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Quiz #2 Chapters 3 & 5 Directions: Each question is worth 10 points and must be answered in 200 words or more. Answer every part of the question. 1. List and briefly explain the 4 main...

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Quiz #2 Chapters 3 & 5
Directions: Each question is worth 10 points and must be answered in 200 words or more. Answer every part of the question.
1. List and
iefly explain the 4 main communication styles typically used in the workplace. Chapter XXXXXXXXXXwords or more)
2. List and
iefly explain the four distance categories used in the United States and tell when each is normally used in an organization. Chapter XXXXXXXXXXwords or more)
3. Define and explain each of the following gestures and give an example of each: emblems, illustrators, regulators, and adaptors. Chapter XXXXXXXXXXwords or more)
4. What is the meaning of “culture shock” and how can it be minimized? Chapter XXXXXXXXXXwords or more)
5. Give 3 characteristics of dominant communicators at their “best” and 3 characteristics of dominant communicators at their “worst.” Chapter XXXXXXXXXXwords or more)

Communicating for Results, 7e
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Chapter 3 - Improving Interpersonal Relationships
Communicating for Results 11th Edition
Cheryl Hamilton, Tony Kroll
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Chapter 3 - Improving Interpersonal Relationships
Positive Personal Relationships
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Chapter 3 - Improving Interpersonal Relationships
Importance of Relationships
    “The quality of your relationships will determine your success or failure in life.”
XXXXXXXXXXUnknown
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Chapter 3 - Improving Interpersonal Relationships
Employee Relations
Relationships have positive effects on the following:
    Job Satisfaction
    Morale
    Other’s communication needs
    Commitment to & knowledge of the company
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Chapter 3 - Improving Interpersonal Relationships
Relationship Keys
Make expectations clea
Use reciprocal nature of relationships to elicit cooperation & trust
Understand communication styles
To develop & maintain relationships . . .



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Chapter 3 - Improving Interpersonal Relationships
Interpersonal Relationships
Strained when expectations not met
Can lead to self-fulfilling prophecies—either positive or negative
Deteriorate/stagnate when out of balance
Grow when reciprocated
Can elicit cooperation / trust
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Trust: Constructive Cycle
Relationship between trust and performance . . .
High Trust
High
Performance
Constructive Cycle
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Trust: Destructive Cycle
Relationship between trust and performance . . .
Low Trust
Low
Performance
Destructive Cycle
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Awareness Check
Styles Survey—Short Form . . .
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Communication Styles
Feedback
Vary according to . . .
Disclosure
Private
Sociable
Dominate
Open
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
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The Private Communicato
Key Word: Non-communicato
Motivated by anxiety or fear of people
Seldom communicates expectations
Vague employee appraisals
Avoids conflict, goes by book
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
Private
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Private Style
Works best when…
    Job requires little interaction
    Going by the book is prefe
ed policy
    Subordinates are professionals who need or want little or no supervision
    Others in company are private
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The Dominate Communicato
Seen as authoritarian & demanding
Motivated by over self-confidence
Usually experienced & very knowledgeable
Handles conflict by force
Communicates, but expects you to know
Employee appraisals mostly criticisms
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
Dominate
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Dominant Style
Works best when…
    Problems surfacing in the organization
    Subordinates need dominate manager’s experience and expertise
    Subordinates are private or sociable
    Organizational change causing insecurity
    Immediate decision is needed
    
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The Sociable Communicato
Key Word: Disguise
Motivated by mistrust or need to please others
Discloses only positive expectations /appraisals
Smooths over conflict
Motivates by praise
eward
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
Social
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Chapter 2 - Organizational Communication
Sociable Style
Works best when…
    Team work is more of a social occasion
    Only adequate performance is expected
    Politics used as an organizational tool
    Climate makes caution necessary
    Social environment expected
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The Open Communicato
Seen as a team communicato
Motivated by confidence & like of people
Motivates by praise and criticism
Uses problem-solving to handle conflict
Communicates positive/negative expectations
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
Open
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Open Style
Works best when…
    Employee involvement desired
    Problems not seen as property of boss
    Change is expected/viewed as opportunity
    Tasks requires teamwork
    Task require quality work
    
