OM-Q2/W5
問題一覧
1
the degree to which someone is sociable, talkative, and assertive
Extraversion
2
the degree to which someone is good-natured, cooperative, and trusting
Agreeableness
3
the degree to which someone is responsible, dependable, persistent, and achievement-oriented
Conscientiousness
4
the degree to which someone is calm, enthusiastic, and secure (positive), or tense, nervous, depressed, and insecure (negative)
Emotional Stability
5
the degree to which someone is imaginative, artistically sensitive, and intellectual.
Openness to Experience
6
a well-known leadership training model developed to help managers rate their performance or maintenance orientation in the workplace. Performance orientation or concern for production is plotted in the x-axis or horizontal line, while maintenance orientation, or concern for people, is plotted in the y-axis or vertical line.
Blake and Mouton’s Leadership Grid
7
Motivation encourages individuals to work enthusiastically, often performing more work than what is required.
Motivation
8
The theory indicates that people satisfy their needs in a specific order
Maslow’s Hierarchy of Needs
9
The key needs for managers, according to McClelland, are achievement, affiliation, and power needs. Achievement means an orientation toward success and goal realization.
McClelland’s Acquired Needs Theory
10
It was developed by Clayton Alderfer in the 1960s. For Alderfer, a set of core needs explains the behavior. E stands for existence needs, R refers to relatedness needs, and G pertains to growth needs.
Alderfer’s ERG Theory
11
A theory stating that specific goals motivate performance and that more difficult goals, when accepted by employees result in greater motivation to perform well as compared to easy goals.
Goal-Setting Theory
12
A theory which states that behavior is a function of its consequences. If the result or consequences that immediately follow a behavior is good, then there is a probability that the individual will be more motivated to repeat the behavior.
Reinforcement Theory
13
A theory which states that employees are motivated to work well by combining tasks to form complete jobs. Mangers are advised to design jobs that will meet the requirements of the ever-changing environment, the form’s technology, and the workers' skills, abilities, and preferences. In doing so, employees are motivated to perform well.
Job Design Theory
14
A theory developed by J. Stacey Adams which states that employees assess job outcomes about what they put into it and then compare these with their co-workers. If the employee perceives that his job is equitable in comparison to those of his coworkers, there is no problem.
Equity Theory
15
A theory that sets an individual tends to act in a certain way, based on the expectation that the act will be followed by an outcome that may be attractive or unattractive to him or her.
Expectancy Theory
16
Types of Communication
Verbal, Non Verbal, Formal, Informal
17
involves communication flow between people belonging to different organizational levels.
Vertical
18
the flow of information from an employee who belongs to a lower hierarchical level to the boss/manager who belongs to a higher hierarchical level. Employees or subordinates may communicate upward regarding their problems, requests that they would like the boss to approve, issues with coworkers and others.
Upward
19
is the flow of information from the manager, who belongs to a higher hierarchical level, to the subordinates/employees, who along to the lower hierarchical levels. Examples are when the boss gives orders to subordinates to finish certain tasks, communicates organizational policies and practices, and comments about work performance month others.
Downward
20
takes place among employees who belong to the same hierarchical level. Members of cross-functional teams who belong to different units/departments but occupy the same organizational level make use of this type of communication to save time and facilitate coordination.
Horizontal/Lateral
21
entails communicating with someone or others who belong to different departments/units and different hierarchical levels. For example, an employee belonging to the company’s financial management department communicates directly with the head of the human resource department about his complaint against a marketing department employee.
Diagonal
22
The communication process begins with the sender, who is also called the communicator or source.
Sender
23
The person to whom a message is directed is called the receiver or the interpreter. To comprehend the information from the sender, the receiver must first be able to receive the sender's information and then decode or interpret it.The person to whom a message is directed is called the receiver or the interpreter. To comprehend the information from the sender, the receiver must first be able to receive the sender's information and then decode or interpret it.
Receiver
24
The message or content is the information that the sender wants to relay to the receiver. Additional subtext can be conveyed through body language and tone of voice. Put all three elements together — sender, receiver, and message — and you have the communication process at its most basic.
Message
25
Also called the channel, the medium is how a message is transmitted. Text messages, for example, are transmitted through the medium of cell phones.Also called the channel, the medium is how a message is transmitted. Text messages, for example, are transmitted through the medium of cell phones.
