Title ABC/123 Version X 1 Group Communication Competencies Survey SOC/110 Version 8 2 University of Phoenix MaterialGroup Communication Competencies Survey Part 1 On a 5-point scale, where 5 is “extremely important” and 1 is “not at all important,” rate the following types of group competencies in terms of their importance for becoming a highly effectivegroup member. Circle (or highlight) one number for each item. Part 2 When you are finished, write a 350- to 525-word summary of your results and ways to improve your competency. You may write your summary at the bottom of this document, or in another Word document. Member and Group Competencies Extremely Important Very Important Somewhat Important Not Very Important Not at All Important 1. Understand the group communication process. 5 4 3 2 1 2. Reduce your nervousness when speaking in a discussion or meeting. 5 4 3 2 1 3. Understand, respect, and adapt to diverse group members. 5 4 3 2 1 4. Communicate openly and ethically. 5 4 3 2 1 5. Carry out critical task roles, by asking questions and summarizing ideas, and social roles, by encouraging and supporting members. 5 4 3 2 1 6. Influence group members to change their attitudes and behavior. 5 4 3 2 1 7. Use and interpret nonverbal communication effectively. 5 4 3 2 1 8. Develop clear group goals. 5 4 3 2 1 9. Listen appropriately and effectively to other members. 5 4 3 2 1 10. Intervene appropriately to resolve member and group problems. 5 4 3 2 1 11. Develop effective interpersonal relationships with group members. 5 4 3 2 1 12. Manage and resolve interpersonal conflicts. 5 4 3 2 1 13. Develop and follow a well-organized meeting agenda. 5 4 3 2 1 14. Actively contribute to group discussions. 5 4 3 2 1 15. Use gestures, body language, and eye contact effectively. 5 4 3 2 1 16. Demonstrate strong leadership skills. 5 4 3 2 1 17. Research and share important ideas and information with group members. 5 4 3 2 1 18. Use visual aids and presentation software effectively. 5 4 3 2 1 19. Plan and conduct effective meetings. 5 4 3 2 1 20. Use appropriate procedures for group decision making and problem solving. 5 4 3 2 1 21. Ask questions to clarify ideas and get needed information. 5 4 3 2 1 22. Motivate group members. 5 4 3 2 1 23. Use assertiveness strategies and skills confidently and effectively. 5 4 3 2 1 24. Respect and adapt to group norms, or standards of behavior. 5 4 3 2 1 25. Prepare and deliver effective presentations or oral reports. 5 4 3 2 1 26. Use appropriate and effective words in a group discussion. 5 4 3 2 1 27. Use parliamentary procedures effectively and fairly in meetings. 5 4 3 2 1 28. Use effective technologies and skills to communicate in virtual groups. 5 4 3 2 1 29. Develop and present valid arguments and opinions in a group discussion. 5 4 3 2 1 30. Provide appropriate emotional support to group members. 5 4 3 2 1 31. Other strategies or skills: 5 4 3 2 1 Copyright © 2013 by Pearson Education, Inc.  All rights ...

1. Title
ABC/123 Version X
1
Group Communication Competencies Survey
SOC/110 Version 8
2
University of Phoenix MaterialGroup Communication
Competencies Survey
Part 1
On a 5-point scale, where 5 is “extremely important” and 1 is
“not at all important,” rate the following types of group
competencies in terms of their importance for becoming a
highly effectivegroup member. Circle (or highlight) one number
for each item.
Part 2
When you are finished, write a 350- to 525-word summary of
your results and ways to improve your competency. You may
write your summary at the bottom of this document, or in
another Word document.
Member and Group Competencies
Extremely Important
Very Important
Somewhat Important
Not Very Important
Not at All Important
1. Understand the group communication process.
5
4
3

2. 2
1
2. Reduce your nervousness when speaking in a discussion or
meeting.
5
4
3
2
1
3. Understand, respect, and adapt to diverse group members.
5
4
3
2
1
4. Communicate openly and ethically.
5
4
3
2
1
5. Carry out critical task roles, by asking questions and
summarizing ideas, and social roles, by encouraging and
supporting members.
5
4
3
2
1
6. Influence group members to change their attitudes and
behavior.
5
4
3
2
1

3. 7. Use and interpret nonverbal communication effectively.
5
4
3
2
1
8. Develop clear group goals.
5
4
3
2
1
9. Listen appropriately and effectively to other members.
5
4
3
2
1
10. Intervene appropriately to resolve member and group
problems.
5
4
3
2
1
11. Develop effective interpersonal relationships with group
members.
5
4
3
2
1
12. Manage and resolve interpersonal conflicts.
5
4
3

4. 2
1
13. Develop and follow a well-organized meeting agenda.
5
4
3
2
1
14. Actively contribute to group discussions.
5
4
3
2
1
15. Use gestures, body language, and eye contact effectively.
5
4
3
2
1
16. Demonstrate strong leadership skills.
5
4
3
2
1
17. Research and share important ideas and information with
group members.
5
4
3
2
1
18. Use visual aids and presentation software effectively.
5
4

5. 3
2
1
19. Plan and conduct effective meetings.
5
4
3
2
1
20. Use appropriate procedures for group decision making and
problem solving.
5
4
3
2
1
21. Ask questions to clarify ideas and get needed information.
5
4
3
2
1
22. Motivate group members.
5
4
3
2
1
23. Use assertiveness strategies and skills confidently and
effectively.
5
4
3
2
1
24. Respect and adapt to group norms, or standards of behavior.