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Communication Styles...
One key to good communication is flexibility of styles
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
Open
Private
Dominate
Sociable
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Chapter 3 - Improving Interpersonal Relationships
Awareness Check...
. . . Check answers at back of book
Communicator Styles
Which style person more likely communicates expectations to others?
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Relating to Private Managers
Don’t threaten or increase insecurity
Don’t ask questions
Don’t make waves
Don’t expect feedback
Practical tips include . . .
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Relating to Private Employees
Put in safe environment
Limit criticism & show of personal interest
Limit interaction with others
Make instructions specific
Practical tips include . . .
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Relating to Private Customers
Don’t expect them to disclose with you
Help them make choices
Increase their self-confidence
Avoid jargon
Avoid team presentations
Treat them with respect
Practical tips include . . .
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Relating to Dominate Managers
Practical tips include . . .
Take criticism well
Meet expectations
--give proper respect
--be on time
--make projects neat
Let them be in control
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Relating to Dominate Employees
Encourage flexibility
Reward team involvement
Let them know you are in charge
Let them be in charge of projects
Practical tips include . . .
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Relating to Dominate Customers
Give polished presentations
Use team approach
Be prepared for critical XXXXXXXXXXsuggestions
Let them feel in control
Don’t keep them waiting
Practical tips include . . .
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Chapter 3 - Improving Interpersonal Relationships
Relating to Sociable Managers
Don’t expect full disclosure
Relate your ideas to department recognition
Subtly
ing work to attention of others
Assure boss you are not out for he
his jo
Applaud boss for accomplishments
Use tactful confrontation when necessary
Practical tips include . . .
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Chapter 3 - Improving Interpersonal Relationships
Relating to Sociable Employees
Expect them to be “yes” people
Realize they are hesitant to disclose
Establish safe climate for honest opinions
Demonstrate that team players get ahead
Be specific; don’t assume meanings clea
Practical tips include . . .
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Chapter 3 - Improving Interpersonal Relationships
Relating to Sociable Customers
Establish a friendly environment
Share a confidence to start trust cycle
Show how purchase will add to social standing and acceptance
Use refe
als when available
Keep opinions to self
Practical tips include . . .
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Relating to Open Managers
Be tactfully honest & open
Look at all sides of problem
Share job feelings, doubts, concerns
Share part of personal life
Accept responsibility & powe
Practical tips include . . .
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Chapter 3 - Improving Interpersonal Relationships
Relating to Open Employees
Share confidences
Expect friendships to develop
Give constructive criticism
Give challenging tasks
Praise work well done
Practical tips include . . .
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Relating to Open Customers
Don’t be pushy or manipulative
Listen carefully to needs & wants
Build persuasive appeals around these needs
Treat as equals
Provide facts &
ief XXXXXXXXXXdemonstrations
Practical tips include . . .
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Conflict Strategies
Avoidance/withdrawal
Accommodation/smoothing
Compromise
Competition/forcing
Collaboration/problem- solving
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Using Conflict Strategies
Avoidance
        Use when issue trivial, communication skills lacking, loss will outweigh gain, time insufficient to reach solution
Avoiding
Avoiding
Concern for self
Concern for others
High
Low
High
Low
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Chapter 3 - Improving Interpersonal Relationships
Using Conflict Strategies
Accommodation
         Use when issue minor, conflict harmful to all, temporary pause in conflict needed, or tempers out of control
Avoiding
Accommodation
Avoiding
Accommodation
Concern for self
Concern for others
High
Low
High
Low
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Chapter 3 - Improving Interpersonal Relationships
Using Conflict Strategies
Competition
         Use when immediate decision needed, parties expect & appreciate a show of force, power relationship between parties clea
Avoiding
Accommodation
Competition
Concern for self
Concern for others
High
Low
High
Low
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Chapter 3 - Improving Interpersonal Relationships
Using Conflict Strategies
Compromise
         Use when both parties stand to gain, ideal solution not required, time is short, temporary solution necessary, & parties are equals
Avoiding
Accommodation
Competition
Concern for self
Concern for others
High
Low
High
Low
Compromise
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Chapter 3 - Improving Interpersonal Relationships
Using Conflict Strategies
Collaboration
         Use when members trained in problem solving, parties have common values & goals, conflict arises from misunderstanding
Avoiding
Accommodation
Competition
Concern for self
Concern for others
High
Low
High
Low
Compromise
Collaboration
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Which Strategies are Win-Win?
Win-lose
--Competition
Lose-lose
--Compromise
--Accommodation
--Avoidance
Win-win
--Collaboration
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Conflict Stalemates
Clarifying situation
Setting aside conflicting solutions temporarily
Seeking new solutions through
ainstorming
Comparing new & original solutions to see which is now the “best”
To
eak a stalemate, strive for consensus by . . .
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Flexible Use of Styles
Use feedback effectively
Use disclosure effectively
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
Open
Private
Dominant
Social
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Giving Feedback
Is directed toward behavior (not person)
Uses descriptive language (not evaluative)
Involves sharing (not giving advice)
Includes limited information
Is immediate & well-timed
Allows for face-saving
When giving feedback to others, make sure it . . .
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Self-Disclosure
Used to develop / maintain relationships
Should be mutually shared
Should be gradual
Involves risk
Moderate amount usually best
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Chapter 3 - Improving Interpersonal Relationships
Chapter Three Summary
Establishing and maintaining quality relationships
    Helps build cooperation and trust in the organization.
    Helps us understand different frames of reference.
    Helps us understand our own communication style to build on our strengths and minimize our weaknesses.
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Chapter 3 - Improving Interpersonal Relationships
Remember This
    “You can’t just give up on someone because the situation’s not ideal. Great relationships aren’t great because they have no problems. They’re great because both people care enough about the other person to find a way to make it work.”
XXXXXXXXXXAnonymous

