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
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Communicating for Results 11th Edition
Cheryl Hamilton, Tony Kroll
*
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Positive Personal Relationships
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Importance of Relationships
“The quality of your relationships will determine your success or failure in life.”
XXXXXXXXXXUnknown
Copyright © 2005 Wadsworth
*
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
Copyright © 2005 Wadsworth
*
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 . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
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
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Trust: Constructive Cycle
Relationship between trust and performance . . .
High Trust
High
Performance
Constructive Cycle
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Trust: Destructive Cycle
Relationship between trust and performance . . .
Low Trust
Low
Performance
Destructive Cycle
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Awareness Check
Styles Survey—Short Form . . .
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Communication Styles
Feedback
Vary according to . . .
Disclosure
Private
Sociable
Dominate
Open
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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
Copyright © 2005 Wadsworth
*
Chapter 3 – Interpersonal Relationships
*
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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
Copyright © 2005 Wadsworth
*
Chapter 3 – Interpersonal Relationships
*
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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
Copyright © 2005 Wadsworth
*
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
Copyright © 2005 Wadsworth
*
Chapter 3 – Interpersonal Relationships
*
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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
Copyright © 2005 Wadsworth
*
Chapter 3 – Interpersonal Relationships
*
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Awareness Check...
. . . Check answers at back of book
Communicator Styles
Which style person more likely communicates expectations to others?
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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 . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Relating to Private Employees
Put in safe environment
Limit criticism & show of personal interest
Limit interaction with others
Make instructions specific
Practical tips include . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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 . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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 . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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 . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
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 . . .
Copyright © 2005 Wadsworth
*
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 . . .
Copyright © 2005 Wadsworth
*
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 . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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 . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
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 . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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 . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Conflict Strategies
Avoidance/withdrawal
Accommodation/smoothing
Compromise
Competition/forcing
Collaboration/problem- solving
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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
Copyright © 2005 Wadsworth
*
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
Copyright © 2005 Wadsworth
*
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
Copyright © 2005 Wadsworth
*
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
Copyright © 2005 Wadsworth
*
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
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Which Strategies are Win-Win?
Win-lose
--Competition
Lose-lose
--Compromise
--Accommodation
--Avoidance
Win-win
--Collaboration
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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 . . .
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Flexible Use of Styles
Use feedback effectively
Use disclosure effectively
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
Open
Private
Dominant
Social
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
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 . . .
Microsoft Image
Copyright © 2005 Wadsworth
*
Chapter 3 - Improving Interpersonal Relationships
Self-Disclosure
Used to develop / maintain relationships
Should be mutually shared
Should be gradual
Involves risk
Moderate amount usually best
Microsoft Image
Copyright © 2005 Wadsworth
*
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.
Copyright © 2005 Wadsworth
*
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
Copyright © 2005 Wadsworth
*
Chapter 5 - Nonve
al Communication in the Organization
Communicating for Results
Eleventh Edition
Cheryl Hamilton, Ph.D. –Tony Kroll
*
Copyright © 2005 Wadsworth
*
Chapter 5 - Nonve
al Communication in the Organization
5 Opening Quotation
Copyright © 2005 Wadsworth
*
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
*
Copyright © 2005 Wadsworth
*
Chapter 5 - Nonve
al Communication in the Organization
Nonve
al Defined
“…all intentional and unintentional messages that are not written, spoken