STRATEGIC COMMUNICATION IN BUSINESS AND THE PROFESSIONS 8TH EDITION O’HAIR

STRATEGIC COMMUNICATION IN BUSINESS AND THE PROFESSIONS 8TH EDITION O’HAIR Preface The Model of Strategic Communication New to This Edition REVEL™ Available Instructor Resources Chapter 1 Communication in Organizations Learning Objectives 1.1: Overview Communication in Organizations 1.2: The Interactive Communication Process 1.3: Reasons for Communication Failure 1.3.1: Inadequate Information 1.3.2: Information Overload 1.3.3: Poor-Quality Information 1.3.4: Poor Timing 1.3.5: Lack of Feedback or Follow-up 1.3.6: Problems with Channels 1.3.7: Incompetent Communication 1.3.8: Ineffective Goal Setting 1.3.9: Communication Anxiety 1.3.10: Cultural Barriers 1.4: Understanding Organizational Communication 1.4.1: Classical Theory Scientific Management Bureaucracy Strengths and Weaknesses of Classical Theory 1.4.2: Humanistic Theory Human Relations Theory Human Resources Approach 1.4.3: Systems Theory Concepts of Systems Theory Open and Closed Systems 1.4.4: Organizational Culture Summary Communication in Organizations Chapter 2 The Model of Strategic Communication Learning Objectives 2.1: Overview The Model of Strategic Communication 2.2: Situational Knowledge 2.2.1: Values and Ethics Values Communication Ethics The Advantage of Ethics 2.2.2: Organizational Structure 2.2.3: Organizational Learning 2.2.4: On-the-Job Training 2.2.5: Politics 2.2.6: Communication Climate Openness 2.2.7: Benefits of Situational Knowledge 2.3: Goal Setting 2.3.1: Goal-Setting Process 2.3.2: Benefits of Goal Setting 2.4: Communication Competence 2.4.1: Messages 2.4.2: Internal Communication Downward Communication Upward Communication Horizontal Communication Informal Networks 2.4.3: External Communication 2.4.4: Channels Channel Richness Selecting the Proper Channels 2.5: Anxiety Management 2.5.1: Causes of Communication Anxiety 2.5.2: Effects of Communication Anxiety 2.5.3: Manage Communication Anxiety Summary The Model of Strategic Communication Chapter 3 Diversity in Business and the Professions Learning Objectives 3.1: Overview Diversity in Business and the Professions 3.2: The Issues of Diversity 3.2.1: Diversity in the Workplace 3.2.2: How We Are Affected by Diversity 3.2.3: Cultural Descriptions of the United States 3.3: Communication Among Diverse People 3.3.1: Gender 3.3.2: Age 3.3.3: Ethnicity 3.3.4: Physical Abilities and Appearance 3.3.5: Religious Affiliation 3.3.6: Sexual Orientation 3.4: Understand Your Perspectives 3.5: Personality Traits and Competence 3.5.1: Flexibility 3.5.2: Ability to Tolerate Ambiguity 3.5.3: Nonjudgmental Attitudes 3.5.4: Respect for Self and Others 3.5.5: Ability to Analyze 3.6: Cultural Conflict 3.6.1: Positive Cultural Conflict 3.6.2: The Cultural Communication Conflict Triangle Summary Diversity in Business and the Professions Chapter 4 Listening Skills Learning Objectives 4.1: Overview Listening Skills 4.2: Listening in Your Career 4.2.1: Benefits of Good Listening 4.2.2: Problems with Ineffective Listening Poor Listeners Are Perceived as Less Intelligent Poor Listening is Costly Poor Listening Limits Your Chances for Success 4.3: Hearing Versus Listening 4.4: The Role of Perception 4.4.1: Factors Influencing Perception Listening in Groups 4.4.2: Assess Your Own Perceptions 4.4.3: Assess Others’ Perceptions 4.5: Goal Setting for Interactive Listening 4.5.1: Identify Objectives 4.5.2: Know Your Listening Style 4.5.3: Generate Energy 4.6: Situational Knowledge and Interactive Listening 4.6.1: Speaker’s Communication Style 4.6.2: Environmental Distractions 4.6.3: Emotional Distractions 4.6.4: Message Content 4.7: Competence in Interactive Listening 4.7.1: Talk Less 4.7.2: Ask Questions 4.7.3: Use Nonverbal Behavior 4.7.4: Dismantle the Three D’s 4.7.5: Fight Boredom 4.7.6: Make the Most of Listening Opportunities 4.8: Manage Listening Anxiety 4.9: Evaluate Your Interactive Listening 4.10: Information Literacy Summary Listening Skills Chapter 5 Verbal and