ORGANISATIONAL BEHAVIOR CHAPTER 1 ATTITUDE Attitudes can be defined as evaluations of ideas, events, objects, or people Attitudes are generally positive or negative, but they can also be uncertain at times For example, sometimes we have mixed feelings about a particular issue or person In other words, each component can also be the answer to the question where does an attitude come from? There are affectively based attitudes, behaviorally based attitudes, and cognitively based attitudes 1 Affect.
ORGANISATIONAL BEHAVIOR CHAPTER 1: ATTITUDE Attitudes can be defined as evaluations of ideas, events, objects, or people Attitudes are generally positive or negative, but they can also be uncertain at times For example, sometimes we have mixed feelings about a particular issue or person In other words, each component can also be the answer to the question: where does an attitude come from? There are affectively-based attitudes, behaviorally-based attitudes, and cognitivelybased attitudes Affective Component Refers to the emotional reaction one has toward an attitude object Think of someone - we'll name her Alice - who has ophidiophobia (a phobia of snakes) A snake is an attitude object Whenever Alice is exposed to a snake - whether she sees one or thinks about one - she feels extreme anxiety and fear Now, an attitude that is stemmed from or originally created by an emotion is called an affectively-based attitude Attitudes about hot-button issues such as politics, sex, and religion - tend to be affectively-based, as they usually come from a person's values This type of attitude is used to express and validate our moral belief or value systems Behavioral Component It refers to the way one behaves when exposed to an attitude object Think about Alice and her snake phobia again We already identified the affective component of her attitude towards snakes - fear and anxiety How you think she behaves when it comes to snakes? Most likely, she avoids them whenever possible If she does see one, she probably screams or cries This behavior is the second component of that particular attitude As for attitudes that are rooted in behavior, think again about the question: where does an attitude come from? Sometimes, we are unsure of our feelings about a particular topic Imagine a friend asks if you like hummus Since you don't regularly eat hummus and can't immediately recall what it tastes like, you think back about the times that you have eaten it You remember that you normally eat all of the hummus you are given, so conclude that you must like it (or at least, that you don't dislike it) Because your attitude is determined by observing your own behavior, this is an example of a behaviorally-based attitude Cognitive Component The third and final component of an attitude is the cognitive component, and it refers to the thoughts and beliefs one has about an attitude object We've already determined that Alice avoids snakes and is scared when she is exposed to them But, what does she think about snakes? It's likely she believes that all snakes are dangerous and gross An attitude that is constructed primarily through facts instead of emotions or observations of our behavior is a cognitively-based attitude For example, what is your attitude towards your computer? It's likely based on facts and figures, such as how fast it is and what programs you have installed Although this may result in an emotion (such as frustration), your attitude isn't based on emotion - it's based on your thoughts of the properties of the object *** Cognitive dissonance is a state of Uneasiness that happens when you have inconsistent beliefs or behaviors You may have felt it when you learned new information about the world that contradicted something you’d believed for a long time Or maybe you learned something about your behavior that conflicted with your sense of self There are three ways to resolve the cognitive dissonance you feel when your actions and beliefs are out of alignment: ● Change your attitudes- You could change your mind so you feel better because they are now in alignment with your actions You didn't lie to the person in the hallway if you really believed that it was a fun task This change in beliefs often happens subconsciously That is, you might not realize that you've changed your beliefs - you might think that you always liked the task ● Change your behaviors- Instead of changing beliefs, you could change your actions to meet your beliefs For example, you could promise yourself that you'll never lie again, or you could go back and tell the person in the hallway that you lied and that the task really wasn't very interesting ● Change your perception of your actions - You might not change your beliefs or your actions, but you could instead change your perception of your actions That is, you could change what you believe about what you did For example, you could justify your actions by saying, 'I lied just to get the money.' Keep it consistent For example, if a participant is told to perform a tedious task, and is not provided with sufficient compensation, they will change their attitude towards the task as a means of justifying why they participated in it They may actually convince themselves that they enjoyed themselves, even if the task was purposefully designed to be as dull as possible This effect is referred to as cognitive dissonance, the theory behind which was put forth by Festinger And that trait depends on a few factors, such as how much you identify with your belief, how much satisfaction you get from your behavior, and how much pain or loss you’d have to endure to change those things For example, James is a scientist for a local manufacturer that employs a large percentage of the small town where he lives Until recently James has loved his job However, it has been discovered that the company is releasing small amounts of