Communicating for Results, 7e
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Chapter 5 - Nonve
al Communication in the Organization
Communicating for Results
Eleventh Edition
Cheryl Hamilton, Ph.D. –Tony Kroll
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Chapter 5 - Nonve
al Communication in the Organization
5 Opening Quotation
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Chapter 5 - Nonve
al Communication in the Organization
Really!
    Andrzjewski and Mooney XXXXXXXXXXfound that a genuine smile from a service provider caused them to be judged as more competent by customers.
    Andrzjewski S. A., and Mooney, E.C. 2016 Service with a Smile, Does the Type of Smile Matter? Journal of Retailing and Consumer Services 29, XXXXXXXXXX
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Chapter 5 - Nonve
al Communication in the Organization
Nonve
al Defined
“…all intentional and unintentional messages that are not written, spoken
Answered Same Day Mar 21, 2023

Solution

Dr. Saloni answered on Mar 22 2023
33 Votes
6
Communication
Answer 1-
The workplace has four main communication styles: private, dominant, sociable, and open. Each style is characterized by its own behaviors and tendencies, which can affect how individuals interact and work with each other.
The private communicator style is characterized by reserved individuals who prefer to work independently. They tend to avoid small talk and stick to their job's rules and guidelines. This style is best suited for jobs requiring little interaction and professional subordinates requiring little supervision.
The dominant communicator style is characterized by individuals who are confident and assertive in their communication. They tend to be decisive and take charge when quick decisions are needed. This style is best suited for situations where problems are surfacing in the organization and subordinates need a manager’s experience and expertise.
The sociable communicator style is characterized by individuals who are friendly and outgoing. They tend to be more interested in building social relationships than focusing on work-related tasks. This style is best suited for situations where teamwork is more of a social occasion, and only adequate performance is expected.
The open communicator style is characterized by individuals who are transparent and honest in their communication. They tend to encourage feedback and employee involvement in decision-making. This style is best suited for situations where change is expected, quality work is required, and tasks require teamwork.
Recognizing the different communication styles in the workplace is essential to build cooperation and trust. By understanding individual communication styles, we can better tailor our communication to suit our colleagues' preferences and work more effectively as a team. Additionally, understanding our communication style can help us build on our strengths and minimize our weaknesses. Using this knowledge, we can communicate more effectively and establish and maintain quality relationships in the workplace.
Answer 2
In the United States, four distance categories are commonly used in organizational communication: intimate distance, personal distance, social distance, and public distance.
1. Intimate distance: This is the closest distance category typically used for private and personal conversations. The intimate distance ranges from 0 to 18 inches and is reserved for intimate relationships such as family members, romantic partners, and close friends.
2. Personal distance: This distance category ranges from 18 inches to 4 feet and is commonly used in conversations with friends and acquaintances. It is a comfortable distance for casual conversations and can be used in small meetings and social gatherings.
3. Social distance: This distance category ranges from 4 to 12 feet and is commonly used in professional settings such as business...
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