Medium
26
The communication process reaches its final point when the message has been successfully transmitted, received, and understood. The receiver, in turn, responds to the sender, indicating comprehension. Feedback may be direct, such as a written or verbal response, or it may take the form of an act or deed
in response (indirect).
Feedback
27
This can be any sort of interference that affects the message
being sent, received, or understood. It can be as literal as static over a
phone line or radio or as esoteric as misinterpreting a local custom.
Noise
28
This is the setting and situation in which communication takes
place. Like noise, context can have an impact on the successful
exchange of information. It may have a physical, social, or cultural
aspect to it. In a private conversation with a trusted friend, you would
share more personal information or details about your weekend or
vacation, for example, than in a conversation with a work colleague or
in a meeting.
Context
29
Communication networks are varied patterns of combined horizontal and vertical flows of organizational communication. Types of communication
Communication Networks in Organizations
30
where communication flows according to the usual formal chain of command, downward and upward.where communication flows according to the usual formal chain of command, downward and upward.
Chain of Network
31
where communication flows freely among all members of their group/team.where communication flows freely among all members of their group/team.
Wheel Network
32
where communication flows freely among all members of a team
All Channel Network
33
is informal communication. An example of this is gossip/rumor which could quickly disseminate information. Managers must stay aware of the grapevine’s flow and the patterns and could use it to transmit important information.
Grapevine network
34
Information technology has made it possible for managers to communicate with each other and with subordinates and for employees to communicate with each other anytime, regardless of distance.Information technology has made it possible for managers to communicate with each other and with subordinates and for employees to communicate with each other anytime, regardless of distance.
Computer Network
35
Organization members encounter various types of barriers that can alter the meaning of communications that they receive.
Barriers to Communication
36
the shaping of information communicated to make it look good or advantageous to the received.the shaping of information communicated to make it look good or advantageous to the received.
Filtering
37
the interpretation of communications which may be influenced by extreme emotions felt by the received.the interpretation of communications which may be influenced by extreme emotions felt by the received.
Emotions
38
another barrier to good communication since there are too many pieces of information received by an individual may harm a person’s processing capacity.
Information Overload
39
the act of self-protection when people are threatened by something or someone. Due to this feeling, people may resort to communicating lies to protect themselves or to interpret communications differently to defend their interests, thus, reducing mutual understanding.
Defensiveness
40
could also hamper good communications because words used may have different meanings to different people belonging to a different age, educational background, or cultural group.
Language
41
just like languages, the prevailing national culture may also cause problems in communication among members of an organization, especially if it's a multinational company. just like languages, the prevailing national culture may also cause problems in communication among members of an organization, especially if it's a multinational company.
National Culture
42
This is usually done by asking questions about a memo sent to subordinates or by asking them to give their comments or suggestions. In doing so, they can determine whether the communication they sent out was understood the way they originally intended.
Using feedback
43
This is done by avoiding uncommon terms and flowery words that may just cause misinterpretation. The language used must fit the level of understanding of the intended recipients of the communication.
Using Simple Language
44
This means listening well to grasp the full meaning of the communication. Hearing without giving full attention to what others seek to communicate usually results in misinterpretation and communication distortions.
Active Listening
45
This is another method of overcoming communication misinterpretation
Controlling Emotions
46
This also influences how communication is interpreted. Actions of the message received, like throwing away a letter delivered to him, betrays his negative feelings regarding its message, even if he says yes or no to what is requested. Nonverbal cues must always be watched because, as the saying goes, action speaks louder than words.
