Chapter 7 Summery PDF - Summary Organizational Communication PDF

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Detailed Summery of Chapter 7 of: Organizational Communication Today's Professional Life In Context...

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Saturday, April 13, 2019

Organizational Communication: today's professional life in context chapter 7 summery Chapter 7 : Organizational relationships!" Intro !" In this chapter, we discuss relational issues within the organizational environment and examine some key influences on organizational relationships including emotions, perceptions, non- verbal communication, personalty, decision-making, power, and ethic. !"

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We do not operate in a vacuum, therefore we must associate with other individuals and effectively communicate with other people in order to meet our goals." We all have some basic desires for affection, inclusion and control but our death for interactions and affiliation varies.!" EMOTIONS in the workplace !" Some organizations might be tempted to create emotion free work environments in order for their workers to work more efficiently but emotions can be positive and reconstructive for organizations.!" Positive emotion include: Joy, compassion, desire, surprise, and happiness. Negative!emotion!include: anger, frustration, sadness, grief, ect.!" Emotions are intense feelings directed at someone or something. They are also reactions to a person or event. With the example of the flight attended case study, the person would be the rude customer and the event would be the removed luggage hitting him in the face.!" P.115" List of emotions!" We feel our emotions and can have physical responses such as muscles tightening or relaxing, getting warmer or colder, and or pulse quickening or slowing down. These physical sensations can become indicators or even warning signs.!"

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These physical responses can become problematic and therefore one must learn to effectively manage our own emotions.!" “the basis of our cognitive and affective arousal surrounding emotions is that we have goals. We are both trying to complete task and maintain good work relationships. How we react is likely to determine if the latter is possible.!" Successful interactions depend (in part) on conscious and effective managing our emotions. !"

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Emotional Labour is work that requires the employee to display!certain emotions as part of their job. Emotional labour is relevant in almost every job. Examples of jobs that have a high component of emotional labour include doctors, nurses, restaurant wait staff, funeral directors, and flight attendants.!" Two emotional strategies that are often seen in the core of emotional labour are: Deep acting and surface acting.!" Deep acting affects perception and processing of emotional cues before behaviour is evoked. Individuals will try to align themselves with required feelings with true feelings. Deep acting requires more emotional labour. (Reflection)!" Surface acting on the other hand, is applied after the emotion has already developed… it does not involve an adjustment of ones actual feelings but refers to the management of the emotional expression. Individuals ignored in surface acting put on a mask.They suppress, amplify or fake emotions.!" Difference between the 2: Surface acting is a process of expressing manipulated or fake emotions, whereas deep acting requires greater effort as he individual seek to change their internal feelings to align with the external organizational expectations.!(Restriction)"

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REGULATINNG EMOTIONAL RESPONSES" Goal is to communicate in a way that helps us connect to others.!" The 3 A’s:!acceptance, awareness and action.!" Accept the facts that as humans we have positive and negative emotions and that they impact the communities around us. + Accept the fact that people are going to interpret our words based on our nonverbal communication-p.124.!" Must be aware of our own emotions and the psychological and physical impact that they have on ourselves at any given time. +Be aware of the nonverbal cues

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we are sending and try to align our nonverbal actions with the message we are trying to communicate. -p.124" Must decide on what action is necessary by considering our emotions and the emotions of our colleagues to… promote an effective and satisfying interactions. We associate people and events with how we feel!" With that in mind… emotions are therefore essential to rational thinking !because they provide important information about how we understand the surrounding world. Both thinking and feeling are important to organizational decision making" EMOTIONS AND RATIONALITY DO NOT NEED TO BE MUTUALLY EXCLUSIVE, BUT WILL BE UNLESS WE FIND A BALANCE BETWEEN THE TWO.!" Research!shows that employee negative emotional responses are influenced by high levels of stress and if the stress is prolonged they could experience a burnout.!"

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This is why social support is essential to avoid things like burnouts.!" The 4 forms of social support:!!esteem, informational, social and instrumental.!" Esteem supports is when an employee receives the information that they are accepted and respected despite there problems and inadequacy.!" Informational support is when the employee receives help understanding, defining and coping with their problems.!" Social support is when an employee spends time with others in leisure and recreational activity. It is only one way to reduce stress but it is an important one. (Remember, humans are inherently social creatures) -first page.!" Instrumental support is when the employee receives financial/Monetary assistance, or other material resources or services. ***" Practice empathy by identifying with and understanding how others feel will help !to learn how to balance emotions and rationality in our communication.!" Demonstrating empathy does not mean we need to agree with the other person; it simply mens that we are able to understands and identify with their perspective. This can also aide in building constructive strategic when conflict arises.!" When emotions arising from conflict or misunderstanding occur, the use of inquiry (asking questions) to understand another’s point of view is critical.!"

Saturday, April 13, 2019 p.119!" LISTENING AND RELATIONSHIPS!" •

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Active listening is listening and responding in a manner that!supports mutual!understanding of a message. It is active in that the listener pays fill and undistracted attention to the speaker, listens to the whole message, hears before evaluating, and then paraphrases it back to the speaker what they have heard so no misunderstanding or misinterpretation occurs. Makes eye contact, provides other nonverbal cues to encourage the speaker. !" An active!listener DOES NOT: judge or!evaluate a message!before the speaker is!finished,!plus attention to the verbal and physical!mannerism of the speaker.!" Research shows that 45- 65% of our communication is spent listening to others."

p.120!" PERCEPTION IN THE WORKPLACE!" • Perception!is the process by which we become aware of our!surrounding and interpret meaning. It is how we understand the situation and it forms the basis for our behaviours, reactions and responses.!" • *** psedo-lstening appearance of!listening but are actually preocupied with something els.!" p.121 figures!" •

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Our!perceptions are influence by our experience, what we think and our!emotional state. Therefore we respond to situation based on how we understand and feel about it.!" OUR PERCEPTION AND INTERPRETATION BECOMES OUR REALITY!"

