Term
Ch. 1 Communication and the writing process
What are the four Rs of effective communication and relationships? |
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Definition
1. Recognition – to help ensure you stay connected with another communicator…
a. First, recognize or acknowledge what the other person has said.
b. Next, consider the message with an open mind.
c. Finally, respond to the other person’s communication
2. Response – see above
3. Respect
a. Everyone deserves respect, not just your peers and superiors.
b. Communication involves accepting others for who they are, not who you want them to be. You are unique and so is everyone else.
c. Focus on similarities and use differences to gain deeper understanding of yourself and those with whom you interact.
4. Responsibility - By taking responsibility you are pushing the communication process in a positive direction
-when you take responsibility for the impact of your words and actions have on others you build relationships based on trust |
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Term
Ch. 1 Communication and the writing process Phases of writing
Hint: 3 phases |
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Definition
| 1.Composing: creating, inventing, discovering, and molding your topic. a. Prewriting: researching, reading, and discussing a topic gain insight: taking notes and mapping∫: thinking reflectively about a topic b.Planning- organizing, and prioritizing key ideas: clarifying purpose and audience c.Drafting- getting your ideas on the page in narrative form. 2. Editing- making stylistic changes so that writing is clear, concise, and reader-friendly: proofreading for grammar, punctuation and word usage 3. Revising: restructuring, rethinking, or reorganizing content so that your message is effective |
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Term
Ch. 1 Communication and the writing process What are three composing tools?
Hint: 3 Fs of writing.... |
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Definition
| Free writing- involves putting whatever is on your mind to paper in free form write to release your feelings and to gain insight into resolved issues. “The value of free writing comes from doing it; you need achieve no other goal Focused writing- is more structured than free writing: it involves only one topic so do not jump from idea to idea Forced writing- you are producing something you plan to use. You are staying focused on one topic and developing a usable draft. Write for a short time about 10 or 20 mint. |
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Term
Ch 2 what is good business writing?
What is parallel structure? |
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Definition
Parallel structure relates to syntax and clarity. Parallel structure creates balance by presenting related words in the same grammatical form.
Ex:
incorrect- the team envisioned successful future through strong leadership, making decisions effectively, and new approaches being tried
Correct- the team envisioned a successful future through strong leadership, effective decisions, and new approaches |
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Term
Ch 2 what is good business writing?
What are important tone issues you need to consider when writing? |
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Definition
by adjusting your writing style you can make your message more inviting to the reader
-focusing on the you point of view
“You are one of the most efficient people I know”
-turning nominals into active verbs
“Nominal” a noun that is originated as a verb
Verb Nominal
Transport transportation
Develop development
Dedicate dedication
Separate separation
Ex: the word appreciate becomes appreciation in nominalized form
-using real subjects and strong verbs
Use the active voice
Avoid sentences with it is or there are (these are called expletive forms)
Use action verbs rather than state-of-being verbs (is, are, seem) and weak verbs (such as make, give, take)
-using voice to control level of formality
Active voice- the subject performs the action of the verb bob wrote the report
Passive voice- the subject does not perform the action of the verb the report was written by bob (report is the subject, and “report” Is not performing the action of the verb)
-choosing simple language
When possible use simple words instead of a complicated one.
Ex: we utilize the best methods----->instead use: we use the best methods
Our manager is cognizant of the policy-----> our manager knows the policy
-using voice to control tone
Use the active voice
-when you want to connect directly to the reader
-when you know the real subject and want to get the point efficiently
-when you want to set a professional tone
Use the passive voice:
-when you do not know who or what the real subject is
-when you want to be tactful about making your point without assigning responsibility to a specific person. With the passive voice you can leave the real subject out of the sentence for example when someone has made an error, it is more effective to say “an error has been made” than say “you have made an error.” (Unless of course, you want to ascribe responsibility for specific actions |
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Term
Ch 3- coherent and cohesive paragraphs
Coherent paragraphs |
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Definition
| develop a main idea in a logical way. A coherent paragraph demonstrates a logical flow of ideas. The writer develops the topic in a consistent rational way. Readers can make sense of the content because one idea leads to another. |
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Term
| Ch. 3 Coherent and cohesive paragraphs Cohesive paragraphs |
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Definition
| represent one main idea or topic A good cohesive paragraph demonstrates connectedness among ideas. Ideas are related: they adhere together for a common purpose. Adequate details support the main ideas so that the reader understands the main point. They have a topic string -a series of sentences that develop the specific idea captured by the topic sentence. |
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Term
Ch. 4 Office Communications
Effective E-mails |
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Definition
-respond to email within a day or two
-use salutation
-start the message with the most important information
-use conventional rules for punctuation
Avoid jargon slang and abbreviations
-stay current about your company policy for email use even if personal messages are allowed.
