Communicating at Work 11e by Adler, Elmhorst, Lucas

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Communicating at Work 11e by Adler, Elmhorst, Lucas is the 11th edition of the Communicating at Work: Strategies for Success in Business and the Professions textbook authored by Ronald B. Adler, Santa Barbara City College, Emeritus, Jeanne Elmhorst, Central New Mexico Community College, and Kristen Lucas, University of Louisville, and published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., New York, NY in 2013.

  • Action-oriented listening style. A listening style in which the listener's primary concern is understanding and organizing facts to accomplish a task or get a job done. See also Content-oriented listening style, People-oriented listening style, Time-oriented listening style.
  • Action items. Specific tasks that were assigned during the course of a meeting.
  • Agenda. A list of topics to be covered in a meeting. Agendas also usually note the meeting's time, length, location, and the members who will attend. Complete agendas provide background information and outcome goals.
  • Analytical listening. A listening style that focuses on scrutinizing messages from a variety of perspectives.
  • Anchor. A listener's preexisting position on an issue being advocated.
  • Asynchronous communication. Communication that occurs with a delay between sending and receiving of a message; for example, text messaging or e-mail.
  • Audition interview. A type of interview in which a prospective employer asks the candidate to demonstraterather than describe) his or her ability to perform a job-related task.
  • Authoritarian leadership style. A leadership style in which the designated leader uses legitimate, coercive, and reward power to control members.
  • Authority rule. A group decision-making method in which a designated leader makes a final decision, either with or without consulting group members.
  • Award presentation. A type of presentation in which the speaker describes an award and explains the reasons the recipient is receiving it.
  • Baby Boomers. The generation born between 1946 and 1964 who shaped the 1960s social reforms and who value achievement, accuracy, and performance.
  • Bar chart. A visual exhibit consisting of horizontal or vertical bars that depict the values of several items in comparative terms.
  • Behavioral interview. An employment interview in which the candidate is asked to give concrete examples of past behaviors that show how he or she behaved in certain situations.
  • Benefits. As used in a sales presentation, advantages the target audience will gain from the features of a product or service.
  • Biased language. A statement that seems objective but actually conceals the speaker's attitude.
  • Bona fide occupational qualification (BFOQ). A job requirement deemed reasonably necessary for the performance of a particular job. In employment interviewing, only questions exploring BFOQs are lawful.
  • Brainstorming. An approach to idea generation that encourages free thinking and minimizes conformity.
  • Briefing. An informative presentation that succinctly informs listeners about a specific task at hand.
  • Bullying. See Workplace bullying.
  • Career research interview. An informational interview to help a candidate define and achieve career goals.
  • Cause–effect pattern. An organizational arrangement that shows that events happened or will happen as a result of certain circumstances.
  • Channel. The method or medium used to deliver a message (e.g., face-to-face communication, blog, text message).
  • Chronological pattern. An organizational arrangement that presents points according to their sequence in time.
  • Claim. A statement asserting a fact or belief.
  • Closed question. Question that restricts the interviewee's responses, usually to yes or no, a number, an item from preselected items, or an either–or response.
  • Co-culture. A group that has a clear identity within the encompassing culture.
  • Coercive power. The ability to influence others that arises because one can impose punishment or unpleasant consequences.
  • Cohesiveness. The degree to which group members feel part of and want to remain with the group.
  • Collectivist culture. A culture with a strong social framework in which members of a group are socialized to care for one another and for the group as a whole.
  • Column chart. A visual exhibit consisting of vertical columns that depict the quantity of one or more items at different times.
  • Communication apprehension. Anxiety about communicating.
  • Communication climate. A metaphor used to describe the quality of relationships in an organization.
  • Communication networks. Regular patterns or paths along which information flows in an organization. See also Formal communication networks, Informal communication networks.
  • Comparative advantages pattern. An organizational strategy that puts several alternatives side by side and shows why one is the best.
  • Comparison. A type of support in which the speaker shows how one idea is similar to another; may be figurative or literal.0)
  • Compromise. An orientation toward negotiation that assumes each side needs to lose at least some of what it was seeking.
  • Confirming messages. Messages that express value toward other persons.