toxins into the local river James is extremely bothered by this information Answer: As a scientist James is horrified by his company's pollution The dissonance he feels is the contradiction between a sense of loyalty and love for his job, versus an anger at the company's infractions One way to get around this would be to change your belief — to decide that, eh, maybe you aren’t an environmental advocate after all But if that’s not an option, your brain might try other strategies to reduce your uneasiness You might change your behavior by quitting the job But this depends on how much satisfaction you get from your behavior, and how much pain or loss you’d have to endure to change those things If you don’t like the job and you have another opportunity, you could leave Your resistance to changing your behavior would be pretty low But if you’ve been working there for years and are invested in the company, quitting would be harder, because you’d experience more losses Your resistance to change would be much higher acknowledge the negative consequences of the attitude or behavior, but rationalize it by finding positive things about your company Or you might think of things that are even worse and make your job seem lovely by comparison Like, you might remind yourself that your company creates jobs and a better quality of life for some people Or you might read stories about other companies that dump toxic waste into the ocean and think your comp at least doesn't that and show they are fairly green by comparison than that Then, you can keep thinking of yourself as an advocate with a clean conscience Attitude can refer to a perspective, an outlook or an opinion But essentially it determines how we behave There is also evidence that a positive attitude at work creates a more productive workplace You may experience higher levels of job satisfaction if you play a part in creating a work culture and environment that is motivating for everyone “Positive attitude means willingness to learn, professionalism, enthusiasm, the right mix of confidence and humility, dedication and team-work The great news for candidates is that if you are an interesting and ‘switched on’ person, a prospective employer will be able to see most of these traits evidenced in your hobbies and interests.” We tend to gravitate towards positive people–consider how your positive outlook will help you to achieve higher levels of job satisfaction, be more effective in your work and help you to develop social as well as professional relationships It may make work even make work easier as colleagues are more likely to want to help you! A positive attitude keeps everyone trying new things, feeling brave about brainstorming new ideas, and makes people feel excited to go to work with their co-workers." Having a positive attitude in the workplace makes your day much more fun and more productive, it affects your co-workers as well," "Would you prefer to be surrounded by co-workers with negative attitudes who all hate their lives and their jobs, or would you prefer to be surrounded by co-workers who are focusing on their wins, no matter how small, and learning from their failures?" Be encouraging "I encourage my clients and their teams to remember that everyone is trying their best," Sheerin said "No one wakes up in the morning wanting to screw up or a bad job – so give some consideration and empathy to others." Ask questions and don't assume "No matter the positive or negative attitudes at work, it's important to be mindful in the workplace," said Lizzie Benton, culture consultant at Liberty Mind "Rather than letting yourself be consumed by a negative attitude, question why that person might be coming across in that way Don't take it personally, and your best to build a barrier against negative comments or behaviors I have a negative attitude towards my mistakes I place unrealistic expectations on myself and whenever I can’t meet those expectations, I often give myself some pretty harsh feedback and I open the door to negative self-talk These criticisms can keep me from wanting to try again This also makes me harshly react to the mistakes of others Causes of JOB DISATISFACTION ● Nature of work: Employees are most satisfied when they find their work interesting Being able to retain a certain amount of autonomy allows workers to develop their own challenges and find ways to overcome obstacles, leading to a more satisfying work experience Challenges and diversity in the daily grind also keep work interesting ● Personality: PP who have positive self core-evaluation, who believe in their inner worth and basic competence are more satisfied with their jobs than those with negative self core-evaluation Not only they see the job more fulfilling and challenging, they are more likely to gravitate towards a challenging job in the first place Those with negative core self-evaluation set less ambitious goals and are more likely to give up when confronting difficulties Thus they are more likely to be stuck in boring, repetitive jobs than those with positive self- evaluation Impact of personality in work can be controlled if the managers make sure their selection process screens out the negative, maladjusted, troublemaking fault-finders who derive little satisfaction in anything job-related This is probably best achieved through personality testing, in-depth interviewing, and careful checking of applicants’ previous work records ● Working Environment: Employees need an environment which is healthy and safe and which caters to both personal comforts and facilitates doing a good job If the working conditions are good (clean, attractive surroundings), the personnel will find it easier to carry out their jobs On the other hand, if the working conditions are poor (hot, noisy surroundings), personnel will find it more difficult to get things done ● Pay: Wages and salaries are