(See related pages)
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| aggressive style | Expressive and self-enhancing, but takes unfair advantage of others. (See page(s) 167) |
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| assertive style | Expressive and self-enhancing, but does not take advantage of others. (See page(s) 166) |
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| collaborative computing | Using computer software and hardware to help people work better together. (See page(s) 174) |
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| communication | Interpersonal exchange of information and understanding. (See page(s) 160) |
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| communication distortion | Purposely modifying the content of a message. (See page(s) 165) |
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| grapevine | Unofficial communication system of the informal organization. (See page(s) 165) |
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| hierarchical communication | Exchange of information between managers and employees. (See page(s) 165) |
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| linguistic style | A person's typical speaking pattern. (See page(s) 171) |
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| listening | Actively decoding and interpreting verbal messages. (See page(s) 170) |
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| media richness | The potential informationcarrying capacity of a communication medium. (See page(s) 161) |
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| noise | Interference with the transmission and understanding of a message. (See page(s) 163) |
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| nonassertive style | Timid and self-denying behaviour. (See page(s) 167) |
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| nonverbal communication | Messages sent outside of the written or spoken word. (See page(s) 168) |
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| process-style listeners | Like to discuss issues in detail. (See page(s) 170) |
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| reasons-style listeners | Interested in hearing the rationale behind a message. (See page(s) 170) |
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| results-style listeners | Interested in hearing the bottom line or result of a message. (See page(s) 170) |
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| telecommuting | Doing work that is generally performed in the office away from the office using different communication technologies. (See page(s) 175) |