Nonverbal Skills Learning Objectives 5.1: Overview Verbal and Nonverbal Skills 5.1.1: Architectural Nonverbal Communication Fixed Space Moveable Architectural Features 5.2: Goal Setting for Effective Messages 5.3: Personal and Environmental Factors 5.3.1: Structure of Messages 5.3.2: Status 5.3.3: Perceptions 5.3.4: Proxemics Intimate Zone Personal Zone Social Zone Public Zone Personal, Cultural, and Organizational Norms on Touching 5.3.5: Territoriality 5.3.6: Clothing and Personal Appearance 5.3.7: Environmental Factors 5.4: Verbal and Nonverbal Competence 5.4.1: Choose the Setting for Communication 5.4.2: Chronemics 5.4.3: Use Language Effectively Jargon Euphemisms Tag Questions 5.4.4: Avoid Racist and Sexist Language 5.4.5: Paralanguage 5.4.6: Interpret Nonverbal Cues Accurately Facial and Eye Expressions Kinesics 5.5: Minimize Communication Stress 5.6: Message Strategies 5.6.1: Conversation Conversational Turns Conversations Between Women and Men Intercultural Conversations Conversational Ethics Understanding and Agreement 5.6.2: How to Make Requests and Give Directives Summary Verbal and Nonverbal Skills Chapter 6 Leadership and Management Skills Learning Objectives 6.1: Overview Leadership and Management Skills 6.2: What Does a Leader Do? 6.2.1: Managerial Functions and Leadership Skills 6.2.2: Future-Oriented Skills 6.2.3: Listening Skills for Leaders 6.3: Management Theory 6.3.1: Likert’s Systems of Management 6.3.2: Blake and Mouton’s Research 6.4: Leadership Theories 6.4.1: Vroom and Yetton’s Leader-Participation Model 6.4.2: Kuhnert and Lewis’s Transactional Leadership Theory 6.4.3: Kuhnert and Lewis’s Transformational Leadership Theory 6.5: Leadership Versus Management 6.6: Goal Setting for the Present and Future 6.6.1: Shared Values Clarity Consensus The Significance of Shared Values 6.6.2: Vision Developing Vision Clarifying Vision Adjusting Vision The Benefits of Vision 6.6.3: Management of Change 6.7: Situational Knowledge and Strategic Leadership 6.7.1: Knowledge About Self 6.7.2: Organizational Knowledge 6.8: Competent Leadership 6.8.1: Trust The Relationship Between Trust and Ethical Behavior Defining Ethical Behavior Sustaining Trust Problems with Mistrust 6.8.2: Understanding Language 6.8.3: Empowerment Reduction of Status Differences Team Building 6.9: Confident Leadership 6.9.1: Optimism 6.9.2: Persistence 6.9.3: Passion 6.9.4: Accept Responsibility for Failure Summary Leadership and Management Skills Chapter 7 Work Relationships Learning Objectives 7.1: Overview Work Relationships 7.2: Manager-Employee Relationships 7.2.1: Set Goals for an Important Relationship 7.2.2: Communication Climate 7.2.3: Manage Power and Diversity Competently Power Sharing Wealth of Diversity 7.3: Coworker Relationships 7.3.1: Proximity 7.3.2: Shared Interests and Common Tasks 7.3.3: Satisfaction of Needs Support Power Expertise Social Exchange 7.3.4: Technology and Work Relationships 7.3.5: Relationships with Difficult Coworkers 7.4: Mentoring Relationships 7.4.1: Importance of Mentoring Relationships Benefits to the Protégé 7.4.2: Characteristics of Mentor and Protégé Roles Benefits to the Mentor and Organization 7.4.3: Gender and Cultural Issues 7.5: Romantic Relationships in the Workplace 7.5.1: Pervasiveness 7.5.2: Consequences 7.6: Sexual Harassment 7.7: Employee-Customer Relationships 7.7.1: Know the Customer 7.7.2: Communicate with the Customer Competently Take Responsibility for Customer Satisfaction Avoid Unresponsive Behavior Communication Skills for the Customer Relationship Treat Difficult Customers with Respect 7.7.3: Manage Anxiety in the Customer Relationship Summary Work Relationships Chapter 8 Interviewing Skills Learning Objectives 8.1: Overview Interviewing Skills 8.2: The Interview 8.2.1: Planned Discourse 8.2.2: Dyadic Discourse 8.2.3: Interactive Discourse 8.3: Goal Setting: Dyadic Communication 8.4: Structuring the Interview 8.4.1: The Opening 8.4.2: The Body 8.4.3: The Closing 8.5: Ask Effective Questions 8.5.1: Question