the question Review Chapter 3,4,5,7Ch.3 – Interpersonal - Pygm.docx

the question Review Chapter 3,4,5,7
Ch.3 – Interpersonal - Pygmalion Effect and Self-fulfilling
prophecy – p.45; interpersonal attribution – p.45-46; immediacy
communication – p.47, 53-54; Social Equity Theory – p.47-48;
communication climate – p.49-50; Johari Window – p.51-52;
assertiveness skills – p.52-53; the talking-down trap – p.55; the
power communication trap – p.55-56; the either-or language
trap – p.56; use of praise – p.60
Ch.4 – Listening – organizational outcomes associated with
listening – p.69; selectivity in listening – p.70-71;
communication omission – p.72-74; steps in effective listening
– p.77-78; barriers to effective listening – p.78-79
Ch.5 – Nonverbal – importance of nonverbal elements in
communicating a message – p.83-84; functions of nonverbal
communication – p.85; personal space - p.86-87; semi-fixed
space – p.88; kinesics and gestures – p.89; posture – p.89; facial
expressions – p.90; eye movements – p.90-91; touch – p.91-92;
objects/clothing – p.94
Ch.7 – Cultures – ethnocentrism – p.131; prejudice – p.131-132;
stereotyping – p.132; communication style expectations –
p.132-133; cultural values - p.133-134; interaction rituals –
p.134-135; gender expectations – p.135-136; managing cultural
diversity – p.136-137; adapting to low and high context cultures
– p.138-139; adapting to task and people orientations – p.139-
140; culture shock – p.142;
COM 1053 – TEST #1 – CHS.3,4,5,7

Version 1
1. Trish's culture is considered considerate, caring, highly
empathetic, and process oriented. Which
communication style is most likely in this culture?
a. Authoritarian
b. Value oriented
c. People oriented
d. Task oriented
2. The Pygmalion effect states:
a. Communication is like a beautiful woman
b. Interpersonal relationships result from luck
c. Greek myths reflect true theory
d. Expectation influences relationships
3. Nonverbal behavior can perform which of the following
functions?
a. Contradict

b. Regulate
c. Complement
d. Substitute
e. All of the above
4. Providing too much detail may result in deemphasizing the
main point and lead to faulty listening.
a. False
b. True
5. In a business situation where the client uses a different
communication style than you use (such as in an
international business setting), the best thing to do is:
a. Explain why you do things the way you do, and then ask
them make things easier by going along with
it.

b. Accept the differences because everyone will have some level
of divergence.
c. Try to match the other person's style as best you can in order
to create level ground.
d. Give up now – if you are different, you will never be able to
reach an agreement.
6. Which of the following statements about assertiveness is
true?
a. It is the ability to state your expectations in a non-
threatening manner.
b. It is the overpowering use of force to attain goals.
c. It involves an emotional presentation to help you fulfill your
goals.
d. It is the use of avoidance techniques to evade
communication.
7. When Crystal first met Tim, he was yelling into his telephone
and making demands of the person on the
other end. Crystal decided that she could never be a friend of a
person with such a bad temper. Crystal was
engaging in:
a. Performance avoidance

b. Interpersonal attribution
c. Emotional interruption
d. Assertiveness
8. When Mary first came to the US from Mexico, many people
either avoided talking to her or assumed that
she must lack training. Mary, though, thought that people
avoided her because she actually had a much
higher level of training and education than her coworkers did.
These ______ led to anxiety and uncertainty
in the organization.
a. Ideals
b. Perceived differences
c. Clique groups
d. Strategies

9. We know that this combination of elements is serious
combination to cause lack of listening:
a. Using an attack mode while smiling
b. Interrupting, feeling threatened by even simple disagreement,
and lack of positive nonverbal cues
c. Showing disrespect, waiting until your turn, being aggressive
d. Being disagreeable, alert, and using nonverbal cues to
provide feedback
10. Which of the following does a person tend to believe more?
a. The verbal message
b. Neither the verbal or nonverbal message can be trusted.
c. The nonverbal message
d. Both the verbal and nonverbal message have equal
importance.

11. As Joey's manager gave him new feedback about his job
performance, which area of the Johari window
most likely decreased?
a. Open
b. Blind
c. Hidden
d. Unknown
12. After a meeting, Ms. Galloway, the mayor, was asked
several questions about how she felt about the
proposal for the new town hall. She said that it was very
positive and necessary for the community; but
while she was talking she stopped smiling, stepped back, and
folded her arms. Which is the most likely?
a. The mayor does not care what happens.
b. The mayor may have some issues with the proposal.
c. The mayor is not disclosing her true feelings in her verbal
message.
d. The mayor is the lead proponent of building a new town hall.
e. B and C above.