recognized to be a significant but cognitively complex and multidimensional factor in job satisfaction Money not only helps people attain their basic needs but is also instrumental in providing upper-level need satisfaction Employees often see pay as a reflection of how management views their contribution to the organization Fringe benefits are also significant, but they are not as influential ● Recognition and Rewards: Rewarding employees both monetarily and non-monetarily through performance-based bonuses and pay increases, profit-sharing, employee awards programs and genuine expressions of thanks The company should recognize positive and meaningful contributions of employees through rewards and programs which will help increase employee engagement and commitment and improve job attraction and satisfaction The human race loves to be appreciated Even for the smaller job that does one seek to have an appreciation, from colleagues, boss, and seniors When one gets acknowledged in front of everyone, it gives up a boost to their morale When appreciation leads to encouragement, the ultimate result is reflected in the efficiency of work automatically ● Promotion (and the recognition that comes with it) is a means of recognizing the work the employee does and makes the employee feel better about their job and the company, thus enriching their overall job satisfaction Someone working hard and wanting to get ahead in an organization might feel rewarded if they are promoted In addition, offering avenues for employees to suggest improvements for you to consider can give them the opportunity to come up with creative ways to improve work situations ● Training learning opportunities: and professional The company should provide ample development opportunities to help employees continuously enhance their knowledge and skill so that they can keep up to date in a continuously changing business environment and make a higher effort for the betterment of the company Job Satisfaction and Productivity* The link between job satisfaction and productivity is much stronger when we look not at individuals, but at the organization as a whole People interactions: If employees are engaged, they’re inclusive and exhibit strong pp interactions This helps maintain js n promotes productivity Interest in the company: they are vested in the best interests of the company and take a personal interest and make contributions geared towards the success of the company Increased profitability: When employees are in tune with the company needs and feel like their contributions have a direct positive effect on the company, they put in more effort, which in turn increases productivity and profitability at the company Job Satisfaction and Organizational Citizenship Behavior Satisfied employees would seem more likely to talk positively about the organization, help others and go beyond the normal expectation in the job perhaps because they want to reciprocate their positive experience People who are more satisfied with the job or more likely to engage in OCBs Those who feel the coworkers support them are more likely to engage in helpful behavior whereas those who have antagonistic relationships with coworkers are less likely to so It seems logical to assume that job satisfaction should be a major determinant of an employee’s OCB Job Satisfaction and Customer Satisfaction Employees in service jobs often interact with customers For front-line employees who are satisfied are more likely to be friendly, upbeat, and responsive—which customers appreciate Improved customer satisfaction and increased revenue: When employees are engaged with the company, they are able to help maximize customer satisfaction This increases the opportunity for repeat sales while at the same time reducing the costs of customer acquisition and marketing Job Satisfaction and Turnover: Satisfaction is negatively related to turnover*, but the correlation is stronger than what we found for absenteeism Lowered cost of employee turnover: When employees are engaged and feel that they are recognized for their works, they are happy to stay with the organization and grow with it, thus helping to lower the cost of the company for the hiring of new employees Workplace Violence and Sabotage: Dissatisfaction in employees may cause violence and sabotage in the workplace Most violence that involves insiders is triggered by extreme levels of dissatisfaction and stress on part of the attacker Dissatisfied workers may either consciously or subconsciously produce faulty products Causes of Job Dissatisfaction Being underpaid: This one issue is the most challenging one to work with because it can be driven by interpretation or perspective that is very personal or individually focused If a person does not think they are being paid enough to their job, then they perceive themselves to be underpaid - even if the wages they make are in line with that position If they research the wages for that job (either on the Internet or by talking to others) and find they are indeed being underpaid, then their dissatisfaction is warranted; In addition, they could see someone who does the same job BUT they are doing driving a better car or living in a better house - and thus, perceive that person to be making more money And so, once again, they believe they are underpaid Unless they know what others are making or research the wages that are appropriate for a specific job function, then the dissatisfaction that comes from being underpaid is totally based on perception From a company's perspective, it is a valuable and important perspective because individuals who are dissatisfied with the money they are making for the job they will most likely leave the organization Limited career growth: Not having the opportunity to climb the ladder and grow your career is another area that can foster dissatisfaction with a