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Study Guide for MGMT 310A Exam 3 I.

Communication (Chapter 11)

A.Functions of Communication 4 functions Control: Teasing or harassing creates this effect because one worker is controlling the decision-making and actions of another Motivation: Clarifying to employees what they must do/must not do Emotional expression: show satisfaction and frustration

Information: provides individuals with the needed information which will influence decision-making by transmitting data for each choice B.Communication Process

Roles of each process Sender : initiates message by encoding a thought Channel: the medium through which the message travels Encoding: the thought that becomes the message

Message: actual physical product of the senders encoding; writing on the message Decoding: the receiver of the message translates the message into understandable form Receiver: person whom the message is directed Noise: communication barriers that distort clarity Feedback: how successful the message was transferred

Encoding and Decoding Methods


Encoding: channel, noise, or feedback Decoding: receiver

Gender differences in communication Main Principles Men: emphasize status, woman talk too much, solutions to problems, and boasting accomplishments Women: emphasize connection, men dont listen, speak up, polite, indirect power tactics

D.Effective Listening Ladder Approach Look like youre listening Ask questions to understand Dont interrupt Defuse dead spots Establish trust Resist defensive filtering

II. A.

Leadership (Chapter 12) Trait Theories Big Five Extraversion o Ambition o Energetic Conscientiousness Emotional intelligence


Behavioral Theories Initiating structure Extent to which the leader is likely to define or structure their role and employee roles of lose looking for goal attainment Consideration Extent to which a persons job relationships are characterized by mutual trust, respect, and regard for feelings


Contingency Theories Fiedlers Model Relationship, task structure, reward/punishment

Leader-Participation Model Level of follower participation in decision-making

Situational Leadership Model Follower readiness; willingness and ability

Path Goal Theory Directive/supportive leadership based on tasks and follower ability/experience Leader/Member Exchange Theory (LMX) In group followers

D. Charismatic Leadership Understand the concept Key characteristics E. Transformational Leadership Differences between Transformation & Transactional F. G. Leadership Structure Ethics and Leadership and Social Leadership

H. Leadership Behavior Manager vs. Leader I. J. Mentoring Self-Leadership

K. Ethical Leadership

III. A. B.

Power and Politics (Chapter 13) Understand the definition of power What is formal power? Know the concept/definition C. What is personal power? Understand concept and different kinds

D. Power Tactics Know the characteristics E. Sexual Harassment Types of sexual harassment Know how managers can avoid legal liabilities

IV. A. B.

Conflict and Negotiation (Chapter 14) Understand the definition of conflict Know the conflict process Exhibit 15-1 Can it be good, bad or both?


Conflict Stimulation Techniques Conflict Management Exhibit 15-4

D. Bargaining Strategy (Negotiation) Distributive Integrative E. F. G. Successful bargaining BATNA Conflict Management Styles

H. Difficult Conversations I. J. Whether to Avoid or Confront Focus on Emotions vs issues


Organizational Design/Structure (Chapter 15)

Know & understand concepts/definitions of: Designing proper org. structure Mechanistic vs. organic model Strategy structure relationship

Functional departmentalization Product departmentalization Matrix Organizations Contemporary Stuctures Determinants and Outcomes of Org. Structures