CMN 3 Lecture Notes - Lecture 11: Communication Apprehension, Guanxi, Groupthink
17 May 2018
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FINAL PRACTICE QUESTIONS:
1. Communication apprehension doesn’t only happen when people are afraid of speaking
to large crowd
a. Communication Apprehension: someone’s fear associated w/ real or anticipated
communication
2. Elevator Speech: allows you to present yourself and ideas in a short amount of time
3. Not all informal messages are rumours or rumor-like
4. Upward communication can: not always easy to engage in
. Convey suggestions for improvement
a. Important and risky
b. Subordinate to superior communication
5. In the communication model, noise can be physiological, psychological, and
environment
. factors that interfere with the exchange of messages
6. synchronous communication: high speed or instantaneous channels w/o time lag
i.face to face convo, video chat, phone convo
a. asynchronous communication: low speed channels that have a time lag (email, memos,
voice mail)
7. Guanxi the web of social relationships that help get a job done through the granting of
favors
. accepting help from others obliges you to assist them in the future
8. Seven guidelines for judging ethical communication
. Utilitarian Approach: greatest good for the greatest number
a. Rights Approach: respect the moral rights (truth, privacy, noninjury, promises) of
everyone
b. Fairness or Justice Approach: fair and free of discrimination
c. Common Good Approach: further the common or community good?
d. Virtue Approach: promote the development of moral virtue (character)
e. Professional Ethic: How would an impartial jury judge this action?
f. Publicity Test: comfortable having the public learn about your behavior?
9. Communication is to be effective, genuine, unavoidable, and strategic
10. Communication is irreversible
. Our actions and deeds are recorded in others’ memories
11. Traditional Leadership assessment provides wrong interpretations and don’t help you
grow
. Roselinde Torres notes that they are problematic in today’s digitized environment and
will stunt your growth as a leader
12. First 5 sources of power were developed by French and Raven
. Legitimate Power: power from a certain position
a. Expert Power: power from possessing knowledge or expertise in a particular area
b. Coercive Power: person’s ability to influence others via threats, punishments or
sanctions
c. Referent power: power when others respect and like them
d. Reward Power: power arises from ability of a person to influence allocation of incentives
in org
e. Information, group, and affiliation power added later
13. Legitimate/Positional power can extend to anyone in a managerial position.
. This power can be unstable if you use the position
14. Using Referent and Expert power will help you become an influential leader
15. Groupthink is when bad decisions are made when there is too much agreement among
members of group
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Utilitarian approach: greatest good for the greatest number. Rights approach: respect the moral rights (truth, privacy, noninjury, promises) of. Fairness or justice approach: fair and free of discrimination. Virtue approach: promote the development of moral virtue (character) Publicity test: comfortable having the public learn about your behavior: communication is to be effective, genuine, unavoidable, and strategic, communication is irreversible. Our actions and deeds are recorded in others" memories: traditional leadership assessment provides wrong interpretations and don"t help you grow. Roselinde torres notes that they are problematic in today"s digitized environment and will stunt your growth as a leader: first 5 sources of power were developed by french and raven. Expert power: power from possessing knowledge or expertise in a particular area. Coercive power: person"s ability to influence others via threats, punishments or everyone sanctions in org. Referent power: power when others respect and like them. Reward power: power arises from ability of a person to influence allocation of incentives.
