Related Research Articles
Industrial and organizational psychology "focuses the lens of psychological science on a key aspect of human life, namely, their work lives. In general, the goals of I-O psychology are to better understand and optimize the effectiveness, health, and well-being of both individuals and organizations." It is an applied discipline within psychology and is an international profession. I-O psychology is also known as occupational psychology in the United Kingdom, organisational psychology in Australia and New Zealand, and work and organizational (WO) psychology throughout Europe and Brazil. Industrial, work, and organizational (IWO) psychology is the broader, more global term for the science and profession.
Emotional intelligence (EI) is defined as the ability to perceive, use, understand, manage, and handle emotions. People with high emotional intelligence can recognize their own emotions and those of others, use emotional information to guide thinking and behavior, discern between different feelings and label them appropriately, and adjust emotions to adapt to environments.
Leadership, both as a research area and as a practical skill, encompasses the ability of an individual, group, or organization to "lead", influence, or guide other individuals, teams, or entire organizations.
Within the realm of communication studies, organizational communication is a field of study surrounding all areas of communication and information flow that contribute to the functioning of an organization. Organizational communication is constantly evolving and as a result, the scope of organizations included in this field of research have also shifted over time. Now both traditionally profitable companies, as well as NGO's and non-profit organizations, are points of interest for scholars focused on the field of organizational communication. Organizations are formed and sustained through continuous communication between members of the organization and both internal and external sub-groups who possess shared objectives for the organization. The flow of communication encompasses internal and external stakeholders and can be formal or informal.
Cross-cultural communication is a field of study investigating how people from differing cultural backgrounds communicate, in similar and different ways among themselves, and how they endeavor to communicate across cultures. Intercultural communication is a related field of study.
Communication theory is a proposed description of communication phenomena, the relationships among them, a storyline describing these relationships, and an argument for these three elements. Communication theory provides a way of talking about and analyzing key events, processes, and commitments that together form communication. Theory can be seen as a way to map the world and make it navigable; communication theory gives us tools to answer empirical, conceptual, or practical communication questions.
Communications management is the systematic planning, implementing, monitoring, and revision of all the channels of communication within an organization and between organizations. It also includes the organization and dissemination of new communication directives connected with an organization, network, or communications technology. Aspects of communications management include developing corporate communication strategies, designing internal and external communications directives, and managing the flow of information, including online communication. It is a process that helps an organization to be systematic as one within the bounds of communication.
Communication in small groups consists of three or more people who share a common goal and communicate collectively to achieve it. During small group communication, interdependent participants analyze data, evaluate the nature of the problem(s), decide and provide a possible solution or procedure. Additionally, small group communication provides strong feedback, unique contributions to the group as well as a critical thinking analysis and self-disclosure from each member. Small groups communicate through an interpersonal exchange process of information, feelings and active listening in both two types of small groups: primary groups and secondary groups.
Intercultural communication is a discipline that studies communication across different cultures and social groups, or how culture affects communication. It describes the wide range of communication processes and problems that naturally appear within an organization or social context made up of individuals from different religious, social, ethnic, and educational backgrounds. In this sense, it seeks to understand how people from different countries and cultures act, communicate, and perceive the world around them. Intercultural communication focuses on the recognition and respect of those with cultural differences. The goal is mutual adaptation between two or more distinct cultures which leads to biculturalism/multiculturalism rather than complete assimilation. It promotes the development of cultural sensitivity and allows for empathic understanding across different cultures.
Internal validity is the extent to which a piece of evidence supports a claim about cause and effect, within the context of a particular study. It is one of the most important properties of scientific studies and is an important concept in reasoning about evidence more generally. Internal validity is determined by how well a study can rule out alternative explanations for its findings. It contrasts with external validity, the extent to which results can justify conclusions about other contexts. Both internal and external validity can be described using qualitative or quantitative forms of causal notation.
The ethnography of communication (EOC), originally called the ethnography of speaking, is the analysis of communication within the wider context of the social and cultural practices and beliefs of the members of a particular culture or speech community. It comes from ethnographic research It is a method of discourse analysis in linguistics that draws on the anthropological field of ethnography. Unlike ethnography proper, though, EOC takes into account both the communicative form, which may include but is not limited to spoken language, and its function within the given culture.
The hyperpersonal model is a model of interpersonal communication that suggests computer-mediated communication (CMC) can become hyperpersonal because it "exceeds [face-to-face] interaction", thus affording message senders a host of communicative advantages over traditional face-to-face (FtF) interaction. The hyperpersonal model demonstrates how individuals communicate uniquely, while representing themselves to others, how others interpret them, and how the interactions create a reciprocal spiral of FtF communication. Compared to ordinary FtF situations, a hyperpersonal message sender has a greater ability to strategically develop and edit self-presentation, enabling a selective and optimized presentation of one's self to others.
