Term
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Definition
-Resistance
-Resentment
-Retaliation
-Lying
-tattling
-dominating
-need to win
-forming alliances
-submission
-buttering up
-conformity
-withdrawing
-getting sick
-crying |
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Term
| Universal traits of leaders |
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Definition
| theory that leadership was a product of certain attributes residing within all leaders |
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Term
| How do leaders acquire folllowers |
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Definition
-To survive
-some means is required to satisfy a need
-most needs of individuals are satisfied in relationships with people or groups
-People look for relationships where other person has means to satisfy their need
-people join groups hoping that membership will satisfy their needs
-group accepts influence of a leader only if they feel their means will satisfy their needs.
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Term
| Skills to meet group members' needs |
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Definition
1.) Behavior that increases group members' self-esteem and personal worth
2.)Behavior that increases group cohesiveness and team spirit |
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Term
| Skills to meet organizational need |
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Definition
1.)Behavior that motivates productivity and the achievement if group goals
2.) Behavior that helps members reach goals: planning, scheduling, coordinating, problem-solving, providing resources. |
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Term
| to meet the members' needs |
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Definition
| "human relations specialists" |
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Term
| to meet the organizational need |
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Definition
| "productivity specialists" |
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Term
| 5 levels of Abraham Maslow pyramid |
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Definition
- self-actualization (level 5)
- esteem needs (level 4)
- acceptance need (level 3)
- safety needs (level 2)
- physiological needs (level 1) |
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Term
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Definition
acting as "obstacles" to need satisfaction:
-poor interpersonal relationships with superiors
-poor interpersonal relationships with peers
-inadequate technical supervision
-poor company policies and admin.
-poor working conditions
-problems in workers personal lives |
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Term
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Definition
acting as "providers" of need of satisfaction:
-achievement
-recognition
-the work itself
-responsibility
-advancement |
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Term
| Scott Myers two kinds of employee needs |
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Definition
1.)motivation needs (which are task-centered)
2.)maintenance needs (work itself/people-centered) |
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Term
| Reasons why behavior window moves |
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Definition
-b/c of things going on in you (how you are feeling that day)
-b/c of where you are
-characteristics of group members (some easier to accept) |
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Term
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Definition
| behavior indicating group member has a problem --> group member's needs unmet (group owns problem) |
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Term
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Definition
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Term
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Definition
| behaviors causing me a problem -->my needs unmet (i own the problem) unacceptable behaviors |
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Term
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Definition
| behavior indicating both have a problem --> both have unmet needs (we own problem) |
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Term
| principal function of effective leader |
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Definition
| to maximize the productive work time and achieve mutual need satisfaction |
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Term
| 3 skills for a "no problem" area |
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Definition
a)problem-solving skills to meet group members needs
b)problem-solving skills to meet my needs (organizational needs)
c)conflict resolution skills to meet both's needs |
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Term
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Definition
| in order to help others i must have my needs met |
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Term
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Definition
| people will continue to expend energy doing things that benefit others only if they feel they are receiving "___________" |
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Term
| what is the most important level of needs |
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Definition
| level one physiological needs |
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Term
| skills of a "task specialist" |
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Definition
| skills of planning and organizing work |
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Term
| skills of "human relations specialist" |
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Definition
| skills of identifying and solving sources of member dissatisfaction |
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Term
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Definition
| when new leaders are tempted to rush in and take charge with high expectations of sweeping clean the previous boss' mess |
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Term
| "management team" concept |
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Definition
| entire work group as an integral unit, governing itself within the area of freedom allowed by its position in the organizational hierarchy. |
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Term
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Definition
| when some members belong to two management teams in an organization |
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Term
| 6 steps of Problem-Solving Process |
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Definition
1)identifying the problem
2)generating alternative solutions
3)evaluating the alternative solutions
4)decision-making
5)implementing the decision
6)following up |
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Term
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Definition
| seeing that the problems get solved but not directly involved in the problem-solving process |
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Term
| inhibitors or "signaling behaviors" |
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Definition
| being unusually uncommunicative, sulking, avoiding you, excessively absent, daydreaming, tardiness |
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Term
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Definition
| SENDER [CODING PROCESS]------> MESSAGE "what's the use in trying.." -----> [DECODING PROCESS] RECEIVER "she's very discourage" |
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Term
| responses that facilitate problem-solving |
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Definition
-door openers
-passive listening
-active listening
-acknowledgement responses |
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Term
|
Definition
-would you like to talk about it?
