraws from others => introvert |
| Self protecting style | when individual only probes other, not themselves |
| Self exposing style | always encouraging others to focus on them and to give feedback |
| Self bargaining style | a person who is willing to open up and give feedback, only if others do the same |
| Self actualizing style | a person who provides appropriate amount of information about themselves, while providing constructive feedback to others |
| NON VERBAL COMMUNICATION (Kinesics) | Many times can be stronger than verbal communication |
| Physical contact/motion | touching, gestures |
| Personal characteristics | posture |
| Location | distance in conversation, seating arrangements, bosses desk |
| Audio quality | monotone, volume, laughing, silence |
| EFFECTIVE/ACTIVE LISTENING 1 | Have a reason or purpose for listening Suspend judgment initially Make eye contact Exhibit gestures when you understand (head nod) Resist noise |
| EFFECTIVE/ACTIVE LISTENING 2 | Pause before responding Rephrase, in your own words, messages that are unclear Occasionally acknowledge speaker Repeat for better clarification Make smooth transitions |
| EFFECTIVE FEEDBACK | Must be based on trust Must be specific not general Offered when receiver is ready to accept it Include things receiver has control over |
| FACTORS AFFECTING THE AMOUNT OF FEEDBACK | Detrimental Factors Beneficial Factors |
| Detrimental Factors | Aura of power Distancing of relationships Structural isolation Autonomy |
| Beneficial Factors | Reduce power differences Encourage constructive criticism Reward subordinates that speak out |
| EFFECTIVE COMMUNICATION | Using the voice effectively Employing nonverbal accompaniments Structuring the message Eliminating random Developing audience rapport |
| STEPS IN EFFECTIVE NEGOTAITION | PREPARATION CREATE VALUE CLAIM VALUE |
| Preparation | Do background research: Find out why a roadblock exists Align negotiation with organization goals Develop goals and strategies for upcoming negotiation Develop Rapport to encourage trust: Creates an environment for a win/win situation |
| Create Value | Identify superordinate goals Work toward an amendable solution for both parties Work together to develop goals Educate your opponent Brainstorm to identify alternatives |
| CLAIM VALUE | Good person/bad person The nibble Limited or no authority ® time constraint ® fast decisions Take it or leave it approach Puppy-dog approach |
| Negotiation Skills | Developing and Maintaining Rapport Listening to Others Display sensitivity to Others Elicit Ideas, Feelings, and Perceptions of Others Present Feedback |
| Developing and Maintaining Rapport | Create a relationship of mutual trust Helps to build confidence |
| Listening to Others 1 | Have a reason or purpose for listening Suspend judgment initially Make eye contact Exhibit gestures when you understand (head nod) Resist noise Pause before responding Rephrase, in your own words, messages that are unclear |
| Listening to Others 2 | Occasionally acknowledge speaker Repeat for better clarification Make smooth transitions |
| Display sensitivity to Others | Understand the needs/feeling of others Helps to build confidence |
| Elicit Ideas, Feelings, and Perceptions of Others | Use open-ended questions |
| Present Feedback | Must be based on trust Must be specific not general Offered when receiver is ready to accept it Include things receiver has control over |
| GROUP FORMATION | Forming Storming Norming Performing Adjourning |
| Forming | test each other out |
| Storming | intragroup hostility |
| Norming | sense of concern + cohesion |
| Performing | members come to understand roles |
| Adjourning | sense of loss = party |
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876040441
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