position For this aspect, it is important to understand that not everyone wants to move up the ladder However, for those who do, if the company does not afford them the opportunity of growth, they will become disenchanted and become dissatisfied with their job This could mean that the employee will potentially leave for another position that might have better career growth opportunities Lack of interest: A lack of interest is having a position that does not interest you PP might take a job they were not interested in because that job allows them to pay the bills Or sometimes what a person is told a job is in the interview process does not materialize The company and the prospective employee seem desirable during the interview process, but once the hiring is done, we can at times see the ugly side of a company or position and not want to stay Poor management: People want to work with people who inspire them and have a vision Without those people, an employee can feel as if the company is just drifting through space, waiting to run into something If an employee is a structured and focused type of person, not having leadership is a killer and will certainly make them believe the company is not very serious For this reason, an employee may grow dissatisfied with the company, if not the position Unmanageable workload: When a workload feels unmanageable, even the most optimistic employees will feel hopeless People who are struggling to cope with workplace stress may place themselves at high risk of burnout Feeling overwhelmed can quickly lead to burnout Burnout can leave people feeling exhausted, empty, and unable to cope with the demands of life Reduced performance: Individuals with burnout feel negative about tasks They have difficulty concentrating and often lack creativity SOLUTIONS FOR JOB DISATISFACTION Maintain a Balanced Lifestyle: If it’s all work and no play, you may find your ability to work beginning to wane In order to maintain balance in your lifestyle, the first step is to take an overview of your current lifestyle and see which areas are out of balance Implementing Self-care strategies, a vacation may offer you some temporary relief too, Below are some further components that have been correlated with employee and organization well-being:3 Addressing mental health stigma: Extending employee assistance programs, informing staff that support is available; Employee involvement: Empowering employees by involving them in decision-making and giving them more job autonomy; Healthy scheduling: Offering employees flexible work scheduling and other benefits such as flex time that help actually reduce output are unambiguously refuted by the data." But that doesn't mean everyone responds positively to variable pay plans The team effectiveness model identifies four categories of key components making up effective teams What are these four categories? Give examples of each category Answer: The key components making up effective teams can be subsumed into four general categories a) The first category is work design Work design characteristics enhance motivation and increase team effectiveness These characteristics motivate because they increase members' sense of responsibility and ownership over the work and because they make the work more interesting to perform b) The second relates to the team's composition To perform effectively, a team requires three different types of skills - technical expertise, problemsolving and decision-making skills, and interpersonal skills No team can achieve its performance potential without developing all three types of skills c) Third is the resources and contextual influences that make teams effective The four contextual factors that appear to be most significantly related to team performance are the presence of adequate resources, effective leadership, a climate of trust, and a performance evaluation and reward system that reflects team contributions d) Finally, process variables reflect the things that go on in the team that influence effectiveness These include member commitment to a common plan and purpose, establishment of specific team goals, team efficacy, establishment of mental models, a managed level of conflict, and minimization of social loafing Virtual teams use computer technology to unite physically dispersed members and achieve a common goal They are more task-oriented There is an absence of paraverbal cues There is limited social context Members are more focused on production than on process For virtual teams to be effective, management should ensure that (1) trust is established among members; (2) team progress is monitored closely; and (3) the efforts and products of the team are publicized throughout the organization (so the team does not become invisible) The members should be highly monitored, and less independent ● Context: Adequate resources: We all have our own laptop and smartphone or tablet to carry out this project I also offer each member encouragement, and administrative assistance ● Leadership and structure: I’m the leader of our team who assigned the role for each member, determined schedules and ensure that all members contribute equally and share the workload I keep an eye on the big picture and enjoys coordinating the work of others ● Climate of trust: my team all showed trust in me (leader) and they also trust each other So our team ended up not spending too much time monitoring one another, and they’ll be more likely to take risks ● Performance evaluation and reward systems: our team had an established system for how their performance is evaluated We set up specific requirements for each part of the video And based on them, each member would evaluate their own work as well as the work of others to recognize team progress as well as individual contribution Performance evaluation systems keep team members individually and mutually