Communications 151 Test #3 study guide L.A. Valley College Prof. Marteney 2016

1. Task roles-Accomplishing roles of a group. Roles directed towards group roles. 2. Non task roles-maintenance roles-maintaining the social structure of a group. Helping the social aspect. 3. Individual roles-counter productive. It's all about the person. He/she takes credit for other ideas-Negative

Refers to how much we like or dislike our self-concept.

1. TASK LEADER- Moves the group towards solving the task at hand. Does the most talking. Works hard & enjoys high group status. 2. SOCIAL EMOTIONAL LEADER-Concerned with the interpersonal aspect of the group. Attempts to create a supportive group climate. Often referred to as the lieutenant or second in command leader. 3. TENSION RELEASER-Uses communication skills to break up tension to move towards goal by joking, paraphrasing, summarizing, negotiates & compromises. Without this person the group would fail to reach its goal. 4. INFORMATION PROVIDER-This person has better insight & contributes more ideas for the group. -information provider. 5. CENTRAL NEGATIVE-Instigates conflict- argues against proposals -challenges group leadership-blocks group proceedings. Important role for the group because this person provides criticism-challenges ideas the group-without this person the group may fall into groupthink.

Rules and standards that determine what is appropriate and inappropriate behavior in a group.-Establishes guidelines for behavior. Norms are created over time as the group meets.

An individuals position of importance within a group.

LOW STATUS-Talk less, communicate less, direct their conversation toward high status members rather than lower or equal, communicate more positive messages to high status members, less influence on decision making, comments are ignored by group members, communicate more irrelevant information, more likely to complain about their job, talk less to the entire group & less upper movement in the hierarchy. Don't abide by the norms. HIGH STAUS-Talk more, communicate more towards other high status members rather than lower status members, have more influence on group decision making, comments are recognized by group members, communicate relevant information, less likely to complain about their job, tend to talk to the entire group & leader. Leader usually had high status. Abide by the norms.

She went to a cocktail party. Her friend Phyllis was very critical of her i.e.: criticized her sex life with her husband.

Conducted an experiment that called for male applicants for a summer job that paid well which entailed taking a battery of test that included a self evaluation questionnaire that needed honest answers. -Mr. Stooge-test subject -Mr.. Clean- a striking well tailored man in a business suit.-produced drop in self esteem. -Mr. Dirty-Arrived in torn sweatshirt & pants with a beard.-gave a psychological lift to applicants.

Any communication behavior which enables a group to achieve it's goal. Leadership can be demonstrated in both the task and non task aspect of the group.

1. AUTHORITARIAN- (intellectual) Assumes superiority over group. Controls everything. 2. DEMOCRATIC LEADER-Has more faith in the group. Tries to involve group members in decisions. 3. LAISSEZ FAIRE-Sees himself no better than anyone in the group. They feel like direction will come from the group itself. They kick back and let it happen.

No leadership style is the best or good for all groups. The leader has to adapt it's style to each situation.

FLEXIBILITY

An effective leader must be skilled in the communication techniques: 1. FACE TO FACE-Emphasizing immediacy of group discussion in that the leader is situated in direct confrontation with other members of the group. 2. IMPROMTU-Ability to speak spontaneously without lengthy preparation or prior practice. 3. INTERACTIVELY-Leaders ability to be a member of the group, as well as the leader and to be able to accommodate himself to the group tempo.

\"Whatever his own tendencies, he must act to serve the goals of the group, adapting himself to the pace if it is an appropriate one, seeking to modify it by his example if it is inappropriate.\"

1. Reward-Give individuals something they want. It can be a material good or just a compliment. 2. Punish-They ability to give individuals something they don't want. Can include ignoring someone. 3. Legitimate-This power comes form a recognized position or title of individual. 4. Expert-Power of information and can do something. 5. Referent- refers to charisma. There is something about this person that gives them power over you. It may include: looks, personality, attitude & communication ability.

All members of the group have some power and therefor the ability to influence each other. The power may be useful in a group or it can also be a disruptive influence on the group process.

They both differ in communicative content and communication style. Earlier observations suggested that good supervisors always conformed to the traditional masculine gender stereotypes. Recent studies showed that female managers who displayed usual stereotypical behaviors : being receptive to ideas, promoting happy relations, were rated as effective by their subordinates. DELEGATION in assignments- women a need to be involved with their subordinates, playing a nurturing role. However men, felt that good management entailed not being in what their subordinates were doing by feeling they are giving independence & confidence to accomplish a task. CONFLICT-Men employ bargaining techniques, logical arguments & anger to manage their interaction. Females more likely to focus on understanding feelings. This difference causes problems between supervisors and subordinates in conflict situations. Conflicts may be difficult to compromise because they differ in interaction styles.