13. Communicating feelings of depression, aloneness, and
defensiveness after entering a new culture are all
signs of:
a. Relationship problems
b. The Honeymoon stage
c. Culture shock
d. Idea diversity
e. A and B
14. When cultural diversity creates anxiety that is not
reconciled, that uneasiness can lead to which of the
following negative outcomes:
a. Stereotyping and hostility
b. Non-cooperation and honesty
c. Avoidance and ethnocentrism

d. All of the above
e. A and C
15. Gestures are a subcomponent of which area of nonverbal
study?
a. Objectics
b. Kinesics
c. Vocalics
d. Oculesics
16. When individuals base impressions on characteristics such
as cultural values, attitudes, and customs, they
are partaking in:
a. Grouping needs
b. Identifying
c. Intercultural attribution
d. Intercultural verification

17. A person's posture can communicate all of the following
EXCEPT:
a. Conflict styles
b. Status
c. Emotional states
d. Relationships
18. Cynthia generally enjoys studying, babysitting, and playing
golf every weekend. What appears unusual,
though, is that Cynthia always dresses in all black, wears her
hair in a mohawk during the week, and has 6
earrings in one ear and 5 in the other. Which area of nonverbal
studies might help someone to understand
her better?
a. Language style
b. Proxemics
c. Kinesics
d. Objectics

e. Both C and D above
19. Coworkers, Julia and Dave, had become good friends as
they had worked together on several long hard
projects. Each person had different skills that contributed to
their shared projects. Later, Dave was
transferred to another department and constantly needed Julia's
help on his projects, while she rarely, if
ever, asked him for anything. Soon, Julia began to avoid Dave.
Which interpersonal concept best describes
Julia's reaction?
a. Social exchange theory
b. Selective attention
c. Communication omission
d. Contingency theory

20. The conditions that control the degree to which you feel
accepted and also the emotions regarding the
relationship compose the:
a. Communication immediacy
b. Communication climate
c. Perceptual windows
d. Organizational space
21. When you first walk into an interview or a sales situation,
the most essential, important thing to do to make
an impression is which of the following?
a. Engage them in flattering conversation.
b. Greet the person by giving them a friendly hug.
c. Explain why you are there.
d. Give a firm handshake
22. When the CEO of the corporation, Matthew, gives feedback
about important information, he always speaks
as though everything is either black or white – there is never a
gray area. This "either-or" manner of

language is best referred to as:
a. Aggressiveness
b. Resurfacing
c. Polarization
d. Jargon
23. A number of speaker mannerisms can distract the listener
and thus obstruct the listening process. Some of
those distracting habits include:
a. Speaking too loudly or too softly, too quickly or too slowly
b. Irrelevant pacing
c. Using mistimed, inappropriate, too few, or ineffective
gestures
d. Avoiding eye contact
e. All the above

24. The nonverbal study of eye behavior is referred to as:
a. Oculesics
b. Optometry
c. Pupil movement
d. Corneal studies
25. If a culture has low power distance:
a. They view power as decentralized and equalitarian
b. They view power as an unimportant aspect of society
c. They view power as the key to success in business
d. They view power as distributed unequally
26. The way furniture is arranged, the color of a room, and the
amount of lighting in an office are all aspects of:
a. Clarity functions

b. Kinesics
c. Personal space
d. Semi-fixed space
e. All of the above
27. Selective retention means that memory can have a filtering
effect when a person has been exposed to new
information.
a. True
b. False
28. A high context culture is characterized by which of the
following?
a. High ambiguity, high information
b. Low information, low clarity
c. Low ambiguity, high clarity
d. High clarity, high informational
29. The following reasons account for most of the

communication omissions
a. Being a note taker in order to record the meeting
b. Being totally attentive
c. Assuming silence is the best strategy
d. Assuming that being there ensures the sharing of information
30. Ethnocentrism is best described as:
a. The idea that cultural diversity is an important aspect of
every organization.
b. The assumption that communication between cultures is
impossible.
c. A desire to conform to the new culture that you enter.
d. The belief that your own culture is better and more important
than others.
31. As the facilitator of the focus group, Jonathan would point
without speaking to the people who should

speak at a given point in the discussion. This pointing gesture is
an example of a(n):
a. Emblem
b. Regulator
c. Adaptor
d. Illustrator
32. Whenever Janice's coworker, Betty, talked to her, she
always stood about one foot away from Janice. Janice
tended to feel uncomfortable because Betty was infringing on
her:
a. Friendly space
b. Work space
c. Personal space
d. Intimate space

33. Joe is the manager at a local non-profit organization. At
least twice a day for the last week Joe has had to
reprimand and correct another employee. Joe is obviously upset,
and this employee seems to be doing
continually worse, instead of better. In order to improve the
relationship, which of the following could Joe
do?
a. Joe should not do anything. The situation will work itself out
over time.
b. Explain that communicator style is of the utmost importance
and therefore the employee should find
better way to communicate.
c. Increase the praise/criticism ratio. By affirming what he is
doing right, he will be encouraged to fix
what he is doing wrong in order to further excel.
d. Help the employee find another job now before it is too late.
He is obviously not going to make it
here.
34. Making ego threats usually have the effect of silencing the
people against whom they're directed.
a. False