accountable However, we didn’t have reward systems because we saw our chance to work together as our biggest rewards Even if we didn’t yield a high score, we had learned valuable things from each other, and gained more experience and knowledge Composition ● Team Abilities As a leader, I had to assess my team members’ abilities to determine what can be accomplished by the team Each of us had our own strengths Diem Quynh and Yen Nga have a good command of analyzing and writing skills Bao Han and I are competent at editing and design These skills help us enhance our team’s performance ● Team Personalities: All members are really conscientious They're good at backing up other team members, and they're also good at sensing when that support is truly needed However, Diem Quynh is relatively hot-tempered whenever she’s insecure under stress, which also led to some arguments between her and other members This somewhat obstructed our progress But in general, our team is responsible, reliable and cooperative ● Team Roles As a leader of our team, I understand the strengths of each member so I had assigned roles for each one that was matched to team role demands: Yen Nga and Diem Quynh were assessor developers who offer insightful analysis of options So they were responsible for preparing the content of the video and writing the script Bao Han was the creator innovator of our team who initiated creative ideas She was responsible for the concept of video, editing and making the animations I’m an organizer who develops detailed tasks lists and work flow charts to help her team members understand the steps involved in each project I also maintain the project calendar and receive periodic updates from each team member to ensure that projects are progressing on schedule I was also responsible for recording the video, editing the sounds and supporting Bao Han to make some parts of the video ● Team Size Our team was made up of four people This number of team members is necessary to the work We could easily exchange with each other and recognize the progress of our team We all cooperated with each other and lend real value to the team Process ● Our common purpose was to create a vivid video which translated complex knowledge into easy-to-understand things, which was truly helpful for the viewers And ultimately we could yield A in OB This provides direction and drives the commitment of the team members We put a lot of effort into defining their common purpose—creating it, discussing it and agreeing on it—so that they can use it as their guiding principle ● Specific goals: Each of us tried to translate our common purpose into attainable, measurable, specific goals Diem Quynh and Yen Nga aimed to write a thorough script which provided valuable knowledge They focused on ones that weren’t mentioned in the textbook, gave understandable examples for each new term and cited experiments from reliable sources Bao Han and I aimed to create a video with lively animations to attract the attention of viewers, which could vividly demonstrate information These goals help our team focus on the results they’re working to achieve ● Team efficacy: I set up the team to achieve small successes along the way to their larger goals, and recommended reliable sources for DQ and YN , and shared my Canva Pro and Adobe Pr account with BH to ensure that team members are growing their skills ● Conflict: Our team members sometimes were not getting along, disagree on the basic issues of a work task Healthy conflicts build the team and help team members grow For example, BH and I argued about which application to make animation BH thought we should use Biteable or Animaker but I thought we should choose Canva Biteable or Animaker are easy to learn to make video They also have more eye-catching effects However, we have to pay for those apps a specific amount of money All members didn’t have enough money for it so we ended up choosing Canva because it was free What are some special challenges that virtual teams face? For virtual teams to be effective, what should management ensure? Answer: They may suffer from less social rapport and less direct interaction among members They aren't able to duplicate the normal give-and-take of face-to-face discussion Especially when members haven't personally met, virtual teams tend to be more task-oriented and exchange less socialemotional information Not surprisingly, virtual team members report less satisfaction with the group interaction process than face-to-face teams For virtual teams to be effective, management should ensure that: (a) trust is established among team members (research has shown that one inflammatory remark in a team member e-mail can severely undermine team trust); (b) team progress is monitored closely (so the team doesn't lose sight of its goals, and no team member "disappears"); and (c) the efforts and products of the virtual team are publicized throughout the organization (so the team does not become invisible) Teams can be classified based on their objectives Identify and discuss the four most common forms of work teams Answer: Teams can a variety of things They can make products, provide services, negotiate deals, coordinate projects, offer advice, and make decisions The four most common types of team are problem-solving teams, self-managed teams, cross-functional teams, and virtual teams a) In problem-solving teams, members share ideas or offer suggestions on how work processes and methods can be improved They meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment Rarely, however, are these teams given the authority to unilaterally implement any of their suggested actions b) Self-managed work teams are groups of employees (typically 10 to 15 in number) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors Typically, this includes planning and scheduling of work, assigning tasks to