-can i be of any help with this problem
-i'd sure like to help if i can |
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Term
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Definition
| this type of response requires you to "shut up and listen" or "keep quiet" because it shows evidence to helpee that you have interest |
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Term
| acknowledgement responses |
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Definition
when people need more from listener than complete silence to ensure interest.
-EX. eye contact "i understand"
-EX. nodding "interesting" |
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Term
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Definition
| the strongest technique in letting the helpee know that the listener actually understands the message |
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Term
|
Definition
| frequent and continuous feedback of the results of the receiver's decoding is what?" |
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Term
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Definition
| these two things are necessary in any relationship of one person fostering the growth and psychological health in another |
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Term
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Definition
| the capacity to put oneself in the shoes of others and understand their "personal world of meaning" |
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Term
| "personal world of meaning" |
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Definition
| how people view their reality, how they feel about things |
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Term
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Definition
| is feeling good about what a person is doing |
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Term
| Roadblocks to Communication |
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Definition
1)ordering
2)warning
3)moralizing
4)advising
5)using logic
6)criticizing
7)praising
8)labeling
9)analyzing
10)reassuring
11)questioning
12)avoiding |
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Term
| Misconceptions of active listening |
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Definition
-you dont need to use feedback every message
-roadblocks are okay in a no problem scenario
-you don't always have to solve somebody else problems
-dont mistake acceptance for agreement
-incorporate other tools as well
-leaders have to genuinely want to listen for process to work |
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Term
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Definition
| when someone is legitimately dependent on you for information, tools, or money etc. b/c you have what they need |
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Term
While _________ such feelings is not unhealthy, ___________ repressing them is.
-keep feelings friendly |
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Definition
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Term
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Definition
| this causes ulcers, headaches, heartburn, high blood pressure and other psychosomatic problems |
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Term
| making everyday use of your listening skills |
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Definition
-feelings are friendly
-feeling can be transitory
-getting to the real problem
-people are more likable than you think
-pouring oil on troubled waters
-helping your people grown
-the leader as a teacher |
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Term
| what is the most important principle of effective teaching? |
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Definition
| your teaching has to stop until you get evidence that he is again ready to learn. can't be a teacher without learners. |
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Term
| When other person owns the problem |
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Definition
-youre a listener
-youre a counselor
-you want to help the other
-youre a sounding board
-you facilitate the other's finding her own solution
-you can accept the other's solution; --you don't need to be satisfied
-youre primarily interested in other's needs
-youre more passive |
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Term
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Definition
-youre a sender
-youre an influencer
-you want to help yourself
-you want to sound off
-you need to find a solution to yourself
-you must be satisfied with the solution
-youre primarily interested in your own needs
-youre more assertive |
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Term
| When the other person owns the problem you employ _______. When you own the problem you must employ _________. |
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Definition
| listening skills, assertive skills |
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Term
| Tolerating an inequitable relationship is often labeled "_________" |
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Definition
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Term
|
Definition
-they make people feel guilty
-they may be felt as blame, put-downs, criticism, rejection
-they may communicate lack of respect for the other person
-they often cause retaliatory behavior
-the may be damaging to the recipients self-esteem
-they can produce resistance
-they may make a person fell hurt and then resentful
-they are often felt as punitive |
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Term
| I-Messages are sometimes called..... |
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Definition
| "leveling" -being open, honest, and direct with people in your life |
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Term
| 3 components of a complete I-Message |
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Definition
1)a brief nonblameful description of the behavior you find unacceptable
2)your honest feelings
3)the tangible and concrete effect of the behavior on you (the consequences) |
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Term
|
Definition
| behavior + feelings + effects |
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Term
| common errors in active listening |
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Definition
-overshooting
-adding
-rushing
-analyzing
-undershooting
-subtracting
-lagging
-parroting |
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