  • Conflict phase. The second of four group problem-solving phases; characterized by members taking strong stands that result in conflict within the group. See also Storming.
  • Connection power. The ability to influence that arises because of one's connections and associations inside and outside the organization.
  • Consensus. A decision-making method in which the group as a whole makes a decision that each member is willing to support.
  • Content messages. The dimension of messages that focus on the topic under discussion. See also Relational messages.
  • Content-oriented listening style. A listening style in which the listener hears details and analyzes and evaluates what is said. See also Action-oriented listening style, People-oriented listening style, Time-oriented listening style.
  • Context. The environment of physical, social, chronological, and cultural variables that surrounds any process of communication.
  • Contingency approaches to leadership. Leadership theories that assert the most effective leadership style is flexible, changing as needed with the context.
  • Counterfeit question. Statement that appears to ask for information but actually offers advice or criticism.
  • Credibility. The persuasive force that comes from the audience's belief in and respect for the speaker.
  • Criteria satisfaction pattern. An organizational strategy that sets up standardscriteria) the audience accepts and then shows how the speaker's idea or product meets the criteria.
  • Critical incident question. Interview question that asks the interviewee about a specific situation rather than a hypothetical one.
  • Critical listening. A listening style of evaluating messages for accuracy and consistency.
  • Culture. The set of values, beliefs, norms, customs, rules, and codes that leads people to define themselves as a distinct group, giving them a sense of commonality.
  • Decoding. The process of attaching meaning to words, symbols, or behaviors.
  • Definition. A form of support that explains the meaning of terms that are unfamiliar to an audience or are used in a specialized or uncommon way.
  • Democratic leadership style. A leadership style in which the designated leader encourages members to share decision making.
  • Descriptive statement. Statement that describe the speaker's perspective instead of evaluating the sender's behavior or motives. See also "I" language, "You" language.
  • Designated leader. A leader whose title indicates a leadership role, either by appointment or by group selection.
  • Diagnostic interview. An interview in which professionalse.g., doctors and lawyers) gather information on their patients' or clients' needs.
  • Direct question (in a group). A question (addressed by name) to a particular individual.
  • Direct question (in an interview). Straightforward question that asks exactly what the interviewer wants to know.
  • Disconfirming messages. Messages that show a lack of valuing for other persons.
  • Disfluencies. Vocal disruptions such as stammers (uh, um) or filler words (ya know, like, OK) that distract audiences and interfere with understanding.
  • Downward communication. Communication that flows from superiors to subordinates.
  • Emergence phase. The third of four group problem-solving phases; characterized by an end to conflict and emergence of harmony within the group. See also Norming.
  • Emergent leader. A leader chosen by the group, either officially or informally.
  • Emotional intelligence (EQ). Aptitude and skills needed for interacting well with others. Refers to interpersonal communication skills rather than cognitive or intellectual abilities.
  • Employment interview. An interview designed to judge the candidate's qualifications and desirability for a job.
  • Encoding. The intentional process of creating a message.
  • Equivocal terms. Words with more than one generally accepted meaning.
  • Ethnocentrism. The tendency to view life from the perspective of one's own culture and to judge one's own culture as superior to other cultures.
  • Example. Brief illustration that backs up or explains a claim.
  • Exit interview. An interview designed to discover why an employee is leaving an organization.
  • Expert opinion. A decision-making method in which a single person perceived as an expert makes a decision for the group.
  • Expert power. A decision-making method in which a single person perceived as an expert makes a decision for the group.
  • Extemporaneous presentation. A type of delivery in which the major ideas are planned and rehearsed but the speech is given spontaneously from notes.
  • Factual question. Question that asks for verifiable, factual information rather than opinion.
  • Fallacy. An error in the logic of an argument.
  • Feasibility report. A type of presentation that evaluates potential action steps and makes recommendations about how to proceed.
  • Features. Qualities of a product or service that make it desirable and distinguish it from the competition.
  • Feedback. The recognizable response to a message.
  • Feminine culture. A culture in which gender roles are not highly differentiated and members value feelings, cooperation, and harmonic relationships.
  • Final report. Report delivered upon completion of an undertaking.
  • Flip chart. A large pad of paper, attached to an easel, that is used to create and/or display visuals.