members, collective control over the pace of work, making operating decisions, taking action on problems, and working with suppliers and customers Fully selfmanaged work teams even select their own members and have the members evaluate each other's performance As a result, supervisory positions take on decreased importance and may even be eliminated c) Cross-functional teams are made up of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task This is an effective means for allowing people from diverse areas within an organization to exchange information, develop new ideas and solve problems, and coordinate complex projects d) Virtual teams use computer technology to tie together physically dispersed members in order to achieve a common goal They allow people to collaborate online using communication links like wide-area networks, video conferencing, or e-mail, whether they're only a room away or continents apart Like cross-functional teams, virtual teams are so pervasive, and technology has advanced so far, that it's probably a bit of a misnomer to call them "virtual." Nearly all teams today at least some of their work remotely Discuss the difference between a work group and a work team Answer: A work group is a group that interacts primarily to share information and to make decisions to help each member performs within his or her area of responsibility There is no positive synergy that would create an overall level of performance that is greater than the sum of the inputs A work team generates positive synergy through coordinated effort Their individual efforts result in a level of performance that is greater than the sum of those individual inputs The advantages of oral communication are speed and feedback A verbal message can be conveyed and a response received in a minimal amount of time If the receiver is unsure of the message, rapid feedback allows for early detection by the sender and, hence, allows for early correction The major disadvantage of oral communication surfaces in organizations or whenever the message has to be passed through a number of people The more people a message must pass through, the greater the potential distortion The message's content, when it reaches its destination, is often very different from that of the original In an organization where decisions and other communiqués are verbally passed up and down the authority hierarchy, there are considerable opportunities for messages to become distorted The advantages of written communications include that they are often tangible and verifiable When printed, both the sender and receiver have a record of the communication and the message can be stored for an indefinite period If there are questions concerning the content of the message, it is physically available for later reference This feature is particularly important for complex and lengthy communications A final benefit of all written communication comes from the process itself You're usually more careful with the written word than the oral word You're forced to think more thoroughly about what you want to convey in a written message than in a spoken one Thus, written communications are more likely to be well thought out, logical, and clear Written messages also have their drawbacks They're time consuming So, although writing may be more precise, it also consumes a great deal of time The other major disadvantage is feedback, or lack of it Oral communication allows the receiver to respond rapidly to what he thinks he hears Written communication, however, does not have a built-in feedback mechanism The result is that the mailing of a memo is no assurance it has been received, and, if received, there is no guarantee the recipient will interpret it as the sender intended The latter point is also relevant in oral communiqués, except it's easy in such cases merely to ask the receiver to summarize what you've said An accurate summary presents feedback evidence that the message has been received and understood Written communications include memos, letters, fax transmissions, email, instant messaging, organizational periodicals, notices placed on bulletin boards (including electronic ones), and any other device that transmits via written words or symbols A benefit of all written communication comes from the process itself People are usually forced to think more thoroughly about what they want to convey in a written message than in a spoken one Thus, written communications are more likely to be well thought out, logical, and clear What are the benefits and drawbacks of e-mail? Answer: E-mail messages can be quickly written, edited, and stored They can be distributed to one person or thousands with a click of a mouse They can be read, in their entirety, at the convenience of the recipient And the cost of sending formal e-mail messages to employees is a fraction of what it would cost to print, duplicate, and distribute a comparable letter or brochure Information overload is a drawback It's not unusual for employees to get a hundred or more e-mails a day Reading, absorbing, and responding to such an inflow can literally consume an employee's entire day In essence, email's ease of use has become its biggest negative Employees are finding it increasingly difficult to distinguish important e-mails from junk mail and irrelevant messages Another drawback of e-mails is that they lack emotional content The nonverbal cues don't come across in e-mail They can be cold and impersonal As such, it's not the ideal means to convey information like layoffs, plant closings, or other messages that might evoke emotional responses and require empathy or social support Nonverbal communication, which includes body movements, the intonations or emphasis we give to words, facial expressions, and the physical distance between the sender and receiver Body language adds to, and often complicates, verbal