b. True
35. Which of the following is NOT an important aspect of
developing a positive communication climate?
a. Non-evaluative communication
b. Supportiveness
c. Openness
d. Cautiousness
e. B and D above
36. Selectivity in listening is a function of which combination?
a. selective filtering, downsizing, and processing bad news
b. selective organization, processing, and magnifying
c. selective recall, attention, and exposure
d. selective engineering, processing news, and elevating out of

proportion
37. Monica, a U.S. executive, entered the meeting with the Arab
officials right as it was to start. She quickly
called the meeting to order and began discussing the first point
of business. As she began to look around,
she realized that the feedback she was receiving was very
negative. The Arabs had been expecting her to
socialize and interact with them before they began to discuss
business. Monica violated Arab:
a. Interaction rituals
b. Core beliefs
c. Proxemics
d. Stereotype expectations
38. Different activities generally occur in different personal
space zones. Which are the basic personal space
distances from smallest to largest?
a. Intimate, personal, social, public
b. Public, social, personal, intimate
c. Personal, intimate, social, public

d. Intimate, friendly, public, and social
39. Viewing disagreement as a personal attack is a healthy
aspect of interpersonal communication and should
be viewed as such.
a. False
b. True
40. An emblem is an example of semi-fixed space that conveys
meaning.
a. True
b. False
41. A positive listening environment in the workplace has been
linked with the
a. Increased productivity

b. Job satisfaction
c. Lowered absenteeism
d. All these factors
42. When Larissa spoke at the meeting of the chief executives
of her company, Paul, John, Gary, and Mark, they
were surprised by her use of facts and statistics. They had been
expecting an appeal to the emotional side of
the issue. What might explain this assumption?
a. Cultural gender expectations
b. Cultural tokenism
c. Low information clarity
d. Larissa does not work very hard.
43. Most large Japanese organizations expect foreign visitors to
spend the first 1-3 days of his or her trip visiting
and socializing with company executives. The Japanese have the
need to develop personal relationships
before committing. Opposing this belief is the American who
expects to be able to fly over on Monday

morning, make the sale, and fly back the same night. When
these people meet, frustration ensues because
of:
a. Different communication style expectations
b. Ethnocentrism
c. Prejudice
d. Dissimilar negotiation skills
44. Selective exposure is the process of:
a. Retaining information that is consistent with previous
knowledge and beliefs.
b. Believing that only exposing yourself to good and positive
messages will make you stronger and
better.
c. Opening oneself to information that is consistent with
previous knowledge, beliefs, or tastes.
d. Thinking that you are better than everyone else.

45. "I think that your ideas are going to fail. The only way to
get what we want is to complete the project the
way I suggest. In fact, if we don't finish it my way, I am not
going to help." This statement is an example of a
(n):
a. I-message
b. Assertive statement
c. Business irrelevant statement
d. Aggressive statement
46. Information omission is most likely to occur in a number of
circumstances. Which of the following situations
can lead to omission?
a. Lack of positive nonverbal signals
b. Not giving feedback or clarification
c. Interrupting each other
d. A and C above
e. All of the above

47. When Mona, the customer service representative at a local
retail store, encounters an emotional client, a
good way for her to handle the situation is to:
a. Ignore the client altogether, making them come back at
another time.
b. Try to pace them to a calmer state by matching their style and
then slowing down the rate of speech
and emotions.
c. Let the customer get his/her emotions out, and consequently,
he/she will be much calmer.
d. Suggest that another representative help the emotional
customer.
48. When Kyra came to the United States from a foreign
country, she did not understand the reason that
people would become upset with her in meetings. Just as in her
country, she would always schedule at least

3 people for the same time slot. She then would discuss
everyone's issues at the same time in her office,
following a time of socializing together. What was Kyra's
problem?
a. Kyra did not have a problem, the people with the
appointments should simply understand that she is
in charge and can do what she wants.
b. She was ignorant of American chronemics.
c. Kyra needs to reorganize the way she uses illustrators and
adaptors.
d. She just did not think these people were important enough to
have their own time slots.
49. When a Japanese businessperson stated, "I need to think
about this problem and contact my employees to
get input," and then an American businessperson said, "I want
you to take some initiative and make the
decision now," The Japanese replied, "You are a poor
executive." They both show an ignorance of:
a. Tokenism
b. Ethnocentrism
c. Cultural nonverbal differences

d. Conflict style differences
50. An authoritarian culture tends to display signs of:
a. Many types of cultures all mixed into one
b. Task oriented and high concern for relationships
c. High control and formal leadership
d. Less formal leadership and people oriented
Managing Business and Professional Communication
Chapter Four: Managing Listening Communication in the
Workplace
This multimedia product and its contents are protected under
copyright law. The following are prohibited by law:
-any public performance or display, including transmission of
any image over a network;
-preparation of any derivative work, including the extraction, in

whole or in part, of any images;
-any rental, lease, or lending of the program.
Copyright © 2012, 2008, 2004 Pearson Education, Inc. All
rights reserved.
Listening Communication in the Workplace
Significance of listening in organizations
Concepts that explain listening deficits
How to improve listening skills
Active listening
Copyright © Allyn & Bacon 2004
2
Have You Experienced This?
http://www.youtube.com/watch?v=U6b8Le3-yEc
http://www.youtube.com/watch?v=HCxKb0xz7eQ
http://www.youtube.com/watch?v=lUuEH7WcHGo&NR=1&feat
ure=fvwp