Face negotiation theory is a theory conceived by Stella Ting-Toomey in 1985, to understand how people from different cultures manage rapport and disagreements. The theory posited "face", or self-image when communicating with others, as a universal phenomenon that pervades across cultures. In conflicts, one's face is threatened; and thus the person tends to save or restore his or her face. This set of communicative behaviors, according to the theory, is called "facework". Since people frame the situated meaning of "face" and enact "facework" differently from one culture to the next, the theory poses a cross-cultural framework to examine facework negotiation. It is important to note that the definition of face varies depending on the people and their culture and the same can be said for the proficiency of facework. According to Ting-Toomey's theory, most cultural differences can be divided by Eastern and Western cultures, and her theory accounts for these differences.
Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables.
Co-cultural communication theory was built upon the frameworks of muted group theory and standpoint theory. The cornerstone of co-cultural communication theory is muted group theory as proposed in the mid 1970s by Shirley and Edwin Ardener. The Ardeners were cultural anthropologists who made the observation that most other cultural anthropologists practicing ethnography in the field were talking only to the leaders of the cultures, who were by and large adult males. The researchers would then use this data to represent the culture as a whole, leaving out the perspectives of women, children and other groups made voiceless by the cultural hierarchy. The Ardeners maintained that groups which function at the top of the society hierarchy determine to a great extent the dominant communication system of the entire society. Ardener's 1975 muted group theory also posited that dominant group members formulate a "communication system that support their perception of the world and conceptualized it as the appropriate language for the rest of society".
Cultural contracts refer to the degree that cultural values are exchanged between groups. They are the agreements made between two groups of people regarding how they will modify their identities in unison. Cultural contract theory investigates how identities shift and are negotiated through cross-cultural interaction. It extends identity negotiation theory and uncertainty reduction theory by focusing defining the negotiation experience from the perspective of minority groups when dealing with cultural norms set by the majority groups. Relationally coordinating with others is the main objective of a cultural contract. The three fundamental premises of the cultural contracts theory are that identities are contractual, continually transferred, and requirement for validation.
Interpersonal communication is an exchange of information between two or more people. It is also an area of research that seeks to understand how humans use verbal and nonverbal cues to accomplish several personal and relational goals. Communication includes utilizing communication skills within one's surroundings, including physical and psychological spaces. It is essential to see the visual/nonverbal and verbal cues regarding the physical spaces. In the psychological spaces, self-awareness and awareness of the emotions, cultures, and things that are not seen are also significant when communicating.
Bounded emotionality is a communications studies approach to dealing with emotional control in the workplace. Emotional control simply refers to how employers and employees handle the range of emotions that naturally occur in the workplace. These emotions can occur because of work, or they can be brought into work from an employee's home life. Bounded emotionality was proposed by Dennis K. Mumby and Linda Putnam.
Ideal managerial climate (IMC) is a concept within organizational communication. Introduced by W. Charles Redding in 1972, this theoretical concept serves as a comprehensive model for management, and organizations as a whole, that places emphasis on relationships, interactions, and leadership functions. IMC furthers discussion in organizational communication beyond formal relations and structures, and assesses those characteristics that can produce the most ideal environment in an organization, and/or its management. This model presents an ideal situation rather than an attainable one, and should be a used as a tool for comparison, self-assessment, and improvement for organizations.
Selection, training, cohesion and psychosocial adaptation influence performance and, as such, are relevant factors to consider while preparing for costly, long-duration spaceflight missions in which the performance objectives will be demanding, endurance will be tested and success will be critical.
References
- 1 2 Putnam, L. L.; Stohl, C. (1990). "Bona fide groups: A reconceptualization of groups in context". Communication Studies. 41 (3): 248–265. doi:10.1080/10510979009368307.
- ↑ {{cite web|last=Kramer|first=M. W.|title=Bona fide groups|url=http://www.blackwellreference.com/public/tocnode?id=g9781405131995_yr2013_chunk_g97814051319957_ss20-1%7Cpublisher=Blackwell Reference Online
Definition
Bona Fide groups are naturally occurring groups which exhibit two primary elements: (1) they exists with relatively stable yet permeable boundaries and (2) they are marked by interdependence with the immediate context of individual group members, and links between boundaries and context. These characteristics allow for important elements of small groups, such as fluctuation in group member commitment level and a shared sense of boundaries.<ref>Putnam, Linda; Cynthia Stohl (1996). "Bona Fide Groups: An Alternative Perspective for Communication and Small Group Decision Making". In Randy Y. Hirokawa; Marshall Scott Poole (eds.). Communication and group decision making (2nd ed.). Thousand Oaks, Calif: SAGE Publications. pp. 147–178. ISBN 0761904611. - ↑
- ↑ Frey, L. R. (2003). Group communication in context: Studies of bona fide groups. Mahwah, New Jersey: Lawrence Erlbaum Associates, Publishers. ISBN 0805831495.
- 1 2 3 Galanes, G.J. (2003). "In their own words: An exploratory study of Bona Fide Group leaders". Small Group Research. 34: 741–770. doi:10.1177/1046496403257649 – via Ebsco Host.