Need the attached 5 questions answered in 200 words each just like the directions on the attachment QUIZ#2 says. I have attached two PowerPoint slides for Chapter 3 and Chapter 5. I need this completed by March 24, 2023 by 10 AM my time.
Quiz #2 Chapters 3 & 5 Directions: Each question is worth 10 points and must be answered in 200 words or more. Answer every part of the question. 1. List and briefly explain the 4 main communication styles typically used in the workplace. Chapter 3 (200 words or more) 2. List and briefly explain the four distance categories used in the United States and tell when each is normally used in an organization. Chapter 5 (200 words or more) 3. Define and explain each of the following gestures and give an example of each: emblems, illustrators, regulators, and adaptors. Chapter 5 (200 words or more) 4. What is the meaning of “culture shock” and how can it be minimized? Chapter 5 (200 words or more) 5. Give 3 characteristics of dominant communicators at their “best” and 3 characteristics of dominant communicators at their “worst.” Chapter 3 (200 words or more) Communicating for Results, 7e Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Communicating for Results 11th Edition Cheryl Hamilton, Tony Kroll * Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Positive Personal Relationships Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Importance of Relationships “The quality of your relationships will determine your success or failure in life.” Unknown Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Employee Relations Relationships have positive effects on the following: Job Satisfaction Morale Other’s communication needs Commitment to & knowledge of the company Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relationship Keys Make expectations clear Use reciprocal nature of relationships to elicit cooperation & trust Understand communication styles To develop & maintain relationships . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Interpersonal Relationships Strained when expectations not met Can lead to self-fulfilling prophecies—either positive or negative Deteriorate/stagnate when out of balance Grow when reciprocated Can elicit cooperation / trust Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Trust: Constructive Cycle Relationship between trust and performance . . . High Trust High Performance Constructive Cycle Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Trust: Destructive Cycle Relationship between trust and performance . . . Low Trust Low Performance Destructive Cycle Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Awareness Check Styles Survey—Short Form . . . Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Communication Styles Feedback Vary according to . . . Disclosure Private Sociable Dominate Open Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships The Private Communicator Key Word: Non-communicator Motivated by anxiety or fear of people Seldom communicates expectations Vague employee appraisals Avoids conflict, goes by book Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Private Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Private Style Works best when… Job requires little interaction Going by the book is preferred policy Subordinates are professionals who need or want little or no supervision Others in company are private Copyright © 2005 Wadsworth * Chapter 3 – Interpersonal Relationships * Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships The Dominate Communicator Seen as authoritarian & demanding Motivated by over self-confidence Usually experienced & very knowledgeable Handles conflict by force Communicates, but expects you to know Employee appraisals mostly criticisms Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Dominate Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Dominant Style Works best when… Problems surfacing in the organization Subordinates need dominate manager’s experience and expertise Subordinates are private or sociable Organizational change causing insecurity Immediate decision is needed Copyright © 2005 Wadsworth * Chapter 3 – Interpersonal Relationships * Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships The Sociable Communicator Key Word: Disguise Motivated by mistrust or need to please others Discloses only positive expectations /appraisals Smooths over conflict Motivates by praise/reward Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Social Copyright © 2005 Wadsworth * Chapter 2 - Organizational Communication Sociable Style Works best when… Team work is more of a social occasion Only adequate performance is expected Politics used as an organizational tool Climate makes caution necessary Social environment expected Copyright © 2005 Wadsworth * Chapter 3 – Interpersonal Relationships * Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships The Open Communicator Seen as a team communicator Motivated by confidence & like of people Motivates by praise and criticism Uses problem-solving to handle conflict Communicates positive/negative expectations Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Open Style Works best when… Employee involvement desired Problems not seen as property of boss Change is expected/viewed as opportunity Tasks requires teamwork Task require quality work Copyright © 2005 Wadsworth * Chapter 3 – Interpersonal Relationships * Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Communication Styles... One key to good communication is flexibility of styles Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open Private Dominate Sociable Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Awareness Check... . . . Check answers at back of book Communicator Styles Which style person more likely communicates expectations to others? Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Private Managers Don’t threaten or increase insecurity Don’t ask questions Don’t make waves Don’t expect feedback Practical tips include . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Private Employees Put in safe environment Limit criticism & show of personal interest Limit interaction with others Make instructions specific Practical tips include . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Private Customers Don’t expect them to disclose with you Help them make choices Increase their self-confidence Avoid jargon Avoid team presentations Treat them with respect Practical tips include . