MHR 405 Study Guide - Midterm Guide: Videotelephony, Virtual Team, Virtual Reality

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MHR 405 End of Chapter Questions
Chapter 9
1. The sender and receivers of communication in this situation are the engineering and
marketing staff. The problem most like lies in how the messages are being coded and
decoded, an possibly any noise interference along the way.
Engineering and marketing staff most likely have/use different codebooks (symbols,
language, gestures…et. This ould ake it diffiult to uderstad eah other he
communicating.
eodig/deodig proess depeds o the egieer ad arketig staff’s ailit to use
the selected communication channel. So even if the staff are using the same corporate
language, they may have different favoured methods of communication that makes it
harder to adapt to another method.
Due to the different professions, thus ways of thinking, engineers and marketing staff
probably use different mental models when communicating which could lead to
inaccurate or off target decoding of messages.
2. Email benefits: preferred medium for sending well defined information for decision
making, good for coordinating work, reduces stereotype by hiding demographics,
asynchronous
Disadvantages: poor medium for communicating emotions, reduces politeness and
respect, bad for complex problems, information overload
3. Media richness is important in communication because it is the amount of depth a
message can send. Face to face has this highest media richness but video conference
comes second. Video conference has a high media richness because you are still able to
etrat other’s faial epressios, soe od laguage, ad ton of voice. It is not as
good as face to face because when having a conference call of 3 dozen people it is not
as easy to sense the mood of the group as if it were in real life.
social acceptance will play a role in the success of a virtual meeting. If all members are
on board and agree to use the virtual reality alternative then there wont be an issue
communicating. If there are staff members who oppose to use the new system they will
be more closed.
4. Useful for collaborative work in the organization or to see multiple ideas at once. Useful
for quick sources of information but should not be used as a primary source of
information.
5. Email should only be used to terminate a person if it is the only way to get a hold of
them. Email should be a last resort in sensitive matters because it is emotionless and
considered disrespectful.
6. There are many different ways to send a message in a virtual team. One that includes all
members and allows you to present your idea with the highest amount of media
richness will be most effective.
7. Men and women have different communication codes and different body language that
has different meanings. Men and women also have different values and morals. This can
lead to frustration and complication in the communication process
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8. It should increase information flow through the grapevine due to the accessibility and
timeliness of technology and the internet. It is easy to send information immediately
and with more depth.
Chapter 10
1. Countervailing power is the power the subordinate has over the leader. The leader has
the power to tell subordinates what to do but the subordinates have the power in how
they respond and act towards the leader. (possessing skills and knowledge to keep
production humming and customers happy things managemet a’t aoplish
alone)
2. Having a centralized system diminishes the power people have in each department,
they loose control of what they can manage which they may not like. It reduces the
leader of eah departet’s legitiate poer, ad ireases epert power to other
departments in the organization. Centrality decreases because the number of people
dependent on a department for information decreases. Lastly, it makes each
departet’s deisios ore isile to the etire orgaizatio hih a slo down
decision processes if there is a conflict or difference of opinion.
3. You can use almost every source of power to some extent. Legitimate although you do
not have direct authority to tell the departments what to do, they must complete
certain tasks requested by you. You can enforce this using legitimate power. Reward
you do not have authority to award incentives but you can give praise. You can also put
in good words to senior management to more favourable employees as a reward for
working well with you (who then make financial reward decisions). Coercive you can
make life harder for poor performing employees or you can report difficult behaviour to
senior management. Expert hard to attain, maybe will have after working long term
with departments. Reputation will build employees opinion of your expertise. Referent
not likely to have much. Can find common interests to connect with employees to
build a connection.
4. Social networking increases a persons power by aiding people in finding common
interests, form networks with people who have similar expertise and backgrounds.
Develops expert power and increases visibility. Social capital increases with the number
of network ties. Strong ties increase network ties. Having a diverse network. Lastly
network centrality.
5. 8 influence tactics silet authorit usig a studet’s outerailig poer to a teaher
making class easier to manage), assertiveness (pressuring a teacher), information
control (limiting information not participating?), coalition formation (pooling
resources getting whole class to fight for something), upward appeal (going to the
dean), persuasion (logically arguing for something), impression management (being a
good student), exchange (bribery). Most often coalition formation, upward appeal and
persuasion. Least often information control and exchange. Legitimate silent
authority, coalition formation, upward appeal, persuasion. Politics assertiveness,
information control, impression management, and exchange.
6. Assertiveness, persuasion, impression management.
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