Chapter 15 Copyright ©2009 by Cengage Learning Inc. All rights reserved 1 Chapter 15 Managing Communication.

Chapter 15Copyright ©2009 by Cengage Learning Inc. All rights reserved

1

Chapter 15

Managing Communication


4

Basic PerceptionProcess

Basic PerceptionProcess

PerceptionProblems

PerceptionProblems

Perceptionsof Others

Perceptionsof Others

Self-PerceptionSelf-Perception

Perception and Communication Problems

11


5

Basic Perception Process

1.11.1

Perception

The process by which individuals attend to, organize, interpret, and retain information from their environments.

Perception Filters

The personality-, psychology-, or experienced-based differences that influence people to ignore or pay attention to particular stimuli. An example


6

Basic Perception Process

StimulusStimulus Stimulus

AttentionPerceptual Filter

OrganizationPerceptual Filter

InterpretationPerceptual Filter

RetentionPerceptual Filter

Adapted From Exhibit 15.1

1.11.1

The process of becoming aware of a stimuli.

The process of incorporating new information into your existing knowledge.

The process of attaching meaning to this new information.

The process of remembering interpreted information.


7

Perception Problems

Selective perception notice and accept stimuli which are consistent with our

values and beliefs ignore inconsistent stimuli

Closure tendency to fill in the gaps when information is

missing we assume that what we don’t know is consistent with

what we do know1.21.2


8

Attribution Theory

A theory that states that we all have a basic need to understand and explain the causes of other people’s behavior.

Internal vs. External Attribution Internal – behavior that is voluntary or under the

control of the individual. External – behavior that is involuntary and

outside of the control of the individual.1.21.2


9

Attribution Bias and Error

1.31.3

DefensiveBias

DefensiveBias

FundamentalAttributionError

FundamentalAttributionError

The tendency for people to perceive themselves as personally and situationally similar to someone who ishaving difficulty.

The tendency for people to perceive themselves as personally and situationally similar to someone who ishaving difficulty.

The tendency to ignore external causesof behavior and to attribute other people’s actions to internal causes.

The tendency to ignore external causesof behavior and to attribute other people’s actions to internal causes.

Employee says: “It appears that the reporting systems has screwed upAgain (defensive bias).

Boss says: OK, what has he done to cause the mess this time (fundamental attribution error).


11

Self-Perception

1.41.4

Self-Serving Bias

The tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes).


12

Kinds of Communication

CommunicationProcess

CommunicationProcess

FormalCommunication

Channels

FormalCommunication

Channels

InformalCommunication

Channels

InformalCommunication

Channels

Coaching and Counseling


NonverbalCommunication

NonverbalCommunication

22


13

The Interpersonal Communication Process

Adapted From Exhibit 15.3

2.12.1

EncodeMessage

DecodeMessage

Noise

Noise

Noise

Noise

Noise

Noise

Noise

Noise

TransmitMessage

ReceiveMessage

Message to be

Conveyed

Message to be

Conveyed

Messagethat was

Understood

Messagethat was

Understood

Sender Receiver

Communication Channel

Feedback to Sender


14

The Communication Process

1. The sender is unsure what message to communicate

2. The message is not clearly encoded

3. The wrong channel is chosen

4. The message is improperly decoded

5. The receiver lacks experience or time

Noise occurs if:

2.12.1

Conduit metaphor refers to the mistaken assumption that senders can pipe their intended messages directly Into the heads of receivers with perfect clarity and without noise or perceptual filters interfering with the receivers’ understanding of the message.


15

The Communication Process

1. Penalty

2. Excellence

3. Tight

4. Small

5. Pure

6. Flimsy

7. Okay

Meanings of the Word Fine

2.12.1Adapted From Exhibit 15.4


16

Formal Communication Channels

The system of official channels

Downward communication top down

Upward communication bottom up

Horizontal within a level

2.22.2


17

Improving Formal Communication

1. Decrease reliance on downward communication

2. Increase chances for upward communication

3. Encourage much greater use of horizontal communication

4. Be aware of communication problems

2.22.2


18

Common Problems with Downward, Upward, and Horizontal Communication

Downward

• Sending too many messages• Issuing contradictory messages• Hurriedly communicating vague, unclear messages• Issuing messages indicating management’s low regard

for lower-level workers

Upward• Risk of telling upper management about problems• Managers acting angrily and defensively to problems• Few opportunities for workers to contact upper levels

of management

Horizontal

• Management discouraging or punishing horizontal communication

• Managers and workers not given time or opportunity for horizontal communication