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Dominate Managers Practical tips include . . . Take criticism well Meet expectations --give proper respect --be on time --make projects neat Let them be in control Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Dominate Employees Encourage flexibility Reward team involvement Let them know you are in charge Let them be in charge of projects Practical tips include . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Dominate Customers Give polished presentations Use team approach Be prepared for critical suggestions Let them feel in control Don’t keep them waiting Practical tips include . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Sociable Managers Don’t expect full disclosure Relate your ideas to department recognition Subtly bring work to attention of others Assure boss you are not out for her/his job Applaud boss for accomplishments Use tactful confrontation when necessary Practical tips include . . . Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Sociable Employees Expect them to be “yes” people Realize they are hesitant to disclose Establish safe climate for honest opinions Demonstrate that team players get ahead Be specific; don’t assume meanings clear Practical tips include . . . Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Sociable Customers Establish a friendly environment Share a confidence to start trust cycle Show how purchase will add to social standing and acceptance Use referrals when available Keep opinions to self Practical tips include . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Open Managers Be tactfully honest & open Look at all sides of problem Share job feelings, doubts, concerns Share part of personal life Accept responsibility & power Practical tips include . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Open Employees Share confidences Expect friendships to develop Give constructive criticism Give challenging tasks Praise work well done Practical tips include . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Relating to Open Customers Don’t be pushy or manipulative Listen carefully to needs & wants Build persuasive appeals around these needs Treat as equals Provide facts & brief demonstrations Practical tips include . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Conflict Strategies Avoidance/withdrawal Accommodation/smoothing Compromise Competition/forcing Collaboration/problem- solving Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Using Conflict Strategies Avoidance Use when issue trivial, communication skills lacking, loss will outweigh gain, time insufficient to reach solution Avoiding Avoiding Concern for self Concern for others High Low High Low Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Using Conflict Strategies Accommodation Use when issue minor, conflict harmful to all, temporary pause in conflict needed, or tempers out of control Avoiding Accommodation Avoiding Accommodation Concern for self Concern for others High Low High Low Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Using Conflict Strategies Competition Use when immediate decision needed, parties expect & appreciate a show of force, power relationship between parties clear Avoiding Accommodation Competition Concern for self Concern for others High Low High Low Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Using Conflict Strategies Compromise Use when both parties stand to gain, ideal solution not required, time is short, temporary solution necessary, & parties are equals Avoiding Accommodation Competition Concern for self Concern for others High Low High Low Compromise Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Using Conflict Strategies Collaboration Use when members trained in problem solving, parties have common values & goals, conflict arises from misunderstanding Avoiding Accommodation Competition Concern for self Concern for others High Low High Low Compromise Collaboration Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Which Strategies are Win-Win? Win-lose --Competition Lose-lose --Compromise --Accommodation --Avoidance Win-win --Collaboration Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Conflict Stalemates Clarifying situation Setting aside conflicting solutions temporarily Seeking new solutions through brainstorming Comparing new & original solutions to see which is now the “best” To break a stalemate, strive for consensus by . . . Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Flexible Use of Styles Use feedback effectively Use disclosure effectively Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open Private Dominant Social Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Giving Feedback Is directed toward behavior (not person) Uses descriptive language (not evaluative) Involves sharing (not giving advice) Includes limited information Is immediate & well-timed Allows for face-saving When giving feedback to others, make sure it . . . Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Self-Disclosure Used to develop / maintain relationships Should be mutually shared Should be gradual Involves risk Moderate amount usually best Microsoft Image Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Chapter Three Summary Establishing and maintaining quality relationships Helps build cooperation and trust in the organization. Helps us understand different frames of reference. Helps us understand our own communication style to build on our strengths and minimize our weaknesses. Copyright © 2005 Wadsworth * Chapter 3 - Improving Interpersonal Relationships Remember This “You can’t just give up on someone because the situation’s not ideal. Great relationships aren’t great because they have no problems. They’re great because both people care enough about the other person to find a way to make it work.” Anonymous Communicating for Results, 7e Copyright © 2005 Wadsworth * Chapter 5 - Nonverbal Communication in the Organization Communicating for Results Eleventh Edition Cheryl Hamilton, Ph.D. –Tony Kroll * Copyright © 2005 Wadsworth * Chapter 5 - Nonverbal Communication in the Organization 5 Opening Quotation Copyright © 2005 Wadsworth * Chapter 5 - Nonverbal Communication in the Organization Really! Andrzjewski and Mooney (2016) found that a genuine smile from a service provider caused them to be judged as more competent by customers. Andrzjewski S. A., and Mooney, E.C. 2016 Service with a Smile, Does the Type of Smile Matter? Journal of Retailing and Consumer Services 29, 135-141 * Copyright © 2005 Wadsworth * Chapter 5 - Nonverbal Communication in the Organization Nonverbal Defined “…all intentional and unintentional messages that are not written, spoken