  • Formal communication networks. Officially designated paths of communication designed by management to indicate who should communicate with whom.
  • Forming. A phase in problem-solving groups characterized by tentative statements and getting-acquainted types of communication. See also Orientation phase.
  • Functional roles. Types of behavior that are necessary if a group is to do its job effectively. See also Relational roles, Task roles.
  • Gatekeeper. A person, such as a personal assistant or a receptionist, who manages access to another person.
  • Genderlects. Distinct and different styles of speaking that characterize masculine and feminine speech.
  • General goal. A broad indication of the purpose of a speech, generally to inform, persuade, or entertain.
  • Generation X. The generation born between 1965 and 1980 that is comfortable with technology, values work–life balance and creativity.
  • Generation Y. See Millennials.
  • Goodwill speech. A speech with the primary aim of creating a favorable image of the speaker's cause in the minds of the audience.
  • Graph. A visual exhibit that shows the correlation between two quantities.
  • Groupthink. A condition in which group members are unwilling to critically examine ideas because of their desire to maintain harmony.
  • Handout. Document(s) distributed during or after a presentation.
  • Hidden agenda. A group member's personal goal that is not made public.
  • High-context culture. A culture that relies heavily on the social and physical context and nonverbal cues to convey meaning and maintain social harmony.
  • High-level abstractions. Terms that cover a broad range of possible objects or events without much detail.
  • Highly structured interview. An interview that consists of a standardized list of questions, sometimes in precise order and wording, as in research interviews.
  • Horizontal communication (lateral communication). Communication in which messages flow between members of an organization who have equal power or responsibility.
  • Hostile work environment. A category of sexual harassment in which verbal and nonverbal behaviors have the intention or effect of interfering with someone's work or creating an environment that is intimidating, offensive, or hostile.
  • Hypothetical question. Question that asks an interviewee how he or she might respond under certain circumstances.
  • Identity management. The practice of presenting yourself in ways that produce a preferred image and distinctive sense of self.
  • I language. Language in which the communicator describes his or her feelings, needs, and behaviors without accusing others.
  • Immediacy. Verbal and nonverbal behaviors that indicate closeness and liking.
  • Impromptu presentation. A type of delivery in which the speaker has little or no preparation time before presenting his or her remarks.
  • Incivility. The exchange of seemingly inconsequential, inconsiderate words and deeds that violate the conventional standards of workplace conduct.
  • Indirect question. Question that gets at information the interviewer wants to know without asking for it directly.
  • Individualistic culture. A culture whose members tend to put their own interests and personal choices ahead of social or group concerns.
  • Informal communication networks. Patterns of interaction that are based on proximity, friendships, and shared interests.
  • Information power. The ability to influence that arises because of one's access to otherwise obscure information.
  • Instrumental communication. Messages designed to get a job done, to accomplish a mission.
  • Interview. A two-party interaction in which at least one party has a specific, serious purpose and that usually involves the asking and answering of questions.
  • Investigative interview. An interview designed to discover the causes of an incident or problem.
  • Jargon. Specialized terminology used by members of a particular group.
  • Laissez-faire leadership style. A leadership style in which the leader gives up power and transforms a group into a leaderless collection of equals.
  • Latitude of acceptance. The range of positions or arguments a person would accept with little or no persuasion.
  • Latitude of noncommitment. The range of positions or arguments a person neither accepts nor rejects.
  • Latitude of rejection. The range of positions or arguments a person opposes.
  • Leader–Member Exchange (LMX). A theory that views leadership as a collection of multiple relationships with members, each one unique.
  • Leading question. Question that directs the interviewee to answer in a certain way, often by indicating the answer the interviewer wants to hear.
  • Life-cycle theory of leadership. An approach to understanding leadership that suggests that a leader's attention to tasks and relationships should vary depending on the organizational maturity of subordinates.
  • Long-term orientation. A cultural orientation that emphasizes long-lasting goals rather than short-term gratification. See also Short-term orientation.
  • Lose–lose approach. An approach to negotiation in which one party's perceived loss leads to an outcome with negative consequences for the other parties.