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Tools for perceptions: Active!listening, asking questions and empathy can help clarify mistaken perceptions that can negatively!impact our organizational relationships. !" Perception Checking is: critical reflective work that encourages learning from experience."

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p.123" NONVERBAL COMMUNICATION IN THE WORKPLACE" Each time we!deliver a!verbal message we!consequently deliver a!nonverbal message. Sometimes we also deliver non verbal messages all by themselves. !!" # •# Innovations, body movements, the emphasis we give to words and facial expressions provide non verbal additional meaning to communication.!" # •# Our emotional responses are often based on the non- verbal interactions of others. Research shows that 70- 93% of our interpretations of our communication with others is done nonverbally.!" # •# Physical!appearance, body!language, touch, facial expressions, tone, speech speed, and space within the context of an interview are non!verbal channels.!" Need to write more … space kinetics!" # •#

p.124" PERSONALITY AND ORGANIZATIONAL RELATIONSHIPS!" • # •# •

Personality is described as the sum total of ways in which an individual reacts to and!interacts with other.!" The 2 (common) frameworks for measuring personality are Myers-Briggs Type Indicators (MBTI) and the Big Five Model.!" The MBTI is the most commonly used and consists of 100 questions that classify corresponds as extroverted or introverted (E or I), Sensing or Intuitive (S or N), thinking or feeling (T or F), and judging and perceiving (J or P).!"

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The personality metric does not validly predict job performance but it can be helpful in increasing self awareness and help one be more empathetic to others.!" If you don’t have yourself accurately portrayed, no way can you portray anyone else accurately.!" The Big Five!model asserts that five basic dimensions!encompass most of the significant variation in human personality: !extroversion, agreeableness, conscientiousness, emotional stability and openness to experience.!"

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Unlike the MBTI, the Big Five model has strong supporting evidence that!exists that link it to a wide variety of organizational outcomes.!" Extroversion; comfort level with others, agreeableness; propensity to defer to others, conscientiousness;!measure of reliability, emotional stability; a person’s ability to withstand stress and openness to experience; individual’s!fascination with novelty… the breadth of one’s range of interest and curiosity.!" Research shows that emotionally stable people have higher job satisfaction and less stress… Extroverts experience enhanced leadership outcomes… openness leads to adaptability towards change… agreeable individuals have lower levels of deviant or problematic behaviour… and conscientious employees exhibit higher performance.!"

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Emotional!Intelligence!is a person’s ability to (1) be self ware (recognize his emotions as he is feeling them) (2) detect emotions in others!and (3) manage his own emotions.!" Until EI can be validated as a distinct concept from emotional stability, we should not consider it separate from the Big Five personality factor. !"

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Attribution theory explains how we judge people differently depending on the meaning we attribute to their behaviour. The importance of the theory is that we each possess perceptual biases that can lead to judgment and decision errors which may harm interpersonal organizational relationships." Attempt to see if their behaviour was internally or externally caused. Internally caused behaviours !are believed to be under the personal control of the individual. Externally cause behaviour is when the situation is in the control and forces the individual to behave in certain ways. Ex: employee being late—> Internal: must be lazy, External: must have been traffic.!" Fundamental attribution error notes that when we make judgments about the behaviour of others, we tend to underestimate the external influences on one’s behaviour and overestimate internal influences. We do the same by blaming external factors more that internal ones when something negative happens to us (self-serving bias).!" To summarize , this point, we understand that organizational relationships are guided by who we are (personality), what we think (perception), and how we respond to our own thoughts and those around us (emotions).!"

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p.128" DECISION MAKING AND RELATIONSHIPS!" • Decision making occurs as a reaction to problem, or an awareness that a discrepancy exist between the current state of affairs and some desired state, which causes a person to consider alternatives course of actions.!" # •# Individual perception is critical in decision-making, as perception creates awareness that a problem exists …" # •# Decisions can be made in different ways; leader mandates: leader makes decisions by and enforces them. Can lack support and is commonly done in a constraint or deadlock. Power of!minority: a group that is a numerical minority but has power and position to make the decision, such as board of directors or groups of vis presidencies. Majority rules: decisions are made by a simple majority when more that 50% of the group agrees." • The consensus method of decision making is strongly rational and requires the consent and agreement of all group members on a course of action. It usually takes more time and is a luxury that all decisions cannot afford." • Table 7.2 Some Barriers to Effective Decision making.!" p.130!" • # •# •

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Standard agenda: Based on the reflective thinking of John Dewey" Evaluation needs to happen after a decision has been made to insure that the result match the initial decision criteria." Brain storming is a process where ideas are offered without evaluation or criticism. A list is compiled (quantity is the emphasis). The ideas are then reviewed for merit and combined or edited accordingly.!" The Delphi technique is an approch devised for obtaining a consensus of opinion from a panel of experts that avoid a “jury room”. The group leader directs activities through written correspondence. Each participant is asked to respond to a question or a series of questions. The leader then provides these responses to each of the group members and asks everyone to collaborate…!"...