Meaning Clarity Bias 8.5.2: Question Form Open/Closed Questions Primary/Secondary Questions 8.5.3: Question Sequence Funnel Inverted Funnel Tunnel Special Purpose Sequences 8.6: Respond and Provide Feedback 8.7: Interviews in Business Settings 8.8: Employment Interviews 8.8.1: Goal Setting in Employment Interviews Interviewer Interviewee 8.8.2: Situational Knowledge in Employment Interviews Holding an Employment Interview Developing Job Specifications Advertising the Position Reviewing Résumés Having an Employment Interview Researching the Company Preparing a Résumé and Cover Letter 8.8.3: Communication Competence Best Practices as an Interviewer Preparing a List of Questions Legal Issues Evaluating Candidates Best Practices as an Interviewee Listening and Using Nonverbal Communication Skills Establishing Trust Preparing to Ask and Answer Questions Handling Discriminatory Questions Following Up the Interview 8.8.4: Manage Anxiety in the Interview Interviewer Creating a Comfortable Atmosphere Interviewee 8.9: Appraisal Interviews 8.9.1: Purposes and Goals of Appraisal Interviews 8.9.2: Performance Reviews 8.9.3: How to Conduct the Interview 8.9.4: How to Receive Bad News 8.9.5: Setting Revised Goals 8.10: Disciplinary Interviews 8.10.1: Notify the Employee 8.10.2: Review the Employee’s Side of the Story 8.10.3: Institute Disciplinary Action Explain the Purpose of the Discipline Document the Incident and the Interview Summary Interviewing Skills Chapter 9 Fundamentals of Group Communication Learning Objectives 9.1: Overview Fundamentals of Group Communication 9.2: What Is a Group? 9.3: Factors Influencing Group Communication 9.3.1: Cohesiveness 9.3.2: Norms 9.3.3: Roles Task Roles Personal Roles Problem Roles 9.3.4: Conformity Reasons for Conformity Conformity and Group Functioning 9.3.5: Groupthink Symptoms of Groupthink Minimizing Groupthink 9.3.6: Advocacy Devil’s Advocacy Dialectical Inquiry 9.3.7: Conflict in Groups 9.3.8: Groups as Systems 9.3.9: Group Leadership Traits Style Situational Leadership Functional Leadership 9.4: Factors Affecting Group Participation 9.4.1: Approachability 9.4.2: Commitment 9.4.3: Participation Styles 9.5: Teleconferences and Videoconferences 9.6: Special Groups 9.6.1: Quality Circles 9.6.2: Self-Managing Teams 9.6.3: Affinity Groups What is an Affinity Group? What is the Purpose of Affinity Groups in Organizations? Summary Fundamentals of Group Communication Chapter 10 Meetings as Forums for Problem Solving Learning Objectives 10.1: Overview Meetings as Forums for Problem Solving 10.2: Goals Set the Agenda 10.2.1: Organizational Goals 10.2.2: Group Goals 10.2.3: Individual Goals or Needs 10.3: Prepare for the Meeting 10.3.1: Meeting Facilities Audiovisual Requirements 10.3.2: Setting Rules of Order 10.3.3: Knowing the Group 10.3.4: Nonverbal Communication 10.4: Develop Critical Thinking Skills 10.4.1: Analysis 10.4.2: Reasoning Example Reasoning Sign Reasoning Comparative Reasoning Causal Reasoning 10.4.3: Interpretation 10.4.4: Evaluation 10.5: Competence in Problem Solving 10.5.1: Reflective Thinking Step 1: Introduce the Problem Step 2: Define and Analyze the Problem Step 3: Establish Criteria Step 4: Generate Possible Solutions Step 5: Evaluate Possible Solutions 10.5.2: Nominal Group Technique Preparation Silent Generation of Ideas Round-Robin Recording Discussion Voting 10.5.3: Delphi Technique 10.5.4: Decision-Making Options Consensus Voting 10.6: Manage Anxiety in Meetings 10.7: Evaluate Group Effectiveness 10.7.1: Dimensions of Group Evaluation Informational Procedural Interpersonal 10.7.2: Individual Evaluation Summary Meetings as Forums for Problem Solving Chapter 11 Negotiation and Conflict Management Learning Objectives 11.1: Overview Negotiation and Conflict Management 11.2: Argumentativeness and Verbal Aggressiveness 11.2.1: Controlling Verbal Aggressiveness 11.3: Negotiation 11.3.1: Goal Setting for Negotiation 11.3.2: Formal Versus Informal Bargaining 11.3.3: Present Your Position Competently Dimensions of Negotiating Information Management Positioning Concessions Strategic Bargaining Using Bargaining Tactics Effectively 11.3.4: Manage Anxiety in Negotiation 11.4: Conflict Management 11.4.1: What Is Conflict? 