3
Listening
Describe a time when you misunderstood someone due to faulty
listening. What were the consequences?
Describe a time when someone misunderstood you because of
faulty listening.
Why is listening difficult for most of us?
Listening
Did you know…?
It is estimated that more than 50% of our work time is spent
listening.
Immediately following a 10-minute presentation the average
person retains about half of what they hear and only one quarter
of what they hear 48 hours later.
60% of all management problems are related to listening.
We misinterpret, misunderstand or change 70 to 90% of what
we hear.

5
Listening
What is the Cost of Poor Listening?
When I ask this question, the cost ranges from $15 to $100 per
listening mistake.
Assume you make one $15 listening mistake per week. $15 per
mistake multiplied by 50 weeks comes to $750.
If you have 100 employees and each employee makes a $15
listening mistake per week the total comes to $75,000 per year.
Increase the cost for poor listening to $100 per week per 100
employees and the cost rises to $500,000.
6
What Is Listening?
rights reserved.
Photo by Jeff Emery of Emery’s Memories

7
Focused collectives of employees in an organization who work
toward a common mission
The Significance of Listening in Organizations
Managers’ Use of Listening – 80%
Organizational Outcomes and Listening
Key management skill
Yields higher productivity
Increases job satisfaction
Lowers absenteeism
rights reserved.
8
Avoiding communication omission: filtering out or omitting
significant information in relating to others in the business and
communication setting
Explaining Listening Deficits
to Information:
Selectivity in Listening
exposure
attention
retention
Therefore, enhance information sharing – facts, clarify,
examples, seek feedback

rights reserved.
9
Forming: Individuals coming together
Storming: The group’s ventilation of past, current, or potential
conflict
Norming: Phase where teams identify themselves a a group,
organize their mission, and actually begin the task expected
Performing: Group develops a strong bond, develops knowledge
and decisions, and takes responsibility for those decisions
Avoid Communication Omission
Definition: filtering out or omitting significant information in
relating to others
Reasons for Omission – When….
assuming being there assures information
we ignore uncomfortable messages
disagreement is viewed as a personal attack
interruption occurs
affirming nonverbal cues are missing
not using feedback or paraphrase
making ego threats
rights reserved.
How to Improve Listening Skills
Not interrupting

Being an active listener (nodding, taking notes, making
comments when appropriate)
Giving your full attention and blocking out background noise
Keeping an open mind and taking time to think about what’s
been said before responding
Asking for clarification if something is unclear
rights reserved.
11
Vision and mission: Successful teams create a specific vision
and mission early on in their development.
Strategic goals and activities: These lead toward
accomplishment of the mission. Goals must be measurable, with
each devoted to a single issue.
Expectations: Teams need to have responsibility and
accountability.
Commitment and team norms: It is important to develop
personal commitment and rules for teams members.
Communicating with senior leadership: Each group needs a
member who is connected with executive leadership
Significant amounts of information: Information must be freely
available to all members. Information sharing approaches for
team management include:
Diversity is healthy and demands greater emphasis on
communication.
Meet frequently at first until the group is accustomed to its
norms and the team members.
Develop rules and norms
Tolerate uncertainty
Reward achievement
Open up to change and innovation

Share leadership functions
Foster sensitivity, listening, trust
Steps in Effective Listening
Attend
Understand
Remember
Evaluate
Respond – use feedback
rights reserved.
Steps - Attend
Get physically ready to listen
Resist mental distractions while you learn
Resist interrupting others
Hear a person out before you react
Observe nonverbal cues
13
Steps - Understand
Ask questions to gain additional information
Paraphrase meaning to check your understanding.
Empathize with the speaker.

14
Evaluate
Analyze speaker’s evidence – separate fact from opinion
My car has been driven for 23,600 miles.
The Empire State Building is 1,250 feet tall.
Extraterrestrials exist.
Beethoven is the greatest composer that ever lived.
15
Steps - Remember
Repeat the information
Construct mnemonics
Take notes
16

Barriers to Effective Listening – Speaker Mannerisms
Fidgeting (for instance with your hair, fingernails, ears,
pockets)
Speaking too loudly or too softly, too quickly or too slowly
Pacing
Avoiding eye contact
Using mistimed, inappropriate, too few, or ineffective gestures
Unusually distracting clothing, jewelry
rights reserved.
Barriers to Effective Listening
Power and status differences
Differences in communication style – culture, expectations,
mismatch of logic, humor, emotional expectations
Language differences
Boring topic
Rapid thought
Fatigue
18
In Review
What is listening