  • Low-context culture. A culture that employs language to express ideas and directions clearly and logically; members pay less attention to contextual clues for meaning.
  • Low-level abstractions. Highly specific statements that refer to observable objects or events.
  • Majority vote. A decision-making method in which a vote is taken and the item with the most votes is the one accepted.
  • Manuscript presentation. A type of delivery in which the speaker reads word for word from prepared remarks.
  • Masculine culture. A culture with highly differentiated gender roles in which members value performance, individual success, and advancement.
  • Meeting minutes. A written record of the major discussions held, decisions made, and action items assigned.
  • Memorized presentation. A type of delivery in which the speech is memorized and recited word for word from memory.
  • Message. Any symbol or behavior from which others create meaning or that triggers a response.
  • Millennials. The generation born between 1980 and 2000 who are technologically skilled, ethnically diverse, ambitious, and globally-focused in their worldview.
  • Mindful listening. A style of listening in which one is fully present, focused, and attentive.
  • Mindless listening. A manner of listening habitually or mechanically and without thoughtfulness.
  • Minority decision. A decision-making method in which a few members make a decision for the whole group.
  • Moderately structured interview. A flexible interview in which major topics, their order, questions, and probes are planned but not rigidly adhered to.
  • Monochronic time orientation. A cultural orientation that values time, efficiency, promptness, and chronological order over personal relationships. See also Polychronic time orientation.
  • Motion. In a meeting conducted according to parliamentary procedure, a specific proposal for action that must be seconded in order to be discussed by the group.
  • Motivated sequence pattern. An organizational strategy that presents a topic in terms of five sequential concepts: attention, need, satisfaction, visualization, and action.
  • Motivational speech. A speech aimed primarily at generating enthusiasm for the topic being presented.
  • Negotiation. Discussion of specific proposals for the purpose of finding a mutually acceptable agreement or settlement.
  • Networking. The process of meeting people and maintaining contacts to give and receive information, advice, and job leads.
  • Noise. Any factor that interferes with a messagealso called barriers or interference.
  • Nominal group technique (NGT). A five-phase method for giving group members' ideas equal chance at consideration.
  • Nonstructured interview. An interview that consists of a topical agenda but no planned, specific questions.
  • Nonverbal communication. Communication by nonlinguistic means, whether visually, physically, or vocally.
  • Norming. A phase in problem-solving groups characterized by an end to conflict and emergence of harmony within the group. See also Emergence phase.
  • Norms. Informal rules about what behavior is appropriate in a group. Explicit norms are made clear by speaking about them or writing them out. Implicit norms are not openly discussed but are known and understood by group members.
  • Open question. Question that invites a broad, detailed response. See also Closed question.
  • Opinion question. Question that seeks the respondent's judgment about a topic.
  • Organizational chart. A figure that displays hierarchical reporting relationships in an organization.
  • Organizational climate. A relatively stable picture of an organization that is shared by its members.
  • Organizational culture. A relatively constant and collective system of behaviors and values within an organization.
  • Orientation phase. The first of four problem-solving phases of groups; characterized by tentative statements and getting-acquainted types of communication. See also Forming.
  • Overhead question. A question directed at all members of a group, inviting a response from any member.
  • Panel interview. An interview conducted by a group of questioners with whom the candidate will work, who are commonly from different levels within an organization.
  • Paralanguage. Nonlinguistic vocal qualities such as rate, pitch, volume, and pauses.
  • Paraphrasing. A response style in which the receiver restates the sender's content in his or her own words.
  • Parliamentary procedure. An established set of rules that govern the process of conducting meetings. Codified in Robert's Rules of Order.
  • People-oriented listening style. A style of listening in which the listener is most concerned with creating and maintaining positive interpersonal relationships. See also Action-oriented listening style, Content-oriented listening style, Timeoriented listening style.
  • Performance appraisal interview. An interview, usually conducted by a superior, in which the quality of a subordinate's work is discussed.
  • Performing. A phase in problem-solving groups characterized by members' active endorsement of group decisions. See also Reinforcement phase.
  • Persuasion. The act of motivating an audience, through communication, to voluntarily change a particular belief.
  • Pictogram. A visual exhibit that employs an artistic or a pictorial variation of a bar, column, or pie chart.