communication A body position or movement does not by itself have a precise or universal meaning, but when it is linked with spoken language, it gives fuller meaning to a sender's message How are non-verbal communication and silence different? Answer: Nonverbal communication includes body movements, the intonations or emphasis a person gives to words, facial expressions, and the physical distance between the sender and receiver People act out their states of being with nonverbal body language The two most important messages body language conveys are (1) the extent to which we like another and are interested in his or her views and (2) the perceived status between a sender and receiver Body language adds to, and often complicates, verbal communication A body position or movement does not by itself have a precise or universal meaning, but when it is linked with spoken language, it gives fuller meaning to a sender's message It's important to be alert to these nonverbal aspects of communication and look for nonverbal cues as well as the literal meaning of a sender's words, being aware of contradictions between the messages Silence, on the other hand, is a complete lack of communication It is defined by the absence of information Employee silence means managers lack information about ongoing operational problems And silence regarding discrimination, harassment, corruption, and misconduct means top management cannot take action to eliminate this behavior Finally, employees who are silent about important issues may also experience psychological stress Silence is less likely where minority opinions are treated with respect, workgroup identification is high, and high procedural justice prevails Managers must make sure they behave in a supportive manner when employees voice divergent opinions or express concerns, and they must take these concerns under advisement One act of ignoring or belittling an employee for expressing concerns may well lead the employee to withhold important future communication Communication channel The choice of channel depends on whether the message is routine or nonroutine Routine messages tend to be straight forward and have minimal ambiguity; channels low in richness can carry them efficiently Nonroutine communications are likely to be complicated and have the potential for misunderstanding Managers effectively only by selecting rich channels can communicate them What is channel richness? Describe two forms of electronic communications and evaluate their channel richness levels Answer: Channels differ in their capacity to convey information Some are rich in that they can (1) handle multiple cues simultaneously, (2) facilitate rapid feedback, and (3) be very personal Others are lean in that they score low on these factors Face-to-face conversation scores highest in channel richness because it transmits the most information per communication episode; multiple information cues (words, postures, facial expressions, gestures, intonations), immediate feedback (both verbal and nonverbal), and the personal touch of being present Impersonal written media such as formal reports and bulletins rate lowest in richness Electronic communication varies in channel richness Video conferences, for example rate almost as high as face-to-face communication Video conferencing permits employees in an organization to have meetings with people at different locations Live audio and video images of members allow them to see, hear, and talk with each other Video conferencing technology, in effect, allows employees to conduct interactive meetings without the necessity of being physically in the same location E-mail is lean in richness E-mail uses the Internet to transmit and receive computer-generated text and documents E-mail messages can be quickly written, edited, and stored However, there is no feedback, they are often misinterpreted, and information is one-sided Describing a vision for an ad campaign is complex and nonroutine Jessica needs to share the information in a face-to-face context, using a rich communication channel She should call a meeting Face-to-face conversation scores highest in channel richness moving down the scale to memos and letters at the lowest end, or lean in richness factors of communication Impersonal written media such as formal reports and bulletins, formal written brochures and memos that don't have personal receivers, but are mass delivered rate lowest in richness - Communication process The seven parts of the communication process are the source, encoding, the message, the channel, decoding, the receiver, and feedback The source initiates a message by encoding a thought The message is the actual physical product from the source encoding The channel is the medium through which the message travels The receiver is the object to whom the message is directed The symbols must be translated into a form that can be understood by the receiver This is the decoding The final link is a feedback loop Communication can provide for the emotional expression of feelings and fulfillment of social needs This is the emotional expression function It would most likely be used through informal channels of communication Emotional expression is often face-to-face from sender to receiver, but can also be sent in written encoding There is often immediate feedback with emotional expression The sender initiates a message by encoding a thought The message is the actual physical product of the sender's encoding The receiver is the person(s) to whom the message is directed, who must first translate the symbols into understandable form This step is the decoding of the message Decoding comes after the sender's encoding The channel is the medium through which the message travels The sender selects it, determining whether to use a formal or informal channel The receiver is the person(s) to whom the message is