• Not enough opportunities or channels for lower-level workers to engage in horizontal communication

2.22.2Adapted from Exhibit 15.5


19

Informal Communication Channels

Transmitting messages outside the formal communication channels

The “Grapevine”

2.32.3

The fact is: The Grapevine is highly accurate

- information is timely- senders seek feedback- accuracy can be verified


20


2.32.3Adapted from Exhibit 15.6


22

Managing Organizational Grapevines

Don’t withhold information from it

Don’t punish those who use it

Embrace the grapevine and keep employees informed

Use it as a source of information

2.32.3


23


1. Correct misinformation.1. Correct misinformation.

2. Don’t take angry comments personally2. Don’t take angry comments personally

3. Give your name and contact number3. Give your name and contact number

4. Hold a town meeting to discuss issues4. Hold a town meeting to discuss issues

5. Set up anonymous discussion forums5. Set up anonymous discussion forums

Dealing with Internet Gripe SitesDealing with Internet Gripe Sites

Adapted from Exhibit 15.8

2.32.3


24


Coaching communicating with someone for the direct

purpose of improving the person’s performance

Counseling communicating with someone about non-job

related issues issues may be affecting a person’s performance

2.42.4


25

Doing the Right Thing

2.42.4

Protect Personal, Confidential Information

Managers are privy to personal and confidential information about employees

There is a moral and legal obligation toprotect employees’ privacy

Information about discrimination, sexual harassment,potential workplace violence, or conflicts of interestmay need to be shared

Protect Personal, Confidential Information

Managers are privy to personal and confidential information about employees

There is a moral and legal obligation toprotect employees’ privacy

Information about discrimination, sexual harassment,potential workplace violence, or conflicts of interestmay need to be shared


26

Employee Assistance Programs

CounselingCounseling

Child CareChild Care

Senior CareSenior Care

LegalLegalServicesServices

HealthHealthLifestylesLifestyles

Pet CarePet Care

FinancialFinancialServicesServices

EmployeeEmployeeAssistanceAssistanceProgramsPrograms

2.42.4


27

Nonverbal Communication

Any communication that doesn’t involve words

Kinesics movements of the body

and face Paralanguage

the pitch, tone, rate, volume, and speaking pattern of a person’s voice

2.52.5


30

How to Improve Communication

Choosing the Right Communication Medium Choosing the Right Communication Medium

Being a good listenerBeing a good listener

Giving effective feedback Giving effective feedback

Improving cross-cultural communicationImproving cross-cultural communication

3.13.1


31

Choosing the Right Communication Medium

3.13.1

Communication Medium

The method used to deliver an oral orwritten message.

• Oral communication

• Written communication


32

Listening

HearingHearingversusversus

ListeningListening

ActiveActiveListeningListening

EmphaticEmphaticListeningListening

3.23.2

Active listening means:• paying attention to what is being communicated to you• giving the communicator nonjudgmental feedback to insure understanding AND• getting concurance from the communicator that you have understood correctly.

Hearing Listening - Act of perceiving sounds - making a conscious effort to hear - Involuntary - voluntary

Empathetic listening:• One step beyond active listening• Setting aside our own attitudes or relationships to understand things through someone else’s eyes


33

Becoming an Active Listener

3.23.2

1. Clarify responses ask questions to clear up ambiguities

2. Paraphrase responses restate the speaker’s comments

in your own words

3. Summarize responses review the speaker’s main points


34

Becoming an Empathetic Listener

Show your desire to understand listen first talk about what’s important to the other

Reflect feelings focus on the emotional part of the message more than just restating words

3.23.2


35

Clarifying, Paraphrasing, and Summarizing

Responses

Clarifying • Could you explain that again?• I don’t understand what you mean• I’m confused. Would you run through that again?• I’m not sure how ….

Paraphrasing • What you’re really saying is ….• If I understand you correctly ….• So your perspective is that ….• In other words ….• Tell me if I’m wrong, but what you’re saying is ….