-update the email by changing the subject line to reflect the new content |
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Term
Ch. 4 Office Communications
Why use a business letter? |
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Definition
Why use a business letter?
A business letter is a formal communication tool
Purpose:
To inform a reader of lengthy, detailed information
Document information formally
Communicate with individuals you do not know personally
Obtain documentation that a letter was received
Convey sensitive information or bad news
Communicate formally as in a thank you letter |
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Term
Ch.4 Office Communications
When to use direct messages |
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Definition
Most letters take a direct approach to conveying information putting the purpose and main point in the first paragraph
The body gives as many details as necessary but do not stray from the principle less is more.
The closing in a direct message is usually short; it states action or next steps that you intend to take or that you request your reader to take. Opens the door for additional communication |
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Term
Ch. 4 Office Communication
When to use indirect messages |
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Definition
Some letters purposefully take an indirect approach. When unexpected or bad news first explain the rationale before starting your main point or decision. State the purpose in a general way but give enough detail and explanation so that the rationale leading to the news makes sense to the reader.
-the indirect approach is tactful and shows respect for the reader
-the main point could be in the body or conclusion
Like in direct, an indirect message lets the reader know that he or she may contact you or someone else for additional information. |
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Term
Ch 5 Persuasive Communication
Guidelines for informal persuasion |
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Definition
Know as much about your client as you do about the idea, product, or service that you are “selling”
-what is your client’s mission?
-what are client’s immediate needs as well as short-term and long-term objectives
2.Understand all aspects and implications of your proposed idea, product, or service
-what is your product, system, or service, how does it work?
-How long will it take to learn?
-why is it better than or different from what was tried before
3.Develop trust.
-do you respect others and listen to their ideas?
-are you objective fair and consistent in the way you manage yourself and your relationship
4.Recognize that resistance tugs at decision makers from many directions, including emotion, logic, trust, attitude, beliefs, priorities, time, costs, and politics.
-do the decision makers have a belief or an assumption that holds them back?
-is there a lack of trust in you, your product, or your proposal?
-are other priorities creating conflicts? |
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Term
Ch 5 Persuasive Communication
Guidelines for formal persuasion |
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Definition
with formal persuasion you need to go through various stages to adapt your product or service to your clients needs.
What are the client’s needs? What does your client want to achieve? What problem does your product, system or service solve?
-analyze clients needs and interests adapt proposal to ensure that you have their interest in mind |
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Term
Ch 5 Persuasive Communication
Routing requests |
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Definition
-present requested action and due dates close to the beginning of the message. If a due date is critical mention this in the subject line
-supply only necessary supporting information. Include a comment explaining why the request is important or what the request will help you accomplish
-express appreciation at the end of your message, also include next steps, if relevant
-connect to the reader and state the purpose of your letter
Explain the reason for the request
-tell the reader what to do and supply a due date
-show appreciation for action taken, and let the reader know that you are available to answer questions. |
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Term
Ch. 6 Verbal Communication Skills
What is the lagniappe of communication? |
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Definition
Other nonverbal elements such as facial expressions and posture add extra meaning to a message, as does the tone of voice; these less tangible aspects of communication are known as the lagniappe of communications.
Ex: eye contact, facial expressions, posture |
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Term
Ch 6 Verbal Communication Skills
What is the difference between negative and contructive feedback? NEGATIVE... |
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Definition
-Negative feedback- identifies the problem but not the solution
-Constructive feedback-identifies the problem, offers a possible solution, and opens a dialogue
The goal of feedback is to change behavior not to hurt the person receiving it.
-if feedback is not conveyed effectively the person receiving it can feel attacked.
-constructive feedback must also be given at a time when neither the speaker nor the listener feels emotional about it. |
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Term
Ch 6 Verbal Communication Skills
What is the difference between negative and constructive feedback? CONSTRUCTIVE... |
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Definition
-start out with a truthful, positive comment. Discuss challenging issues in private so that the recipient need not feel concerned that the conversation is being overheard
-do not put your concerns in writing until after you meet with the recipient to discuss them you may clarify misunderstandings while discussing the issues together |
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Term
Ch 6 Verbal Communication Skills
What is the difference between negative and contructive feedback? NEGATIVE... |
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Definition
-Negative feedback- identifies the problem but not the solution
-Constructive feedback-identifies the problem, offers a possible solution, and opens a dialogue
The goal of feedback is to change behavior not to hurt the person receiving it.