Observing Body Language
OM-Q1/W6
OM-Q1/W6
Kent jovert Imo · 33問 · 2年前OM-Q1/W6
OM-Q1/W6
33問 • 2年前OM-Q1/W7
OM-Q1/W7
Kent jovert Imo · 23問 · 2年前OM-Q1/W7
OM-Q1/W7
23問 • 2年前OM-Q2/W1
OM-Q2/W1
Kent jovert Imo · 9問 · 2年前OM-Q2/W1
OM-Q2/W1
9問 • 2年前OM-Q2/W2
OM-Q2/W2
Kent jovert Imo · 7問 · 2年前OM-Q2/W2
OM-Q2/W2
7問 • 2年前OM-Q2/W3
OM-Q2/W3
Kent jovert Imo · 11問 · 2年前OM-Q2/W3
OM-Q2/W3
11問 • 2年前OM-Q2/W4
OM-Q2/W4
Kent jovert Imo · 47問 · 2年前OM-Q2/W4
OM-Q2/W4
47問 • 2年前OM-Q2/W6
OM-Q2/W6
Kent jovert Imo · 34問 · 2年前OM-Q2/W6
OM-Q2/W6
34問 • 2年前問題一覧
1
the degree to which someone is sociable, talkative, and assertive
Extraversion
2
the degree to which someone is good-natured, cooperative, and trusting
Agreeableness
3
the degree to which someone is responsible, dependable, persistent, and achievement-oriented
Conscientiousness
4
the degree to which someone is calm, enthusiastic, and secure (positive), or tense, nervous, depressed, and insecure (negative)
Emotional Stability
5
the degree to which someone is imaginative, artistically sensitive, and intellectual.
Openness to Experience
6
a well-known leadership training model developed to help managers rate their performance or maintenance orientation in the workplace. Performance orientation or concern for production is plotted in the x-axis or horizontal line, while maintenance orientation, or concern for people, is plotted in the y-axis or vertical line.
Blake and Mouton’s Leadership Grid
7
Motivation encourages individuals to work enthusiastically, often performing more work than what is required.
Motivation
8
The theory indicates that people satisfy their needs in a specific order
Maslow’s Hierarchy of Needs
9
The key needs for managers, according to McClelland, are achievement, affiliation, and power needs. Achievement means an orientation toward success and goal realization.
McClelland’s Acquired Needs Theory
10
It was developed by Clayton Alderfer in the 1960s. For Alderfer, a set of core needs explains the behavior. E stands for existence needs, R refers to relatedness needs, and G pertains to growth needs.
Alderfer’s ERG Theory
11
A theory stating that specific goals motivate performance and that more difficult goals, when accepted by employees result in greater motivation to perform well as compared to easy goals.
Goal-Setting Theory
12
A theory which states that behavior is a function of its consequences. If the result or consequences that immediately follow a behavior is good, then there is a probability that the individual will be more motivated to repeat the behavior.
Reinforcement Theory
13
A theory which states that employees are motivated to work well by combining tasks to form complete jobs. Mangers are advised to design jobs that will meet the requirements of the ever-changing environment, the form’s technology, and the workers' skills, abilities, and preferences. In doing so, employees are motivated to perform well.
Job Design Theory
14
A theory developed by J. Stacey Adams which states that employees assess job outcomes about what they put into it and then compare these with their co-workers. If the employee perceives that his job is equitable in comparison to those of his coworkers, there is no problem.
Equity Theory
15
A theory that sets an individual tends to act in a certain way, based on the expectation that the act will be followed by an outcome that may be attractive or unattractive to him or her.
Expectancy Theory
16
Types of Communication
Verbal, Non Verbal, Formal, Informal
17
involves communication flow between people belonging to different organizational levels.
Vertical
18
the flow of information from an employee who belongs to a lower hierarchical level to the boss/manager who belongs to a higher hierarchical level. Employees or subordinates may communicate upward regarding their problems, requests that they would like the boss to approve, issues with coworkers and others.
Upward
19
is the flow of information from the manager, who belongs to a higher hierarchical level, to the subordinates/employees, who along to the lower hierarchical levels. Examples are when the boss gives orders to subordinates to finish certain tasks, communicates organizational policies and practices, and comments about work performance month others.
Downward
20
takes place among employees who belong to the same hierarchical level. Members of cross-functional teams who belong to different units/departments but occupy the same organizational level make use of this type of communication to save time and facilitate coordination.
Horizontal/Lateral
21
entails communicating with someone or others who belong to different departments/units and different hierarchical levels. For example, an employee belonging to the company’s financial management department communicates directly with the head of the human resource department about his complaint against a marketing department employee.
Diagonal
22
The communication process begins with the sender, who is also called the communicator or source.