11.4.2: Competing Goals and Conflict Content Goals Relational Goals 11.4.3: Managing Conflicting Goals 11.4.4: Conflict Styles and Tactics Competing Accommodating Avoiding Compromising Collaborating 11.5: A Strategic Approach to Conflict 11.5.1: Set Goals for Conflict Resolution 11.5.2: Use Situational Knowledge to Understand Conflicts 11.5.3: Communicate Competently in Conflict Situations 11.5.4: Manage Anxiety in Conflict Situations Summary Negotiation and Conflict Management Chapter 12 Develop and Deliver Effective Presentations Learning Objectives 12.1: Overview Develop and Deliver Effective Presentations 12.2: Communication Apprehension 12.2.1: Why Is Public Speaking Frightening? Skills Deficit Conditioned Anxiety Negative Cognitive Appraisal 12.3: Identify the Topic 12.4: Identify General and Specific Purposes 12.4.1: General Purpose To Inform To Persuade To Motivate To Celebrate 12.4.2: Specific Purpose 12.5: Analyze the Audience 12.6: Identify and Research Main Ideas 12.6.1: Generate Potential Main Ideas 12.6.2: Perform Research 12.7: Provide Support for Ideas 12.7.1: Explanations 12.7.2: Examples 12.7.3: Statistics 12.7.4: Testimony 12.7.5: Visual Aids Types of Visual Aids Pictorial Visual Aids 12.8: Develop an Introduction and a Conclusion 12.8.1: The Introduction Orientation Motivation Rapport 12.8.2: The Conclusion 12.9: The Outline 12.9.1: Types of Outlines 12.9.2: Basic Principles Appropriate Numbering Systems Heads of Equal Importance Consistency in Form Balance in Form Points and Subpoints 12.9.3: Transitions 12.10: Present the Message Competently 12.10.1: Types of Delivery Impromptu Extemporaneous Manuscript Memorized 12.10.2: Characteristics of Effective Delivery Effective Delivery is Intelligible Effective Delivery is Conversational Effective Delivery is Direct Effective Delivery is Unobtrusive 12.10.3: Develop a Strategy for Rehearsal 12.10.4: Other Considerations Appearance Use of Visual Aids Timing Your Presentation 12.11: How to Field Audience Questions Summary Develop and Deliver Effective Presentations Chapter 13 Informative Presentations Learning Objectives 13.1: Overview Informative Presentations 13.2: The Range of Informative Presentations 13.3: Accumulation of Information 13.4: Functions of Informative Presentations 13.4.1: Share Information and Ideas 13.4.2: Shape Perceptions 13.4.3: Set Agendas 13.5: Organize the Presentation 13.5.1: Description Topical Pattern Chronological Pattern 13.5.2: Demonstration 13.5.3: Explanation Cause/Effect Pattern Comparison/Contrast Pattern 13.6: Typical Formats 13.7: Guidelines for a Successful Presentation 13.7.1: Analyze Potential Sources of Noise 13.7.2: Adapt to Your Listeners 13.7.3: Shared Perspectives 13.8: Situational Knowledge and Technology 13.8.1: Video 13.8.2: Television 13.9: Camera Skills and Special Occasions 13.9.1: Practice 13.9.2: Appearance Cosmetics Clothing 13.9.3: Multimedia Technology and Presentations 13.10: Manage Anxiety Through Practice and Knowledge Summary Informative Presentations Chapter 14 Persuasive and Special Presentations Learning Objectives 14.1: Overview Persuasive and Special Presentations 14.2: Functions of Persuasive Presentations 14.2.1: Reinforce 14.2.2: Refute 14.2.3: Promote Change 14.2.4: Call to Action 14.3: Persuasive Formats 14.3.1: Sales Presentations 14.3.2: Proposals 14.3.3: Motivational Sessions 14.3.4: Crisis Situations 14.4: Basic Resources for Persuasion 14.4.1: The Listeners’ Perspective 14.4.2: Motivators 14.4.3: Opinion Leaders 14.4.4: Critical Thinking and Persuasion 14.4.5: Source Credibility Components of Credibility Occurrences of Credibility 14.5: The Persuasion Process 14.5.1: Order Effects 14.5.2: One-Sided Versus Two-Sided Presentations 14.6: Special Occasion Presentations 14.6.1: Types of Presentations