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chapters 11-14

Communication The transference and understanding of meaning
The communication process The steps between a source and a receiver that result in the transference and understanding of meaning
The Sender initiates message
Encoding translating thought to message
The Message what is communicated
The Channel the medium the message travels through
Decoding the receiver’s action in making sense of the message
The Receiver person who gets the message
Noise things that interfere with the message
Feedback a return message regarding the initial communication
Channel The medium selected by the sender through which the message travels to the receiver
Electronic Communications Forms of “real time” communication of short messages that often use portable communication devices
Leadership The ability to influence a group toward the achievement of goals
Management Use of authority inherent in designated formal rank to obtain compliance from organizational members
Trait theory Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non
Power The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes
Formal Power Established by an individual's position in an org
Coercive Power A power base dependent on fear of negative results
Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuable
Legitimate Power The formal authority to control and use resources based on a person’s position in the formal hierarchy
Expert Power Influence based on special skills or knowledge
Referent Power Influence based on possession by an individual of desirable resources or personal traits
Power tactics Ways in which people translate power bases into specific actions
Impression Management The process by which individuals attempt to control the impression others form of them
Conflict A process that begins when one party perceives that another has negatively affected
Traditionalist view The belief that all conflict is harmful and must be avoided
Interactionist view The belief that conflict is not only a positive force in a group but it is absolutely necessary to preform well
Perceived conflict The existence of conditions that create opportunities for conflict to arise
Felt conflict Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility
Negotiation A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
Distributive Bargaining Negotiation that seeks to divide up a fixed amount of resources; a win
Integrative bargaining Negotiation that seeks one or more settlements that can create a win
Mediator A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives
Arbitrator A third party to a negotiation who has the authority to dictate an agreement
Conciliator A trusted third party who provides an informal communication link between the negotiator and the opponent
Consultant An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis
Created by: Jlaney08
Popular Management sets




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