6. 5
4
3
2
1
25. Prepare and deliver effective presentations or oral reports.
5
4
3
2
1
26. Use appropriate and effective words in a group discussion.
5
4
3
2
1
27. Use parliamentary procedures effectively and fairly in
meetings.
5
4
3
2
1
28. Use effective technologies and skills to communicate in
virtual groups.
5
4
3
2
1
29. Develop and present valid arguments and opinions in a
group discussion.
5
4
3

7. 2
1
30. Provide appropriate emotional support to group members.
5
4
3
2
1
31. Other strategies or skills:
5
4
3
2
1
Copyright © 2013 by Pearson Education, Inc. All rights
reserved. Used with permission.
Copyright © XXXX by University of Phoenix. All rights
reserved.
Copyright © 2015 by University of Phoenix. All rights reserved.
The process of systematically assessing how elements of the
external environment will impact a business or market is termed
environmental scanning. Factors of particular concern to
marketing managers include those issues and trends that
influence the attitudes and behavior of current and prospective
target markets. Other points of concern focus on conditions
relevant to economies, industries, allied companies (e.g.,
suppliers), and competitors.
Conducting an environmental scan can incorporate a wide range
of information sources and research methodologies such as
statistical trend analysis and data mining. However, each
variation on the process shares the goal of providing managers

8. with relevant information to improve the quality of marketing
decisions. These decisions include choices about new
opportunities nested in the strategic alternatives of market
penetration, market development, and product development.
Although there are a number of ways to scan the external
environment, among those models with the most comprehensive
set of external factors is the PESTEL analysis. PESTEL is an
acronym for the six environmental factors identified in the
framework shown in Figure 3.4: political, economic, social,
technological, environmental, and legal. These macro-
environmental variables often appear as the source of
opportunities and threats in SWOT analysis.
Figure 3.4: PESTEL analysis
PESTAL analysis diagramMarketing managers use the PESTEL
framework to facilitate a comprehensive scan of the external
environment confronting the organization. Why do you think it
is necessary to consider these factors?
Political Factors
Political factors are external macro-environmental variables that
reflect how government forces impact the competitive market as
a whole and the company specifically. This category includes
trade restrictions, tax policies, employment regulations, and
consumer protection legislation. General political stability and
the role of government in providing for fair and safe markets
can vary widely from one country to the next. Similarly,
significance of political influences on business infrastructure
can be substantially different when moving from one product
category to the next.
Economic Factors
Currency exchange rate of different countries When evaluating
foreign market opportunities, volatile currency exchange rates
add to the risk of new ventures and amplify the need for
accurate market research.

9. istockphoto/Thinkstock
Economic factors make up a category of variables that relate to
the prevailing overall condition and health of the economy in
which target markets exist. Specific variables of concern
include gross domestic product (GDP), discretionary income,
consumer confidence, unemployment, inflation, interest rates,
and currency exchange rates. Each of these factors can have a
significant impact on product- and market-level decision
making. Interest rates are of particular concern to companies in
pursuit of growth opportunities, because as the cost of
borrowing money directly affects a business’s ability to expand.
Other economic factors directly impact consumers’ ability to
afford the products being sold.
Social Factors
Social factors often represent the most important concerns for
marketing managers because they reflect two critical classes of
customer characteristics: culture and demographics. Culture
embodies the shared beliefs, attitudes, and values of a society.
Demographics describes the statistical characteristics of a
population expressed by variables such as location, age, and
employment.
The interaction of marketing and culture is a two-way street.
Cultural meanings are transferred to products via marketing
communications, making products more attractive to consumers
who hold these values. In turn, the symbols and icons of
cultures and subcultures establish foundational values for many
types of product markets. For example, health consciousness is
both a value promoted by marketers and a core cultural value
shared across many consumer markets. The importance of
children’s vitamins to good health and how this is expressed in
marketing communications connects the advertiser’s brand-
specific message to prevailing cultural norms about caring for
one’s family. Similarly, marketers find opportunities to sell
products at holidays that revolve around cultural rituals that

