Business & Technical Communication Chapter Review PDF

JAG. Business & Technical. Ch 2 + AWARENESS OF THE SELF & OTHERS CHAPTER TWO BUSINESS & TECHNICAL COMMU...

JAG. Business & Technical. Ch 2 + AWARENESS OF THE SELF & OTHERS CHAPTER TWO BUSINESS & TECHNICAL COMMUNICATION + OVERVIEW u Define mindfulness u Be aware of your social style u Be aware of how to motivate others in the workplace u Be aware of your cultural communication + MINDFULNESS n Mindfulness n An awareness of your own and others’ thoughts, actions, and motivations. n To be successful, we need to always monitor our social style n Social Style n A pattern of communication behaviors that others observe when you interact with them 1  JAG. Business & Technical. Ch 2 + IDENTIFYING YOUR SOCIAL STYLE ASSERTIVENESS n One’s capacity to make requests, actively Expressive Driver disagree, express positive and negative feelings, and RESPONSIVENESS defend n One’s capacity to themselves be sensitive to the without Amiable Analytical communication of attacking others others, been seen as a good listener, and make others comfortable in communication + SOCIAL STYLES: BOTTOM QUADRANTS AMIABLE ANALYTICAL n A social style characterized by: n A social style characterized by: n High responsiveness n Low responsiveness n Low assertiveness n Low assertiveness n People with this style are n People with this style are considered relationship considered technical specialists; specialists; they enjoy working they enjoy working in technical in supportive or helpful roles. positions n Drawn to careers in: teaching, n Drawn to careers in: science, human resources, social work, engineering, construction work, psychology, helping professions accounting, aspects of law. + SOCIAL STYLES: TOP QUADRANTS DRIVER EXPRESSIVE n A social style characterized by: n A social style characterized by: n Low responsiveness n High responsiveness n High assertiveness n High assertiveness n People with this style are n People with this style are considered control specialists; they enjoy working in considered social specialists; leadership or management they use communication skills to positions gain recognition and attention. n Drawn to careers in: small n Drawn to careers in: sales, business owners, top managers, entertainment, advertising, production managers, artists, musicians, writers. administration, politicians, etc. 2  JAG. Business & Technical. Ch 2 + A. Jason, a charismatic leader QUIZ QUESTION: known to get things done in a fun way Which of the following B. John, a leader who can get individuals best things accomplished but to the detriment of others exemplifies an EXPRESSIVE individual? C. Jay, a leader who is all fun and no work D. Jerry, a leader who struggles to connect with others and cannot make demands + MOTIVATING OTHERS THREE MOTIVATIONAL n Often to be a good CLASSICAL communicator or leader, we APPROACHES must be aware of the ways to motivate others. HUMAN RELATIONS HUMAN RESOURCES + CLASSICAL APPROACH n Assumes that workers are motivated by rewards and punishments n Functions like a machine n Work is to be preformed with no wasted motions n Efficiency is key! n Communication is typically directed from the top down – manager directs subordinates, subordinate follow directions 3  JAG. Business & Technical. Ch 2 + HUMAN RELATIONS APPROACH n Motivation is based on the idea that people are influenced not just by power and position but also have their own motivations for working hard n Do you agree? n Hawthorne Effect n Research conducted by Mayo and Roethlisberger found evidence that the way we are treated impacts our work n Affected by: n Hygiene n Motivation + HUMAN RESOURCES APPROACH n Seeks to empower people to participate in the work of the organization or team. n Asks employees what they like or dislike and gives them more control over the process n Leaders motivate by making employees partners at work and giving them more decision-making and problem-solving responsibilities + REVIEW: MOTIVATING OTHERS APPROACH DESCRIPTION COMMUNICATION FLOW CLASSICAL Motivated by leaders Typically top down who provide rewards and punishments HUMAN RELATIONS People are motivated Communication by their individual between workers is needs encouraged HUMAN RESOURCES Motivated by leaders Upward who include and communication and involve them in horizontal decision-making communication are process that impact emphasized their work 4  JAG. Business & Technical. Ch 2 + WHAT IS ORGANIZATIONAL CULTURE? n Organizational Culture n The learned pattern of beliefs, values, assumptions, rules, and norms that are shared by the people of the organization. n All companies have different organizational cultures n Would you rather: n Walmart or Target n Moonbeans or Starbucks n McDonalds or Whataburger n Microsoft or Apple + ORGANIZATIONAL CULTURE n Organizational Culture n Created through Communication n Rules, roles, assumptions, and values are shared through interactions n Communicated both explicitly and implicitly n Some cultural attributes are written and posted, others are conveyed through examples n Includes multiple factors n Rules and Policies n Stories n Metaphors n Ceremonies + REVIEW u What is mindfulness? u What does a DRIVER act like? u A company that values the input of employees would likely be u What is organizational culture? 5