Importance in the workplace
Sources of listening errors – selectivity in listening;
communication omission on part of speaker and/or listener;
interrupting; presence of ego threats
Active listening
19
In Review
Importance of paraphrasing
Acknowledge feelings of the speaker
Analyze the facts presented by a speaker
Steps in effective listening – attend, understand, remember,
evaluate, respond
Barriers to listening – speaker mannerisms, power/status
differences, communication styles
20
Chapter Three: Managing Interpersonal Communication in the
Workplace

rights reserved.
Interpersonal Communication in the Workplace
Principles of Interpersonal Communication
Managing Interpersonal Communication Skills
Managing Social Networking as Interpersonal Communication
2

Chapter Preview
Pygmalion effect and self-fulfilling prophecy
Interpersonal Attribution
Social Equity Theory
Manage interpersonal impressions
3
Chapter Preview
Create a positive communication climate
Expand awareness
Initiate affinity seeking communication
Practice assertiveness
Improve your language style
4

Managing Interpersonal Communication in the Workplace
What is interpersonal communication?
What are the three most important IC skills?
How important are IC skills at work? Give an example to
support your answer.
5
Interpersonal Communication Principles in the Workplace
Principle - Pygmalion effect and self-fulfilling prophecy (about
others, and ourselves)
Principle – Interpersonal Attribution
Begins with interpersonal perception – categorize
motives by creating a “map” of who someone is -
sorting process which flows from interpersonal perception
Based on early impressions about one’s character -
always missing facts; build up a holistic narrative; used to
interpret behavior
rights reserved.

6
Pygmalion effect: your expectation of another person points to a
self-fulfilling prediction of how other people actually respond
Interpersonal Attribution: How you perceive another person can
create judgments or interpretations which influence
communication
Internal Attribution: reasons believed to explain the story
because of a person’s character
External Attribution: Acknowledging a person’s story springing
from causes beyond his or her control
Four minute barrier: Describes the limited time in which people
form their interpersonal impressions
Interpersonal attribution –Internal attribution
Explain behavior in terms of a person’s character – “Ken is late
again, he’s just lazy.”
External attribution
Explain behavior in terms of external factors beyond the
person’s control - “Ken is late again, the traffic must be
terrible.”
rights reserved.

Your Experiences
Write about an experience where someone has judged you too
quickly.
Why might the person have made this attribution?
Did this attribution impact their communication with you?
8
Your Experiences
Write down a recent situation in which you have made a
negative interpersonal attribution of someone else.
Why did you make this attribution?
Could you be mistaken regarding this initial impression?
Has this attribution impacted your communication with this
person? How?

9
Principle – Social Equity Theory
Evaluating relationships by taking into account the ratio
between costs and rewards
10
List your two closest relationships as well as at least two
relationships that are much less close.
For each, make a rewards and costs list (like
a pro and con list).
Does social exchange theory hold true in these relationships?
What does this tell you?
11

Principle – manage interpersonal impressions
Four minute barrier – two for initial attitude; two for future
direction
Practice Immediacy communication – positive tone, greeting
skills
rights reserved.
12
Four minute barrier: the limited time in which people form their
first interpersonal impressions
Practice immediacy communication:
Establish a positive tone early in the communication
Practice greeting skills
Be an active listener
Selectivity in listening to information: we choose ideas and
messages which reinforce information already known, believed,
or liked
Selective exposure: individuals open themselves to
information and ideas consistent with previous knowledge,
beliefs, or tastes
Selective attention: we pay attention to or perceive only
the things already known, believed, or liked
Selective retention: of the messages to which we are
exposed and attend to, we remember mostly topics or points
already known, believed, or liked
Managing Your Interpersonal Communication Skills

Focus on developing a positive Communication Climate:
(context that influences feelings of acceptance)
Supportiveness - (encouraging, loyal, considerate)
Non-evaluative communication - (understand, not judge / use of
“I” statements rather than “you” statements)
Spontaneity
Openness - (receptive to innovation/change)
rights reserved.
13
Communication climate: the conditions that influence the
feeling of acceptance and the emotions regarding the
relationship
Supportiveness: maintaining encouraging, loyal, and
considerate communication
Non-evaluative communication: skills that offer less of an
evaluative beginning to communication
Spontaneity: spontaneous rather than rehearsed messages
Openness: maintain openness by avoiding dogmatism
Managing Your Interpersonal Communication Skills - Expand
Awareness – Johari WindowOpen SelfBlind SelfHidden
SelfUnknown Self
Known to Self
Unknown to Self
Known to Others
Unknown to Others

rights reserved.
14
Areas of awareness: self awareness and other awareness
Sharing information:
Increases trust
Increases liking and interpersonal attitudes
Increases reciprocal information sharing
Johari Window – Expanding Awareness
Idea behind Johari is to increase self-awareness. Why would
that matter?
Size of windows will vary depending on the relationship
Think of two of your relationships – one at work, one away
from work
Do a Johari diagram for each. How do they differ? Why?
15
Managing Your Interpersonal Communication Skills: Affinity

Seeking Communication
Initiate affinity-seeking communication: search for
commonality, improve relationships with greetings, seek
friendly ties
rights reserved.
Managing Your Interpersonal Communication Skills - Develop
Assertive Communication Skills
In your opinion, what are characteristics of an assertive person?
Do you know an assertive person?
rights reserved.