Fact:

Roles are patterns of behaviors felt to be appropriate for specific situations. Behaviors expected in a given role relationship are usually the product of the value system of society, a group or an individual. The role we play needs to be determined by oneself by evaluating: 1. The situation 2. The other person 3. Yourself

Self esteem- How much we like or dislike our self concept. If we like ourselves we have high self esteem. We are also challenged by others who attempt to encourage or alter the ways we think about ourselves.

We decide our own roles. Our opinion of ourselves creates the way others treat us.

We may play several roles in a group. Each role you play is created by a communication process between you and other group members. 1. Task leader-solves tasks at hand. Enjoys high group status. 2. Social emotional leader- concerned with interpersonal aspects of the group. Attempts a supportive group climate. 3. Tension releaser- uses communication skills to break up tension and move towards goal by joking, paraphrasing, summarizing what's going on and negotiating. 4.Information provider- Have better insight, contribute more ideas to the group. (Usually played by many members). 5. Central Negative- Instigates conflict-will argue during meetings against ideas proposed and developed. Challenges leadership. Usually disliked. Challenges ideas to avoid groupthink.

1. Intelligence 2. Enthusiasm 3. height 4. strength 5. good looks 6. weight 7. energy 8. dominance 9. self confidence 10. social participation 11. equalitarianism

1. Whenever one trait was discovered which seemed to predict that person would become a leader, the leaders with the opposite traits were discovered. 2. researchers realized that they couldn't differentiate between leaders and non leaders that had the same identical traits. 3. The notion that leaders are born and not made does not seam to apply.

TRAIT 1. Focus on traits-some traits can be positive in one group but negative in others. 2. It doesn't differentiate between leaders and followers that have the same traits. 3. Doesn't talk about which traits are important for becoming a leader and maintaining leadership. FUNCTIONAL A functional perspective looks at leadership as a set of behaviors that can be formed and performed by anyone in a group. A leader can delegate authority.

1. Task lead behavior-Leadership related to goals of a group. Initiating, summarizing & coordinating. 2. Process of leadership- behavior has to do with maintain social structure of a group. 3. Situational perspective- focuses on leadership style and situation.

In situations in which a group has high goals and high stress, the group wants to follow an authoritarian leader. Example given by professor in class; The work force must increase their productivity by 20% or lose their jobs. They will need an authoritarian leader to step in and direct them on how to achieve those goals.

1ST PHASE 1. Leader emerge from methods of residue 2. Group leader members are rejected until one remains. 3. The first to go are the quiet ones 4. The next to leave the group are the overly obnoxious 2ND PHASE 1. Too bossy, too friendly, too task oriented & too social. (all of this is done subconsciously-in our minds) 2. Women are rejected more than men in a group where the majority of members are male.

The optimum member is the one that has more to offer & more balance.

Leaders emerge from methods of residue. In other words they work with what has been left behind by other leaders and expand on that knowledge. NEGATIVE TRAIT FACTORS OF TRAIT RESIDUES: PHASE 1. -Non involvement in the group process -very rigid or dogmatic -Authoritarian behavior -Using abusive language -Uninformed over the topic of the group PHASE 2 -No more than 2 potential leaders left -A single leader ultimately emerges -Group leader focuses on task reject because highly concerned with non task area of the group. -Members of the group focus on maintenance of the social structure of the group.

Hidden agenda

Rules or standards that determine what is appropriate and inappropriate behavior in a group.

The influence of one group member over another by their status or persuasion.

Individual roles or communication acts which benefit the individual group member and do not help the group reach it's goal.

An individual's position of importance and influence within the hierarchy of a group. Status may be achieved or ascribed.

DRIVERS: behavior gives the impression that they know what they are doing. Oriented towards results towards pleasing people, very pleasant , charming, they seek power and do not like being told what to do. EXPRESSIVE: Communicative, warm, approachable, competitive, involve other people with their feelings & thoughts. Play the role of followers and supporters in friends dreams rather than competitors. Will take risk making decisions based on personal opinions. Have imaginative & creative ideas but easily make mistakes since their decisions are based on hunches. AMIABLE: Place high priority on friendships. They are very social people. They get involved in feelings and relationships. Acceptance by others is important. They are understanding & mutually respectful. They focus on the now. Don't usually take risks. ANALYTICAL: Live life according to facts. Generally viewed by other as lacking enthusiasm, avoid flashiness, cold or detached. Tend to be cautious. concerned on things getting done with little personal involvement. Facts and logic are very important and focus on the past. Friendships are very important. Very disciplined and suspicious of power or leverage until predictability is derived. Very concerned with detail and organization.

1. Inclusion 2. Control 3. Affection

Political historian-James MacGregor Burns

Any communication behavior which enables a group to achieve its goal either in a task or non task form of communication.

1. Vision 2. Communication 3. Persistence 4. Empowerment 5. Organizational learning

To Jonathan, A role model, with love.