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Chapter 1

Chapter 1. Foundations of Communication . Noise. Signal. Received Signal. Linear Model Communication as Action. Transmitter. Receiver. Info Source. Channel. Destination. Who says what in what channel to whom with what effect?. Noise. Interaction Model Communication as Message Exchange.

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Chapter 1

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  1. Chapter 1 Foundations of Communication

  2. Noise Signal Received Signal Linear ModelCommunication as Action Transmitter Receiver Info Source Channel Destination Who says what in what channel to whom with what effect?

  3. Noise Interaction ModelCommunication as Message Exchange Context Context Source Channel Receiver Message Message Context Context Feedback Adds two key elements (feedback and context)…still fails to recognize simultaneous process of sending/receiving that occurs.

  4. Noise Noise Noise Transaction ModelCommunication as Message Creation Context Context Source/Receiver Source/Receiver Message/Feedback Context Context We constantly react to what others say…not just exchanging meaning, also creating meaning

  5. 8 Propositions about Interpersonal Communication • Communication has both verbal & nonverbal components • You cannot not communicate • Communication expresses both content & relationship • Meanings are in people

  6. 8 Propositions about Interpersonal Communication (continued) • Communication is irreversible • Communication is a neutral tool • Communication is a learned skill • Communication takes place in physical & psychological contexts

  7. Source Intentional Unintentional Intentional 1 2 Receiver Unintentional 3 4

  8. Chapter 2 So What’s Stopping You? Communication Anxiety

  9. Why are some people apprehensive about communicating? • Inadequate positive reinforcement • Poor skill development • Inadequate or poor models

  10. Understanding Stage Fright • Fear of evaluation • Lack of preparation • Feel conspicuous • Rigid rules • Negative self-talk

  11. Managing your Fear of Communicating • Think! Severe Communication Apprehension • Systematic desensitization • Cognitive therapy

  12. Chapter 4 Listening

  13. What is Listening? • Receiving • Understanding • Interpreting • Discriminating • Remembering • Evaluating • Responding

  14. Who is the Listener? • Listener’s purposes • Listener’s knowledge & interest levels • Listener’s listening skills • Listener’s attitudes

  15. Contextual Barriers to Good Listening • Location • Culture • Gender

  16. Becoming a Better Listener • Adapt to speaker’s delivery • Listen with your eyes as well as your ears • Monitor your emotional reactions • Avoid jumping to conclusions • Listen for major ideas • Identify your listening goals • Take notes • Become an active listener • Be a selfish listener • What’s in it for me? • How can I use this information?

  17. Chapter 3 Ethics & Professional Communication

  18. Professional Communication Ethics • Take responsibility • Respect & tolerate others • Speak with commitment & will

  19. Scholastic Dishonesty • Cheating • Plagiarism

  20. Chapter 5 Interviewing for Information Gathering

  21. What is an Informational Interview? • Exchange between two parties • Strategic purpose or goal • Asking & answering of questions

  22. Preparing for an Interview • Decide on a purpose • Choose a structure • Generate topics • Construct a schedule of questions • Primary & secondary questions • Probes • Examine your questions for language problems • Ambiguous & complex phrasing • Irrelevant & offensive content • Leading questions • Speedy & guessing questions • Prepare your opening and closing

  23. Chapter 6 Working with Groups & Teams

  24. Teams… • When should you use a group or team? • Successful teams • Themes & identity • Enthusiasm and energy • Event-driven history • Personal commitment • Optimism • Performance results • Goals & roles (p. 180)

  25. Unsuccessful Teams • Unclear goals • Changing objectives that are poorly communicated • Poor leadership • Lack of mutual accountability • Having the wrong people on the team • Not prioritizing the team • Misunderstanding of roles • Too much unhealthy conflict • Bad process management (how team is organized & run) • No rewards for teamwork

  26. Leading Teams • Assigned vs. emergent leadership • Task vs. social leadership • Participative leadership • Democratic leadership • Laissez-faire leaders • Authoritative leaders

  27. Building Consensus • Share similar goals • Have a common enemy • Spend time together on both task and non-task activities • Work at respecting and trusting one another • Have a series of successful experiences together

  28. Downside of Consensus • Social loafing • Groupthink

  29. Effective Meetings • Keep the meeting structured • Build consensus • Understand the stages of meetings • Orientation • Conflict • Resolution • Reinforcement • Follow-through on commitments • Be a good team member

  30. Chapter 7 Leadership & Decision Making in Groups

  31. What is Leadership? Leadership: is a dynamic, interactive process whereby one person (or group) influences another person (or persons) to move toward a particular goal or objective.

  32. What is Leadership? • Process • Dynamic • Interactive • Influence • Purpose *Are leaders born or made? *Is leadership science or art?

  33. Perspectives on Leadership • Blake & Mouton’s leadership grid • Concern for people vs. concern for production • Transactional vs. transformational leadership • Situational leadership • Directing • Coaching • Supporting • Delegating • Contingency theory • Least-preferred coworker scale

  34. Concern for People Concern for Production Blake & Mouton’s Leadership Grid 1,9 Country Club 9,9 Team 5,5 Organizational 9,1 Authority- Obedience 1,1 Impoverished

  35. Follower Development Levels F1: Enthusiastic Beginner Low competence, high commitment F2: Disillusioned Learner Some competence, low commitment F3: Reluctant Contributor High competence, variable commitment F4: Peak Performer High competence, high commitment Situational Leadership Theory (Hersey & Blanchard) Leadership Styles L1: Telling/directing Low supportive, high directive L2: Selling/coaching High supportive, high directive L3: Participating/supporting High supportive, low directive L4: Delegating Low supportive, low directive

  36. Selling Follower Commitment Delegating Participating Follower Competence F1 F4 Telling F3 Leadership Direction F2 Leadership Support

  37. Contingency Leadership Theory (Fiedler) • Effective leadership is a balance of relationships, power, & task structure • Based on the Least-Preferred Co-worker Scale • Leader-Member Relations: extent of loyalty, support, and quality of relationships • Leader’s Position Power: extent to which leader has authority; controls rewards & punishments • Task Structure: extent to which tasks are standardized & controlled

  38. Contingency Leadership Theory

  39. Chapter 9 Analyzing your Audience

  40. Know your Audience A – Analysis U – Understanding D – Demographics I – Interest E – Environment N – Needs C – Customized E – Expectations

  41. Audience Needs Maslow’s Hierarchy of Needs Self Actualization Needs Self-Esteem Needs Social Needs Safety Needs Physiological Needs

  42. Personality Types • Intuitors - Conceptual • Thinkers - Analytical • Feelers - Relational • Sensors - Practical

  43. Chapter 15 Speaking to Inform

  44. Purpose of Informative Speaking • Convey understanding • Educate • Transmit information through personal channels

  45. Types of Informative Speeches • Objects • Processes • Events • Concepts

  46. Choosing a Topic • Not over listeners’ heads • Not too personal • Intriguing • Manageable • Has substance

  47. Types of Evidence • Narrative or objective • Factual • Specific • Statistics • Testimony

  48. Chapter 10 Organizing a Successful Presentation

  49. Defining the Purpose of your Presentation Topic General Purpose Specific Purpose Thesis

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