Developing Assertive Communication Skills
Advantages of Being Assertive:
Provides energy in communicating
Improves relationships
Becomes constructive for solutions
Achieves results
Improves decision-making
rights reserved.
18
Assertiveness: sharing your thoughts while respecting the rights
and opinions of others
Develop Assertiveness Skills
Techniques for Increasing Assertiveness:
Avoid emotional presentations
Deal with one issue at a time
Avoid steamrolling
Be solution focused – not “who is to blame”
Use “I” statements instead of “you” statement
rights reserved.

19
Developing Assertiveness Skills
Rewrite the following statements in order to make them
assertive statements.
“I don’t care which one you like better because I want to buy
this one and it is the best.”
“I am really busy this week, but I guess I’ll do the project
whenever you want me to do it.”
“Whatever you choose is okay with me.”
It is clear that no one here wants you to join this team and you
are not helping the project, so you might as well not come to the
meetings.”
20
Managing Your Interpersonal Communication Skills - Apply
Improved Verbal and Language Style
Think of a situation where there was a major communication
breakdown. What resulted? How could it have been avoided?
rights reserved.

Managing Your Interpersonal Communication Skills - Apply
Improved Verbal and Language Style
Avoid:
The talking down trap
The power communication trap
The either-or language trap
The labeling trap
The jargon trap
The word complexity trap
rights reserved.
22
Talking down: Communicating with an indication of superiority.
Example: “I know you don’t know this, so I will tell you..”
Power Games: Using language and nonverbal messages to stay
in charge and maintain control of a person or a situation
through: Interrupting, Increasing volume to overpower, verbal
putdowns, overuse of jargon, silence or withdrawn affection

Polarization: language’s evaluative tendency to go to one
extreme or the other
Example: “Bill’s proposal is not logical.”
Labeling: A description that often gives a negative impression
or could give the wrong message.
Example: “The Big Enchilada is coming for your
evaluation this afternoon.”
Jargon: Private code for expressing ideas that can lead to
frustration and stir ambiguity.
Example: “The SAC report from Washington subsumes the
MAC readiness risk factors capabilities and concludes optimal
logistical projection within the DOF parameters.”
Word Complexity: Attempting to seem articulate or impressive
by using big phrases with important sounding words
Managing Your Interpersonal Communication Skills - Language
Styles
Discuss times when someone used negative language styles
around you. When was the last time that you participated in
negative language styles? Why?
Make a list detailing why people engage in behaviors such as
power games, jargon, and talking down.
Now make a list of what you can do to reverse this type of
behavior when it begins.
23

Managing Your Interpersonal Communication Skills - Improve
Language Efficiency and Clarity
Use inclusion language (we, our, us, team)
The praise/criticism ratio - (5 to 1 or higher)
Use more powerful speech - (avoid uncertainty, one-word
answers, self-critical, intensifiers)
Avoid allness statements - (all, always, nothing, never)
Signposts and enumeration
rights reserved.
24
Inclusion language: Invites people in by using “we,” “our,”
“team,” etc.
Praise criticism ratio: 5 praises to one criticism keeps
relationships positive
Owning the idea: Speaking with authority and knowledge by
personalizing information
Powerful speech: Clearly state what you want without being too
general
Avoid allness statements: Talk in probabilities instead of
“always” and “never”
Signposts and enumeration: Clearly identify points in a
presentation
Managing Social Networking
Organizations Seek IT and Social Media
What are the many uses today?

Unconnected Employees - is there harm to employees who are
isolated? To the company?
What role could social media play in strengthening
interpersonal relationships?
rights reserved.
In Summary
Pygmalion effect and self-fulfilling prophecy
Manage interpersonal impressions
26
In Summary
Create a positive communication climate
Expand awareness

Initiate affinity seeking communication
Practice assertiveness
Improve your language style
27
Chapter Seven: Managing Intercultural Communication in the
Workplace
rights reserved.

Intercultural Communication
Things don’t always work out when communicating with people
from different cultures. Sometimes our preconceptions impact
the situation -
http://www.youtube.com/watch?v=VpH5EHEFfIU&feature=rela
ted

How will you be affected by intercultural diversity in a future
career?
rights reserved.
Photos by Jeff Emery of Emery’s Memories
The Significance of Managing Cultural Diversity
Cultural diversity poses potential barriers
Impoverished intercultural communication is costly
The workplace is growing in cultural diversity
rights reserved.

4
Culture: A set of beliefs, attitudes, customs, rules, activities,
and communication patterns of an identifiable group of people
Model of Intercultural Diversity
Perceived Culture-Group A
Perceived Culture-Group B
Perceived Differences
(Uncertainty, anxiety)
Create drive for harmony
Functional: time, listening, friendship, honest communication
Dysfunctional: stereotypes, ethnocentrism, avoidance, non-
cooperation, hostility
rights reserved.