-if feedback is not conveyed effectively the person receiving it can feel attacked.
-constructive feedback must also be given at a time when neither the speaker nor the listener feels emotional about it. |
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Term
Ch 6 Verbal Communication Skills
What is the difference between negative and contructive feedback? CONSTRUCTIVE... |
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Definition
-start out with a truthful, positive comment. Discuss challenging issues in private so that the recipient need not feel concerned that the conversation is being overheard
-do not put your concerns in writing until after you meet with the recipient to discuss them you may clarify misunderstandings while discussing the issues together |
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Term
Ch. 6 Verbal Communication skills
Receiving feedback |
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Definition
First thank the person for taking the time to point out your behavior
Refrain from arguing with the person conveying the information
Clarify the information
Ask question
Take a moment to be reflective
If feedback is accurate accept responsibility
If you can refrain from being defensive offer valid information to explain why behavior happened
If you feel the feedback is not accurate you may want to wait longer or seek input before you respond. |
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Term
Ch. 6 Verbal Communication
Power Point Rules |
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Definition
1.determine your purpose
2.identify your audience
3.plan the overall structure and content of each slide
decide on your major headers, w
divide into subtopics or second level headers
4.compose with text and graphics
-limit the amount of your text to no more than eight words per line and no more than eight lines per slide
5.format each slide
6.edit text and graphics
7.deliver the presentation
-stand on the right side of screen
-use the slides as part of your conversation with the audience do not read word for word |
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Term
Ch 7 Global Communication and Technology
Best practices for communication globally - The Platinum Rule: |
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Definition
| Treat others as they want to be treated this helps us take another step toward accommodating the needs of others. This suggest identifying and working toward appreciating your colleagues preferences, cultural patterns, and communication styles. |
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Term
Ch 7 Global Communication and Technology
Best practices for communication globally - Authenticity: |
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Definition
| Sincerity, humility, and considerate attitude can take you a long way in global communications. Your effectiveness depends on your authenticity, in other words, on being yourself. |
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Term
Ch 7 Global Communication and Technology
What 3 factors are in the Cultural Iceberg? |
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Definition
Bottom Level (Foundations): Values Motivations, expectations, core beliefs, right and wrong (Institutions, language, geography, economics, government and politics, history, education, art and music, media, religion)
Middle Level: Attitudes relationships, time and space, formalities, decision making, recreation, work, health, environment.
Top level: Actions, words, laws, dress codes, protocols, etiquette
*See pg 229 for diagram |
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Term
Ch 7 Global Communication and Technology
Cultural Value Pairs: Individualist/Informality |
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Definition
| individualist: identifies primarily with self; individual needs satisfied before those of the group taking care of oneself and being self0sufficient guarantee well being of the group; self reliance is stressed one may choose to join groups, but membership is not essential to success Informality: body language, attention to ritual, and dress are less important; using first names with people you’ve just met is fine, suggesting openness; people may slouch down in chairs or lean on walls or furniture when they talk rather than observing strict postures; the atmosphere is often informal, with joking, teasing, and wandering around offices; greetings are extended casually to passerby and strangers and to groups as a whole; titles such as “Dr.” for someone with a PhD are sometimes seen as pretentious. |
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Term
Ch 7 Global Communication and Technology
Cultural Value Pairs: Collectivist/Formality |
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Definition
| collectivist: identity is in large part a function of one’s membership and role in a group; survival and success of group ensure well being of the individual; considering needs and feelings of others protects oneself; harmony and interdependence are stressed; distance psychologically and emotionally from non group members. Formality: etiquettes and protocols are used to ensure a sense of order and to demonstrate respect; protocol of rank is observed and defines situational behaviors and appropriate responses; preservation and use of titles is important for showing respect; naming conventions are observed; posture, dress, gestures, and body language are used to evaluate ones credibility and to demonstrate respect for others; a high value placed on personal space; handshakes, bows, kisses, and so on are used to open and close encounters. |
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Term
Ch 8 Team Communication
Characteristics of Effective Teams: Purpose |
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Definition
| The team members have a clear and unified sense of what they are trying to achieve; everyone shares ownership of goals and objectives and their importance |
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Term
Ch 8 Team Communication
Characteristics of Effective Teams: Process |
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Definition