  • Pie chart. A round visual exhibit divided into segments to illustrate percentages of a whole.
  • Polychronic time orientation. A cultural orientation in which people and personal relationships are more important than appointments and efficiency of time. See also Monochronic time orientation.
  • Position power. The ability to influence that comes from theposition one holds.
  • Power distance. A measure (high or low) of how comfortable a culture is with differences in distribution of authority.
  • Presentation software. Computer software programs (e.g., PowerPoint, Keynote) that create displays used in presentations. Such programs typically include capabilities for creating special audio, visual, and transition effects, speaker notes, and handouts.
  • Primary question. Interview question that introduces a new topic or a new area within a topic. See also Secondary question.
  • Problem-oriented message. Message that aims to meet the needs of both the sender and the other party.
  • Problem–solution pattern. An organizational arrangement in which the speaker first convinces the audience that a problem exists and then presents a plan to solve it.
  • Proposal. A type of presentation that advocates for a particular position or action.
  • Quid pro quo sexual harassment. A form of sexual harassment that implies a job benefit or penalty is tied to an employee submitting to unwelcome sexual advances.
  • Quotation. A form of support that uses the words of others who are authoritative or articulate to make a point more effectively than the speaker could on his or her own.
  • Rapport talk. Language that creates connections, establishes goodwill, and builds community; more typically used by women.
  • Receiver. Any person who perceives a message and attaches meaning to it, whether or not the message was intended for that person.
  • Referent power. The ability to influence because one is respected or liked by the group.
  • Reflective-thinking sequence. A seven-step problem-solving approach developed by John Dewey.
  • Reinforcement phase. The fourth of four group problemsolving phases; characterized by members' active endorsement of group decisions. See also Performing.
  • Relational communication. Messages that create and reflect the attitudes people have toward one another.
  • Relational listening. An empathic listening style, primarily concerned with feelings.
  • Relational messages. The dimension of messages that focus on how communicators feel about one another. See also Content messages.
  • Relational roles. Functional roles that help facilitate smooth interaction among members.
  • Relative words. Terms that only have meaning in relationship to otherunspecified) terms.
  • Relay question. In groups, a question asked by one member that the leader then addresses to the entire group.
  • Relevancy challenge. A request that asks a group member to explain how his or her seemingly off-track idea relates to the group task.
  • Report. An informative presentation that describes the state of an operation.
  • Report talk. Language that conveys information, facts, knowledge, and competence; more typically used by men.
  • Research interview. An interview designed to gather data on which to base a decision.
  • Reverse question. In groups, a question asked of the leader that the leader refers back to the person who asked it.
  • Reward power. The ability to influence that arises because one can induce desirable consequences or rewards.
  • Rhetorical question. A question with an obvious answer, which does not call for an overt response.
  • Risky shift. A type of harmful conformity in which groups take positions that are more extremeon the side of either caution or risk) than the positions of individual members.
  • Sales presentation. A type of presentation aimed at persuading others to purchase a product or service.
  • Scannable résumé. A résumé prepared in plain text format with clear keywords and phrases to be "read" and evaluated by software to screen potential job candidates.
  • Secondary question. Interview question that seeks additional information about a topic under discussion. See also Primary questions.
  • Self-directed work teams. Groups that manage their own behavior to accomplish a task.
  • Self-monitoring. Paying close attention to one's own behavior and using these observations to shape the way one behaves.
  • Sender. Someone who transmits a message, either intentionally or unintentionally.
  • Short-term orientation. A cultural orientation that values quick payoffs over long-range goals.
  • Sincere question. A genuine request for information, aimed at helping the receiver understand the sender's message.
  • Social intelligence. The ability and skills of interacting well with other persons. See also Emotional intelligence.
  • Social orientation. Cultural orientation that places a greater priority on personal relationships than on accomplishing tasks. See also Task orientation.
  • Spatial pattern. An organizational arrangement that presents material according to its physical location.
  • Specific goal. A concrete statement of what response a speaker is seeking as the result of his or her remarks.
  • Speech of introduction. A type of presentation that prepares the audience to listen to another speaker by emphasizing the upcoming speaker's qualifications or importance of the topic.