5
Model shows how perceived differences effect communication.
A Need for Intercultural Communication in Organizations
Ethnocentrism – no respect for any culture but one’s own
Prejudice – preconceived attitudes lead to bias or mistreatment
Stereotyping – taking perceived group traits and applying them
an individual
Classifying in and out groups - cliques
rights reserved.
6
Ethnocentrism: A sense of egotism and selfishness about one’s
own culture whereby one’s own culture is elevated in
importance above others.

Prejudice: Occurs when one acts towards another person with a
preconception of their attitudes or behaviors in a way leading to
bias, unfairness, intolerance, or injustice.
Intense: Treating certain groups as outcasts
Symbolic: Devaluation not because of a belief in inherent
inferiority, but because the group is seen as blocking cultural
goals
Tokenism: Small participation in activities appearing non-
prejudicial as self-convincing proof of not being prejudiced.
Arms-length: Non-prejudicial actions in public, but
warmth, friendship, and intimacy are withheld in private.
Stereotyping: Assumptions that are made about an individual or
a group of people – often made on limited data and limited
exposure to groups
Classifying In and Out groups: People seek people like
themselves (in-groups) and distance themselves from dissimilar
people by categorizing others (out-groups)
Communication style expectations
Conflict styles
Nonverbal communication
Languages
Interaction rituals
Gender

rights reserved.
7
Cultural values: Long abiding judgments of good and bad which
a culture considers worthwhile and important
Languages and code: Even if two people share a language, the
thought processes behind the words may not be the same
Failure to recognize gendered culture: Gender and international
culture differences influence communication expectations in
some social situations
Cultures Differ
Individualism / collectivism
Power distance
Uncertainty avoidance
Masculine / feminine
Long-term / Short-term orientation

Will two cultures have different communication expectations?
How do you understand different styles in a business
transaction?
How can you stop barriers, eliminate discrimination, and accept
cultural diversity?
rights reserved.
9
Arabs: expect friendship and warmth, socializing and getting to
know each other, often expect gifts to be exchanged
American: expect to get things done quickly – time is money,
less socializing and get to the point, creating long term
relationships less important
Strategies for Promoting Cultural Diversity

Strategies of Unity
Search for common ground
Adapting to low and high context cultures
Adapting to group and individual cultures
Adapting to task and people priorities
Adapting to power distance
Adjust linearity – right time for a given topic
Understand nonverbal interaction in culture
Avoid hasty impression formation
rights reserved.
10
Common ground: emphasize similarities
Adapting to low or high context cultures:
Low context cultures rely on codes of explicit information
– organizations thrive best when everyone knows as much
as possible relevant to that person’s role
High context cultures provide little overt information
Adapting to group and individual cultures: individualism versus
collectivism
Adapting to task and people priorities: Are the cultures focused
on the job or on the relationships
Adapting to cultural hierarchy: The social distance – power

distance – that people maintain
Adjust linearity: Be aware of how linear styles (moving in a
straight line from one point to another point) can be considered
abrupt to a culture accustomed to working around a point until a
later time in the conversation
Understand nonverbal interaction in culture: Nonverbal
behavior is culture specific. Awareness of what behaviors mean
in a given context is a must.
Avoid hasty impression formation: Be aware of how you reduce
anxiety in culturally diverse contexts. Be aware of attribution.
Strategies for Managing Cultural Diversity
Engage strategies of cultural adaptation.
Culture shock
Symptoms include: expressions of loneliness, irritability,
statements of great fear or depression, avoidance of
communication
Reasons are many and may include: low self-esteem, inadequate
preparation, non-supportive network
rights reserved.

Stages of Cultural Adaptation
Stages of culture shock
Stage one: Feeling good!
Stage two: Disappointment
Fight
Flight
Filter
Stage three: Everything is OK
Time
1
2
3
rights reserved.

12
Stage one: The honeymoon stage
Stage two: Utopia turns to paradise lost
1. Fight
2. Flight
3. Filter
Stage three: Life returns to normal
Strategies for Managing Cultural Adaptation
Understand how culture shock is normal
Develop interpersonal networks of trust and sharing of problems
Try new things at times
Use a mentor or coach
Study the new culture
Practice stress reduction techniques
rights reserved.
Chapter Five: Managing Nonverbal Communication in the
Workplace

rights reserved.

Nonverbal Communication
http://www.youtube.com/watch?v=VfDWQG47pAQ

2
Nonverbal Communication in the Workplace
What do the nonverbal behaviors in each of these pictures
indicate about the situation?
How can you know what might be occurring when there are not
any words being spoken?
rights reserved.
Photox by Jeff Emery of Emery’s Memories

Defining
What is nonverbal communication?
rights reserved.

4
Communication without words
The Significance of Nonverbal Communication
It conveys meaning
Anywhere from 65-93% of the meaning of a message lies in the
nonverbal aspect
It reflects the unspoken
Nonverbal behaviors can “leak” true feelings
rights reserved.