Summarizing • Let me summarize ….• Okay, your main concerns are ….• Thus far, you’ve discussed ….• To recap what you’ve said ….


3.23.2


36

Giving Feedback

Destructive FeedbackDestructive Feedback

Constructive FeedbackConstructive Feedback

3.33.3

Destructive feedback is disapproving without any intention of being helpful and almost always causes a

negative or defensive reaction in the recipient.

Constructive feedback is intended to be helpful, corrective, and/or encouraging.


37

Making Feedback Constructive

Give immediate feedback don’t delay feedback discuss performance while the memory is vivid

Make feedback specific focus on definite behavior and time-frame make sure behavior was controllable

Make feedback problem-oriented focus on behavior not personality

3.33.3


38

Improving Cross-Cultural Communication

1. Familiarize yourself with a culture’s work norms1. Familiarize yourself with a culture’s work norms

2. Know whether a culture is emotionally affective or neutral

2. Know whether a culture is emotionally affective or neutral

3. Understand terms and attitudes toward time3. Understand terms and attitudes toward time

3.33.3

People in affective cultures tend to display their emotions openly when communicating, whereas

people in neutral cultures do not.


40

Affective and Neutral Cultures

In Affective Cultures, People…In Affective Cultures, People…In Affective Cultures, People…In Affective Cultures, People…

1. Reveal thoughts and feelings through verbal and nonverbal communication

2. Express and show feelings of tension

3. Let their emotions flow easily, intensely, and without inhibition

4. Admire heated, animated, and intense expressions of emotion

5. Are used to touching, gesturing, and showing strong emotions through facial expressions

6. Make statements with emotion3.43.4


41

Affective and Neutral Cultures

In Neutral Cultures, People…In Neutral Cultures, People…In Neutral Cultures, People…In Neutral Cultures, People…

1. Don’t reveal what they are thinking or feeling

2. Hide tension and only show it accidentally in face or posture

3. Suppress emotions, leading to occasional “explosions”

4. Admire remaining cool, calm, and relaxed

5. Resist touching, gesturing, and strong emotions through facial expressions

6. Often make statements in an unexpressive manner

3.43.4


42

Monochronic Cultures

Do one thing at a timeConcentrate on the jobTake time commitments seriouslyAre committed to the jobAdhere religiously to plansShow respect for private propertyEmphasize promptness Are accustomed to short-term relationships

3.43.4

People in Monochronic Cultures…People in Monochronic Cultures…People in Monochronic Cultures…People in Monochronic Cultures…


43

Polychronic Cultures

Do many things at once Are highly distractible and subject to interruptions Meet time commitments only if possible without extreme

measures Are committed to people Change plans easily and often Are more concerned with relationships than with privacy Frequently borrow and lend things Vary promptness by the relationship Tend to build lifetime relationships3.43.4

People in Polychronic Cultures…People in Polychronic Cultures…People in Polychronic Cultures…People in Polychronic Cultures…


44

Cross-Cultural Temporal Concepts

Appointment time

how punctual you must be Schedule time

time when projects should be completed

Discussion time

how much time should be spentin discussions

Acquaintance time

how much small-talk is required3.43.4


45

Managing Organization-Wide Communication

ImprovingTransmission:

Getting theMessage Out

ImprovingTransmission:

Getting theMessage Out

Improving Reception

Improving Reception

44


46

emailemail

online discussion forumsonline discussion forums

televised / videotapedspeeches and conferences

televised / videotapedspeeches and conferences

corporate talk showscorporate talk shows

broadcast voice mailbroadcast voice mail

Improving Transmission

Getting the Message OutGetting the Message Out

4.14.1


47

Establishing Online Discussion Forums

KnowledgeAudit

KnowledgeAudit

OnlineDirectory

OnlineDirectory

DiscussionGroups on

Internet

DiscussionGroups on

Internet

RewardInformation

Sharing

RewardInformation

Sharing

Step 1 Step 2 Step 3 Step 4


4.14.1


48

Improving Reception

Company hotlines

Survey feedback

Informal meetings

Surprise visits

Blogs4.24.2

Chapter 15 Copyright ©2009 by Cengage Learning Inc. All rights reserved 1 Chapter 15 Managing Communication.

Documents