Com 321 Final Review - Chapters 8 - 17

Com 321 Final Review - Chapters 8 - 17 - Interpersonal...

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Interpersonal  Competence The ability to understand and interact effectively with others; proposed  as a basic managerial skill by Argyris; similar to emotional intelligence Espoused Theory An account that individuals provide when describing, explaining, or  predicting their behaviour Theory-in-use An implicit program or set of rules that specifies how to behave;  theories-in-use guide what people actually do. Model 1 A model of interpersonal behaviour embodying the core assumption  that organizations are dangerous and competitive and leading to self- protection, secretiveness, and the belief that any problems are caused  by others. Model 2 Argyris and Schon’s alternative to Model 1, in which people (1)  emphasize common goals and mutual influence; (2) communicate  openly and publicly test assumptions and beliefs; and (3) combine  advocacy with inquiry. Emotional  Intelligence According to Salovey and Mayer, a set of skills that include  awareness of self and others and the ability to handle both emotions  and relationships. The term updates the older term  social intelligence,  “the ability to understand and manage men and women, boys and  girls – to act wisely in human relations”. Consideration The degree to which a manager shows concerns for and sensitivity to  people Initiating Structure The degree to which a manager actively structures subordinates’  activities Group Norms Informal rules that govern how the group will function and how  members will conduct themselves Interpersonal  Dynamics (1) What is really happening in this relationship? (2) What motives are behind other peoples’ behaviour? (3) What can I do about it? Argyris and Schon’s  Theories for Action Two theories people use to guide their own behaviour: 1. Espoused Theories:  accounts individuals provide to describe,  explain, or predict their behaviour 2. Theories-in-Use:  What people actually do Key Point: how individuals describe themselves typically different than  what they actually do Model 1: Theory-in- Use Core assumption: organization is a dangerous place where you need  to look out for yourself or someone else will do you in. Leaders  behave in predictable ways: - assume other person is at fault - develop private (unilateral) diagnosis and solution
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- get the other person to change (using facts, logic and rational  persuasion, indirect influence, or direct critique) - if the other person resists or becomes defensive, it just proves they  were at fault - intensify the pressure - if results are unsuccessful, blame the other person Results: minimal learning, strained relationships, deterioration in  decision making. Model 2
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This note was uploaded on 07/25/2011 for the course BUS 371 taught by Professor Franz during the Fall '10 term at University of Victoria.

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Com 321 Final Review - Chapters 8 - 17 - Interpersonal...

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