directed, who must first translate the symbols into understandable form This step is the decoding of the message The receivers in the communication process selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics This is called selective perception Receivers also project their interests and expectations into communications as they decode them Joe misses the one o'clock meeting because he misunderstood which meeting Mary was referring to Joe forgot to ask Mary to clarify which meeting she meant Joe's misunderstanding therefore occurred due to a lack of _feedback _ Feedback is the check on how successful we have been in transferring our messages as originally intended It determines whether understanding has been achieved The function of communication to facilitate decision making in which communication provides the information individuals and groups need to make decisions by transmitting the data to identify and evaluate alternative choices is called the information function This can be transmitted through formal or informal channels, but in organizational communication is often sent through formal channels to ensure receipt and feedback Information is often sent in written encoding, but can be relayed face-to-face Feedback is usually sent through formal channels as well Describe the communication process Include the communication process model and explain the eight parts of this model Answer: Before communication can take place, a purpose, expressed as a message to be conveyed, is needed It passes between a sender and a receiver The message is encoded (converted to a symbolic form) and passed by way of some medium (channel) to the receiver, who retranslates (decodes) the message initiated by the sender The result is a transfer of meaning from one person to another The key parts of the communication process are the sender, encoding, the message, the channel, decoding, the receiver, noise, and feedback The source initiates a message by encoding a thought The message is the actual physical product from the source encoding The channel is the medium through which the message travels The receiver is the object to whom the message is directed The symbols must be translated into a form that can be understood by the receiver This is the decoding Noise represents communication barriers that distort the clarity of the message The final link is a feedback loop Explain and provide a workplace example for each of the following communication situations: oral communication in downward flowing direction; written communication in upward flowing direction; and nonverbal communication in lateral flowing direction Answer: Communication that flows from one level of a group or organization to a lower level is downward communication It's used by group leaders and managers communicating with employees to assign goals, provide job instructions, explain policies and procedures, point out problems that need attention, and offer feedback about performance Speeches, formal one-on-one and group discussions, and the informal rumor mill or grapevine are popular forms of oral communication When a sales manager holds a sales meeting to explain new products or to motivate the team he is using downward flowing oral communication managers telling employees to work more quickly, managers assigning goals,informing employees of procedures, pointing out problems that need attention Upward communication flows to a higher level in the group or organization It's used to provide feedback to higher-ups, inform them of progress toward goals, and relay current problems Upward communication keeps managers aware of how employees feel about their jobs, co-workers, and the organization in general Managers also rely on upward communication for ideas on how conditions can be improved Written communications include memos, letters, fax transmissions, e-mail, instant messaging, organizational periodicals, notices placed on bulletin boards (including electronic ones), and any other device that transmits via written words or symbols A monthly status report from a project manager sent to his department director is an example of upward flowing written communication To engage in effective upward communication, the employee should try to reduce distractions, communicate in headlines not paragraphs, support your headlines with actionable items (what you believe should happen), and prepare an agenda to make sure you use your boss's attention well They should not prepare a speech When communication takes place among members of the same work group, members of work groups at the same level, managers at the same level or any other horizontally equivalent workers, we describe it as lateral communication Horizontal communication saves time and facilitates coordination Nonverbal communication includes body movements, the intonations or emphasis we give to words, facial expressions, and the physical distance between the sender and receiver When two programmers confer on the best way to crack a code for a common project, they are engaging in oral lateral communication If one of them shows a puzzled face, or raises an eyebrow at the other's suggestion that is an example of non-verbal lateral communication #HANHVITOCHUC #OB #HANHVITOCHUCTIENGANH HÀNH VI TỔ CHÚC TIẾNG ANH ... you don't dislike it) Because your attitude is determined by observing your own behavior, this is an example of a behaviorally-based attitude Cognitive Component The third and final component of... individual’s behavior, we attempt to determine whether it was internally or externally caused ● Internally caused behavior is believed to be under the control of the individual ● Externally caused behavior. .. beliefs or behaviors You may have felt it when you learned new information about the world that contradicted something you’d believed for a long time Or maybe you learned something about your behavior