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| Each Chapter ends with a Summary, Key Terms, Activities, and For Further Exploration | |
| Elements of Communication | |
| Human Communication: What and Why | |
| Communication Defined | |
| Communication Is a Process | |
| Communication Is Symbolic | |
| Types of Communication | |
| Intrapersonal Communication | |
| Dyadic/Interpersonal Communication | |
| Small Group Communication | |
| Public Communication | |
| Mass Communication | |
| Functions of Communication | |
| Physical Needs | |
| Identity Needs | |
| Social Needs | |
| Practical Needs | |
| Modeling Communication | |
| A Linear Model | |
| A Transactional Model | |
| Communication Competence: What Makes an Effective Communicator? | |
| Communication Competence Defined | |
| Characteristics of Competent Communicators | |
| Intercultural Communication Competence | |
| Competence in Mediated Communication | |
| Clarifying Misconceptions About Communication | |
| Communication Does Not Always Require Complete Understanding | |
| Communication Isn't Always a Good Thing | |
| No Single Person or Event Causes Another's Reaction | |
| Communication Will Not Solve All Problems | |
| Meanings Rest in People, Not Words | |
| Communication Is Not Simple | |
| More Communication Is Not Always Better | |
| The Self, Perception, and Communication | |
| Communication and the Self | |
| Self-Concept Defined | |
| Communication and the Development of the Self | |
| Culture and the Self-Concept | |
| The Self-Concept and Communication with Others | |
| The Self-Fulfilling Prophecy | |
| Perceiving Others | |
| Steps in the Perception Process | |
| Narratives and Perception | |
| Common Perceptual Tendencies | |
| Perception and Culture | |
| Empathy and Perception | |
| Communication and Identity Management | |
| Public and Private Selves | |
| Characteristics of Identity Management | |
| Why Manage Impressions? | |
| How Do We Manage Impressions? | |
| Impression Management and Honesty | |
| Language | |
| The Nature of Language | |
| Language Is Symbolic | |
| Meanings Are in People, Not Words | |
| Language Is Rule-Governed | |
| The Power of Language | |
| Language Shapes Attitudes | |
| Language Reflects Attitudes | |
| Troublesome Language | |
| The Language of Misunderstandings | |
| Disruptive Language | |
| Evasive Language | |
| Gender and Language | |
| Content | |
| Reasons for Communicating | |
| Conversational Style | |
| Nongender Variables | |
| Culture and Language | |
| Verbal Communication Styles | |
| Language and Worldview | |
| Listening | |
| Misconceptions About Listening | |
| Listening and Hearing are Not the Same Thing | |
| Listening Is Not a Natural Process | |
| Mindful Listening Requires Effort | |
| All Listeners Do Not Receive the Same Message | |
| Overcoming Challenges to Effective Listening | |
| Faulty Listening Behaviors | |
| Reasons for Poor Listening | |
| Personal Listening Styles | |
| Content-Oriented | |
| People-Oriented | |
| Action-Oriented | |
| Time-Oriented | |
| Informational Listening | |
| Don't Argue or Judge Prematurely | |
| Separate the Message from the Speaker | |
| Be Opportunistic | |
| Look for Key Ideas | |
| Ask Questions | |
| Paraphrase | |
| Take Notes | |
| Critical Listening | |
| Listen for Information Before Evaluating | |
| Evaluate the Speaker's Credibility | |
| Examine the Speaker | |
| Table of Contents provided by Publisher. All Rights Reserved. |