10. create or affirm specific cultural meanings.
Demographic market characteristics assist marketers in
understanding how different segments respond to the marketing
programs as a function of personal variables such as age, sex,
and income. Attitude research on consumers is often tied to
distinguishing how different demographic segments feel about a
product or service. Marketers rely heavily on demographics
because they can be reliable indicators of how different
segments perceive product value. They are also used extensively
in the analysis of B2C markets because changes in most
demographic variables are easily forecast. Free or inexpensive
secondary data are readily available from a large number of
government agencies and widely accessible online.
"Tween" Market Research
A youth marketing company with several Fortune 500 clients
specializes in analyzing "tweens," the group of kids between 8
and 12 years old. A marketer interviews two young girls about
their wishes, desires, and dreams as consumers. What does this
information offer for the marketers of tween products?
Think About It
Do demographic factors such as age, sex, income, and family
status influence the way we feel about brands? Consider the
market for fast food. Some companies emphasize low prices.
Others focus on healthy alternatives. Some appeal to prospects
based on menu-specific features, while others emphasize
everything but the food being sold.
Can these differences be tied to the demographic profile of the
target market for these restaurants? Why or why not?
Technological Factors
Although technological factors are variables that impact some

11. markets and businesses far more than others, all marketing
managers need to be aware of the trends and shifts in this
category. The dimensions of technological change that most
often influence marketing processes include innovations in
communication and channels of distribution. Companies at the
leading edge of these types of changes can establish competitive
advantages and create effective barriers to market entry. By
pioneering innovative systems of interacting with customers,
processing orders, and distributing products, Amazon.com was
able to establish a sustainable competitive advantage rooted in
brand awareness and scale economies that effectively prohibits
many firms from competing with the company directly.
Environmental Factors
Electronics waste is collected for recycling at Wayne State
UniversityMarket demand for recycled electronic components
has grown steadily over the past 15 years.
age fotostock/SuperStock
Environmental factors are primarily long-term ecological
concerns that have the potential to impact all businesses at some
level. These can be local/regional in scope (e.g., water
shortages, chronic flooding) or global. Beyond issues associated
with climate change, this category includes factors such as
responsible waste disposal, pollution mitigation, and energy
efficiency. A prime example of this trend is green legislative
initiatives aimed at reducing landfill wastes from sources such
as product packaging and the disposal of electronics. In many
jurisdictions, "reverse value chain" laws prescribe the standards
and processes for the safe recycling of consumer electronics and
appliances. Although some industries such as farming and paper
products are more directly impacted than others, environmental
factors represent emerging growth opportunities for many more,
as markets are transformed to reflect increasing awareness of
business’s role in environmental stewardship.
Legal Factors

12. Legal factors in the macro-environment include laws and
regulations intended to control the behavior of business
organizations and special interest groups. These include
antitrust laws, Occupational Safety and Health Administration
(OSHA) regulations, consumer protection statutes, and product
safety and health laws. State and local agencies often impose
specific regulations to govern the pricing of consumer
necessities and natural monopolies such as utility companies.
Although some business leaders may resent what they regard as
the "over-regulation" of markets and business practices, the
objectives of maintaining fair standards for the protection of
consumers and a level competitive playing field are generally
recognized as valid regulatory goals.
* * *
Each of the PESTEL model’s six factors will be of greater or
lesser importance to any given company based on the character
of the markets in which it competes. In general, the process of
macro-environmental analysis should incorporate as many
credible and reliable sources as possible to create a complete
picture of relevant trends in the external environment. In many
instances, the environmental scan will highlight the need to
undertake custom-designed research studies aimed at answering
specific questions about markets, customers, or the impact of
particular marketing strategies.
Implementing the PESTEL Analysis
PESTEL analysis is a versatile diagnostic tool for helping
managers understand the macro-environmental forces that can
impact the attractiveness of alternative markets. The purpose is
to identify those market-specific elements that may positively
or negatively affect the marketing and sale of individual brands.
It is often applied to the process of evaluating international
options for market development. When used in this way, the

13. specific characteristics of nations are the subject of the
analysis.
One approach to implementing a practical PESTEL methodology
is to score each option using standard measures for each of the
six environmental factors identified by this framework. A list of
potential indicators for each measure is provided in Table 3.1.
Table 3.1: PESTEL factors and indicators
PESTEL FACTORS INDICATORS
Political World Bank Governance Indicators, Central
Intelligence Agency World Fact Book, Heritage Foundation
Economic Freedom Index, Trade and taxation policies
Economic Gross Domestic Product and GDP per capita, GDP
annual growth rate, Net exports, Balance of payments, Current
account deficit, Foreign direct investment, Annual rate of
inflation, Interest rates, Currency exchange rates,
Unemployment rates
Social Population demographics, Income and wealth
distribution (GINI coefficient) Literacy rate, Enrollment in
educational programs, Human Development Index (HDI) Score
(United Nations Development Program)
Technological Global Competitiveness Reports: World
Economic Forum, Technological infrastructure: Central
Intelligence Agency World Fact Book, Rates of innovation and
technological obsolescence
Environmental Human Development Reports (United Nations
Environmental Program), Waste and environmental management
policies, Clean air, land, and water standards
Legal Transparency International, Corruption Index:
http://www.transparency.org, Legal statutes on competition and
employee safety, Consumer health and safety laws
Using standard measures that are directly comparable across
countries enables analysts to evaluate the attractiveness of
alternative market entry options. In many situations, managers
will develop scorecards to systematically organize and analyze

14. the attractiveness of alternative new markets on a fixed set of
criteria, as shown in Table 3.2.