| The team establishes leadership and decision-making strategies as well as ground rules; team members discuss team dynamics openly, periodically doing self checks. Diverse views are explored rather than thwarted. |
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Term
Ch 8 Team Communication
Characteristics of Effective Teams: Participation |
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Definition
| Members are active and engaged; they have a clear understanding of their tasks and take responsibility for their share of the work; members participate equally in discussions and receive feedback if they are slacking (also known as freeloading and social loafing) |
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Term
Ch 8 Team Communication
Characteristics of Effective Teams: Feedback |
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Definition
| Members give feedback about ideas and processes without criticizing one another personally. They avoid backbiting and hurtful comments and take responsibility for their shortcomings rather than look for a scapegoat to blame. |
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Term
| Ch 8 Team Communication Characteristics of Effective Teams: Diversity |
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Definition
| Members respect and even embrace differences in thinking and style; members also accept that at times disagreement is integral to the process and a possibly capture deeper understanding and higher quality. |
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Term
Ch 8 Team Communication
Characteristics of Effective Teams: Decision Making |
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Definition
| Members know how decisions are made and accept the leadership structure. For participatory groups, members make decisions at a point of consensus, with participants feeling as if their views were heard, respected, and incorporated when feasible. |
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Term
Ch 8 Team Communication Types of Decision Making
Hint: There are 3. Self Explanatory. |
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Definition
| Decision by leader Majority Rule Consensus |
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Term
Ch 8 Team Communication
Types of Leadership |
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Definition
Participatory/Collaborative team members share in the decision making process. Problem solving occurs at the grass roots. This can elicit team members strengths and motivation.
Authoritative/heroic team members carry out assigned tasks in prescribed ways. This is a top- down leadership style. When a critical job needs to be accomplished, a leader can make difficult decisions quickly and without debate, taking full responsibility for the outcome and can, at times, undeniably be the most effective. |
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Term
Ch 9 Getting a Job
Follow Up and Thank You Notes |
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Definition
After an interview, focus on two types of follow up:
- Thank the interviewer for meeting with you
- Reflect on your interviewing skills to make them stronger for your next opportunity. |
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Term
Ch 9 Getting a Job
Resume Formats: Chronological |
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Definition
-Heading/Contact Information
- Objective/summary
- Work experience
- Education and training
- Achievements, awards, and affiliations
-References |
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Term
Ch 9 Getting a Job
Resume Formats: Functional |
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Definition
- Heading/contact information
- Objective/summary
- Skills
- Work Experience |
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Term
Ch. 10 Communicating on the job
Aspects of Leadership: Leadership vs. Management |
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Definition
| leadership is about doing the right thing by providing vision and direction. Management is about doing things right by coordinating and balancing resources. |
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Term
| Ch. 10 Communicating on the job Aspects of Leadership: Effective Leadership |
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Definition
- An effective leader is... same on the outside as on the inside; persons actions directly reflect values (possessing integrity) -
consistentcy and predictability develop trust.
-clear about purpose, and they focus on it. - -value strengths and understand their own limitations |
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Term
Ch. 10 Communicating on the job
Aspects of Leadership: Influence |
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Definition
- Spoken
- Unspoken
- Words
- Example |
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Term
Ch. 10 Communicating on the job Aspects of Leadership: How leaders move an organization forward
Hint: They help members create and set these...
V.S. M.S. S Os A.P. |
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Definition
| - Mission Statement: expresses a company’s reason for being, its purpose. - Vision Statement: broader and establishes the context in which the business exists. - Strategy: consists of goals, objectives, and action plans that align with the company mission and vision statements. - Goals: are broad statements of what you’d like to achieve - Objectives: are specific and measurable actions - Action plan: consists of specific tasks along with due dates. |
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Term
Ch. 10 Communicating on the job
What is 360 Degree Multi-Rater Feedback? |
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Definition
This system appraises or evaluates competencies that are important to the job. Competencies are measured from all directions; hence the term 360 degrees indicates the scope of the feedback. A critical piece is the persons self assessment to which rater perceptions is compared.
- When raters scores are consistent with the self score, this shows that perceptions are aligned and indicates that individuals are working together to solve mutual issues.
- When perceptions differ, it is important to discuss the why and how so that needed changes can be identified. |
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