Sender
23
The person to whom a message is directed is called the receiver or the interpreter. To comprehend the information from the sender, the receiver must first be able to receive the sender's information and then decode or interpret it.The person to whom a message is directed is called the receiver or the interpreter. To comprehend the information from the sender, the receiver must first be able to receive the sender's information and then decode or interpret it.
Receiver
24
The message or content is the information that the sender wants to relay to the receiver. Additional subtext can be conveyed through body language and tone of voice. Put all three elements together — sender, receiver, and message — and you have the communication process at its most basic.
Message
25
Also called the channel, the medium is how a message is transmitted. Text messages, for example, are transmitted through the medium of cell phones.Also called the channel, the medium is how a message is transmitted. Text messages, for example, are transmitted through the medium of cell phones.
Medium
26
The communication process reaches its final point when the message has been successfully transmitted, received, and understood. The receiver, in turn, responds to the sender, indicating comprehension. Feedback may be direct, such as a written or verbal response, or it may take the form of an act or deed
in response (indirect).
Feedback
27
This can be any sort of interference that affects the message
being sent, received, or understood. It can be as literal as static over a
phone line or radio or as esoteric as misinterpreting a local custom.
Noise
28
This is the setting and situation in which communication takes
place. Like noise, context can have an impact on the successful
exchange of information. It may have a physical, social, or cultural
aspect to it. In a private conversation with a trusted friend, you would
share more personal information or details about your weekend or
vacation, for example, than in a conversation with a work colleague or
in a meeting.
Context
29
Communication networks are varied patterns of combined horizontal and vertical flows of organizational communication. Types of communication
Communication Networks in Organizations
30
where communication flows according to the usual formal chain of command, downward and upward.where communication flows according to the usual formal chain of command, downward and upward.
Chain of Network
31
where communication flows freely among all members of their group/team.where communication flows freely among all members of their group/team.
Wheel Network
32
where communication flows freely among all members of a team
All Channel Network
33
is informal communication. An example of this is gossip/rumor which could quickly disseminate information. Managers must stay aware of the grapevine’s flow and the patterns and could use it to transmit important information.
Grapevine network
34
Information technology has made it possible for managers to communicate with each other and with subordinates and for employees to communicate with each other anytime, regardless of distance.Information technology has made it possible for managers to communicate with each other and with subordinates and for employees to communicate with each other anytime, regardless of distance.
Computer Network
35
Organization members encounter various types of barriers that can alter the meaning of communications that they receive.
Barriers to Communication
36
the shaping of information communicated to make it look good or advantageous to the received.the shaping of information communicated to make it look good or advantageous to the received.
Filtering
37
the interpretation of communications which may be influenced by extreme emotions felt by the received.the interpretation of communications which may be influenced by extreme emotions felt by the received.
Emotions
38
another barrier to good communication since there are too many pieces of information received by an individual may harm a person’s processing capacity.
Information Overload
39
the act of self-protection when people are threatened by something or someone. Due to this feeling, people may resort to communicating lies to protect themselves or to interpret communications differently to defend their interests, thus, reducing mutual understanding.
Defensiveness
40
could also hamper good communications because words used may have different meanings to different people belonging to a different age, educational background, or cultural group.
Language
41
just like languages, the prevailing national culture may also cause problems in communication among members of an organization, especially if it's a multinational company. just like languages, the prevailing national culture may also cause problems in communication among members of an organization, especially if it's a multinational company.
National Culture
42
This is usually done by asking questions about a memo sent to subordinates or by asking them to give their comments or suggestions. In doing so, they can determine whether the communication they sent out was understood the way they originally intended.
Using feedback
43
This is done by avoiding uncommon terms and flowery words that may just cause misinterpretation. The language used must fit the level of understanding of the intended recipients of the communication.
Using Simple Language
44
This means listening well to grasp the full meaning of the communication. Hearing without giving full attention to what others seek to communicate usually results in misinterpretation and communication distortions.
Active Listening
45
This is another method of overcoming communication misinterpretation
Controlling Emotions
46
This also influences how communication is interpreted. Actions of the message received, like throwing away a letter delivered to him, betrays his negative feelings regarding its message, even if he says yes or no to what is requested. Nonverbal cues must always be watched because, as the saying goes, action speaks louder than words.
Observing Body Language