5
Albert Mehrabian: As much as 93% of the emotion and meaning
in a conversation is conveyed nonverbally.
Expressions may appear unnatural when a person tries to

conceal true feelings. Often these concealing behaviors will
leak a true feeling.
Characteristics of Nonverbal
Inevitable
Primary conveyor of emotions
Multi-channeled
Ambiguous

6
Functions and Rules of Nonverbal Communication
The functions:
Complement
Contradict
Regulate
Substitute
The rules:
Unwritten, but we often know them – vary depending on social
setting and/or cultural norms
rights reserved.

7
The functions: Nonverbal communication has four functions -
Complement: the verbal message and the nonverbal
compliment and enhance each other. Example: Waving while
saying goodbye.
Contradict: The behavior does not match the spoken
message. Example: Frowning while saying that you are excited
about an upcoming presentation.
Regulate: Controls the flow of the communication.
Example: Nodding your head while someone is talking.
Substitute: Can use a behavior to take the place of a verbal
message. Example: Someone asking you something and
instead of your saying yes, you give them the thumbs up
sign.
The rules: Based on cultural and societal contexts. Mostly
unwritten.
Proxemics – the study of the use of space to communicate
Personal space
Intimate – 0 to 18 inches
Personal – 18 inches to 4 feet
Social – 4 to 12 feet
Public – 12 feet and beyond
Semi-fixed space
How movable objects are arranged in a space
An object’s size, type, expense, etc can all send messages
Other space-related items – grocery store placement
rights reserved.

8
Personal Space: The imaginary buffer zone around a person.
Edward Hall created the four personal space distances in which
communication takes place.
Proxemics
How might seating arrangements play a part in each of these
pictures?
What can you tell about each of these situations and the people
from the nonverbal messages?
rights reserved.

Kinesics – the study of body movement
Gesture types:
Emblems (replace words;) illustrators (augment words)
Regulators (control conversation;)adaptors (accomplish
physiological needs)
Posture reveals:
Relationships; status; gender differences and emotional state
Facial expressions – universals are anger; disgust; fear;
happiness; sadness; surprise

rights reserved.

10
Emblems: Have a direct verbal counterpart and can take it’s
place
Example: Giving a thumbs up
Illustrators: Complement the spoken message
Example: pointing to an object while also speaking about
its location
Regulators: Gestures that control the flow of the conversation
Example: Head nod
Adaptors: Accompany and help accomplish various
psychological needs
Example: scratching, covering eyes from a hideous sight
Facial and Oculesics – the study of eye behavior
Eye movement
Influenced by culture, gender, and age
Conveys interest
Regulates conversation
Establishes credibility
rights reserved.

11
Discussion Question: What kinds of preconceptions do you have
about appropriate eye contact?
Students may talk about concepts such as deception (avoiding
eye contact), age relations (do you or do you not look an older
person in the eye? Very cultural related), etc.
Haptics – the study of touch as used to communicate
What are the touch norms at your university or college?
How do you express emotions through touch?
rights reserved.

12
Haptics - touch
Convey status messages
Evidence love, friendship, politeness
Can have negative ramifications

13
How is touch used in a business and professional context?
rights reserved.

14
In the workplace, touch should be avoided as to avoid sexual
harassment. What is appropriate off the job, may not be okay in
the workplace.
Vocalics – the study of the use of the voice to convey meaning
Regulates conversation
Vocal cues
Turn taking
Helps interpret oral communication
Volume
Pitch
Rate

15
How words are emphasized makes a big difference in how they
are understood.
Example: Depending on what words are stressed in a sentence
can completely change the interpretation of the message. Say
this sentence four different ways – each time stressing the
underlined word.
“Did you fire him?”
Each sentence asks very different things!
Chronemics – the study of time usage in communication
Our use of time can:
Reveal character
Influence customers
Impact productivity
rights reserved.

Objectics – the study of how objects influence communication
What might clothes/grooming communicate about these people?
rights reserved.

What About Tattoos?
http://www.examiner.com/article/people-with-tattoos-are-
perceived-to-be-less-credible-than-those-without

Nonverbal Communication in the Workplace
Remember:
Actions sell louder
than words!
rights reserved.

Nonverbal Communication in Sales and Marketing
Important nonverbal behaviors in sales contexts:
Shaking hands
Eye contact and smiling
Removing desks and tables as barriers
Using the voice effectively
Matching time orientations
Nodding your head
Avoiding nervous gestures
Stop talking and listen
Pacing toward “low and slow”
rights reserved.

20
Rosenthal’s important nonverbal behaviors in sales contexts

the question Review Chapter 3,4,5,7Ch.3 – Interpersonal - Pygm.docx

Recommended

Recommended

More Related Content

Similar to the question Review Chapter 3,4,5,7Ch.3 – Interpersonal - Pygm.docx

Similar to the question Review Chapter 3,4,5,7Ch.3 – Interpersonal - Pygm.docx (20)

More from ssusera34210

More from ssusera34210 (20)

Recently uploaded

Recently uploaded (20)

the question Review Chapter 3,4,5,7Ch.3 – Interpersonal - Pygm.docx