  • Statistics. Numbers used to represent an idea.
  • Status report. The most common type of informative presentation; sometimes called a progress report.
  • Stories. Detailed descriptions of incidents that illustrate a point; may be factual or hypothetical.
  • Storming. A phase in problem-solving groups characterized by members taking strong stands that result in conflict within the group. See also Conflict phase.
  • Stress interview. An employment interview in which the candidate is subjected to the pressures typically encountered on the job.
  • Structured interview. An interview that consists of a standardized list of questions that allow only a limited range of answers with no follow-up.
  • Style approach to leadership. An approach to studying leadership based on the assumption the designated leader's style of communication affects the group's effectiveness.
  • Supporting material. Material that backs up claims in a presentation.
  • Survey interview. An interview conducted with a number of people to gather information for conclusions, interpretations, or future action.
  • Synchronous communication. Communication that occurs without a time lag between sending and receiving a message; for example, face-to-face communication.
  • Task orientation. Cultural orientation that places a greater priority on accomplishing tasks than on managing personal relationships. See also Social orientation.
  • Task-oriented listening. A listening style concerned with understanding information that will facilitate accomplishing the task at hand.
  • Task roles. Functional roles needed to accomplish a group's mission.
  • Team. A group that is especially cohesive and effective because of clear and inspiring goals, a results-driven structure, competent members, unified commitment, a collaborative climate, standards of excellence, external support and recognition, and principled leadership.
  • Teleconference. A meeting or conference via telephone that enables participants in two or more locations to talk to each other.
  • Theory X. Theory of human motivation that assumes employees are inherently lazy and will avoid work if they can. Organizations that operate on theory X typically have close supervision of workers and comprehensive systems of controls. See also Theory Y.
  • Theory Y. Theory of human motivation that assumes employees, under optimal conditions, are self-motivated, eager to accept greater responsibility, and capable of self-control and self-direction. See also Theory X.
  • Thesis statement. A single sentence that summarizes the central idea of a presentation.
  • Time-oriented listening style. A listening style in which the listener thinks most about efficiency and prefers a fast pace. Such listeners often appear impatient. See also Actionoriented listening style, Content-oriented listening style, People-oriented listening style.
  • Toast. A type of tribute that expresses appreciation and/or honors the accomplishments of an individual or a group.
  • Topical pattern. An organizational arrangement in which ideas are grouped around logical themes or divisions of the subject.
  • Training. An informative presentation that teaches listeners how to perform a task.
  • Trait approach to leadership. An outdated leadership theory based on the belief all leaders possess common traits that make them effective.
  • Transition. A statement used between parts of a presentation to help listeners understand the relationship of the parts to one another and to the thesis.
  • Tribute. A type of special-occasion presentation that honors a person's or group's achievements or characteristics.
  • Trigger words. Terms that have strong emotional associations that set off intense emotional reactions in certain listeners.
  • Uncertainty avoidance. A measure of a culture's tolerance for ambiguity, lack of structure, and novelty.
  • Unstructured interview. A flexible interview with a goal, and perhaps a few topical areas in mind, but no list of questions or follow-ups.
  • Upward communication. Communication that flows from subordinates to superiors.
  • Videoconference. A meeting or conference by means of audio and visual transmissions that enables two or more geographically separated persons to see, hear, and talk to each other.
  • Virtual team. A team that conducts most or all of its work via electronic channels.
  • Welcoming remarks. A type of special-occasion presentation in which the speaker welcomes an individual or group, indicating the significance of the visit and setting the tone for the occasion.
  • Win–lose approach. An approach to negotiation that assumes any gain by one party is possible only at the expense of the other party.
  • Win–win approach. A collaborative approach to negotiation that assumes solutions can be reached that meet the needs of all parties.
  • Work group. A small, interdependent collection of people with a common identity who interact with one another, usually face-to-face over time, to reach a goal.
  • Workplace bullying. Intense, malicious, ongoing, and damaging words or deeds that violate the conventional standards of workplace conduct.
  • Workplace dignity. People's ability to gain a sense of selfrespect and self-esteem from their jobs and to be treated respectfully by others.
  • You language. Language that often begins with the word you and accuses or evaluates the other person.
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