Communication Skills



Communication SkillsEUPHEMISM ETC. Doublespeak Language that deliberately disguises, distorts, or reverses the meaning of wordsIt may take the form of euphemisms, in which case it is primarily meant to make the truth sound more palatable It may also refer to intentional ambiguity or to actual inversions of meaning, in which cases it disguises the nature of the truth. EuphemismsGenerally innocuous words or expressions used in place of one that may be found offensive or suggest something unpleasant. Some are intended to amuse, while others use bland, inoffensive terms for things the user wishes to downplay. Some are used to refer to taboo topics (disability, sex, excretion and death) in a polite way, or to mask profanity.Political correctness (PC)Descriptive vocabulary is used in the effort to eliminate the prejudices inherent in cultural, sexual or racist stereotypes The aim is not to offend or excludeGives rise to certain circumlocutions and euphemisms:“intellectually disabled” “African American” black, negro,Gender-neutral terms such as “firefighter” Value-free terms describing physical disabilities “visually impaired” blindInclusive cultural terms such as “holiday season” and “winter holiday” in place of ChristmasPropaganda communication to the public that are designed to influence opinionthe information may be true, false or exaggerated but it is always carefully selected for its – usually political – effectWHISTLEBLOWER someone who “blows the whistle” and reports on illegal activities within a company or organization. SNOWDEN worked at the CIA and reported all the illegal activities the U.S government was doing – hero or traitor?MILGRAM Victim (learner) was part of the experimentWhen questions were answered wrong, teacher had to send electrical shocks that were between 15 to 450 volts When they hesitated, a man in a white coat would say “ it is essential that you continue” the majority would.65% gave the highest electrical shock possible even when the learner pretended to be unconsciousconclusion: people would do an awful lot when under pressure of authority figures. MOTIVATION & LEADERSHIPMotivationForce that makes people go and do something Determines how productive and how successful they will be Some people work for personal fulfilmentSome like to accomplish goals Some like to feel useful Others really love their work or the clients they serveSome need to be around people all the time they like interaction with customers and co-workersSome people like challenge, having different problems to solve Employees want to be valued for a job well done by those they hold in high esteem Leaders vs. Managers Personality dimensionLeaderManagerAttitudes toward goals:Has a personal and active attitudeBelieves goals arise from desire and imaginationHas an impersonal, passive, functional attitudeBelieves goals arise out of necessity and realityConceptions of workLooks for fresh approaches to old problemsSeeks high-risk positions, especially with high payoffsViews works as an enabling process that combines people, ideas and thingsSeeks moderate risk through coordination and balanceRelationships with othersIs comfortable in solitary work activity, encourages close, intense working relationships, is not conflict averseAvoids solitary work activity, preferring to work with others, avoids close, intense relationships, avoids conflict Sense of selfIs twice born, engages in a struggle for a sense of order in life, questions lifeIs once born, makes a straightforward life adjustment, accepts life as it is Herzberg’s 2 factor motivation theory Carried out a motivation study on 200 accountants and engineers When did you feel particularly good about your job?When did you feel exceptionally bad about your job?Good feelings associated with:Job experiencesJob content Example: one was given the job of installing new computer equipment, took pride in his work and pleased to know that the new equipment made a difference in how his department functioned Bad feelings:Associated with the surrounding or peripheral aspects of the job (Job context)Example: his job was routine record keeping and managing the office when the boss was gone who was always too busy to train him and became annoyed when he tried to ask questions. Concluded that job satisfiers are related to job content – what your job is about – and job dissatisfiers (aka “hygiene factor”) are related to job context – environment of the job –MBTI Essence of the theory is that much seemingly random variation in behaviour is quite orderly and consistent being due to basic differences in the ways individuals prefer to use their perception and judgment Perception involves all the ways of becoming aware of things, people, happenings or ideas. Judgement involves all the ways of coming to conclusions about what has been perceived. Possible types: E or I: Extraversion or Introversion – do you prefer to focus on the outer world or on your own inner world? S or N: Sensing or iNuition – do you prefer to focus on the basic information you take or do you prefer to interpret and add meaning? T or F: Thinking or Feeling – when making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances?J or P: Judgement or Perception – In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? My type: E S F PVivacious entertainer who engage and charm those around meSpontaneous, energetic, fun loving, take pleasure in the things around me Contagious enthusiasm for lifeRather live spontaneously than plan ahead Can become overextended when there are too many exciting things to do Can be hard to get close to, although very open (socializing) ................
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