MCO 101 • MANAGEMENT Unit 9: Communication
Jan 20, 2015
MCO 101 • MANAGEMENTUnit 9: Communication
MANAGEMENT 2MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Managing Expectations
LEARNING OUTCOMES:
At the end of the course, students will be able to:
• Explain fundamental concepts and principles of management including the basic roles, skills, and functions of management
• Discuss the knowledgeable of historical development, theoretical aspects and practice application of managerial process
• Examine the environment, technology, human resources, and organisations in order to achieve high performance
• Discuss the ethical dilemmas faced by managers and the social responsibilities of businesses.
MANAGEMENT 3MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Managing Expectations
SUBJECTS DISCUSSED:
1. Management, Managers and evolution of Management theory
2. Personality traits and diversity3. Organisation, Globalisation and the resulting
environments4. Decision-making and Planning5. Structure and Strategy6. Executing and Controlling7. Human Resources Management as a function8. Motivation, Leadership, Groups and Teams9. Communication10. Operations Management. Entrepreneurship. Innovation
MANAGEMENT 4MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Managing Expectations
TOPIC DETAILS:
After going through UNIT 9, you should be able to:
1. explain the role that perception plays in communication and communication problems.
2. describe the communication process and the various kinds of communication in organizations.
3. explain how managers can manage effective one-on-one communication.
4. describe how managers can manage effective organization-wide communication.
MANAGEMENT 5MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Perception and Communication Problems
Basic PerceptionProcess
PerceptionProblems
Perceptionsof Others
Self-Perception
MANAGEMENT 6MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Basic Perception Process
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.
StimulusStimulus Stimulus
AttentionPerceptual Filter
OrganizationPerceptual Filter
InterpretationPerceptual Filter
RetentionPerceptual Filter
StimulusStimulus Stimulus
AttentionPerceptual Filter
OrganizationPerceptual Filter
InterpretationPerceptual Filter
RetentionPerceptual Filter
MANAGEMENT 7MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Perception Problems
Selective perception (self)
notice and accept stimuli which are consistent with our values and beliefs; ignore inconsistent stimuli
Closure (self)
tendency to fill in the gaps when information is missing; we assume that what we don’t know is consistent with what we do know
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).
Attribution Theory (others): we have a need to understand and explain the causes of other people’s behavior
General reasons to explain behavior: Internal attribution - the behavior was voluntary or under their control; External attribution - the behavior was involuntary and beyond their control
MANAGEMENT 8MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Attribution Bias and Error
DefensiveBias
FundamentalAttributionError
The tendency for people to perceive themselves as personally and situationally similar to someone who ishaving difficulty.
The tendency to ignore external causes of behavior and to attribute other people’s actions to internal causes.
MANAGEMENT 9MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Attribution Bias and Error
MANAGEMENT 10MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Kinds of Communication
CommunicationProcess
FormalCommunication
Channels
InformalCommunication
Channels
Coaching and Counseling
NonverbalCommunication
MANAGEMENT 11MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
The Interpersonal Communication Process
EncodeMessage
DecodeMessage
Noise
Noise
Noise
Noise
TransmitMessage
ReceiveMessage
Message to be
Conveyed
Messagethat was
Understood
Sender Receiver
Communication Channel
Feedback to Sender
MANAGEMENT 12MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
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:
Meanings of the Word minute ?
MANAGEMENT 13MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Formal Communication Channels
• The system of official channels• Downward communication - top down• Upward communication - bottom up• Horizontal - within a level
Improving Formal Communication
•Decrease reliance on downward communication
• Increase chances for upward communication
•Encourage much greater use of horizontal communication
•Be aware of communication problems
MANAGEMENT 14MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
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
MANAGEMENT 15MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Informal Communication Channels
• Transmitting messages outside the formal communication channels
• The “Grapevine”
• Highly accurate– information is timely– senders seek feedback– accuracy can be verified
MANAGEMENT 16MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Informal Communication Channels
MANAGEMENT 17MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Informal Communication Channels
GossipChain
ClusterChain
MANAGEMENT 18MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
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
MANAGEMENT 19MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Informal Communication Channels
1. Correct misinformation.
2. Don’t take angry comments personally
3. Give your name and contact number
4. Hold a town meeting to discuss issues
5. Set up anonymous discussion forums
Dealing with Internet Gripe Sites
MANAGEMENT 20MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
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
MANAGEMENT 21MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
How to Improve Communication
Choosing the Right Communication Medium
Being a good listener
Giving effective feedback
Improving cross-cultural communication
MANAGEMENT 22MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Communication Medium & Listening
Communication Medium
The method used to deliver an oral or written message, oral communication and or written communication
HearingHearingversusversus
ListeningListening
ActiveActiveListeningListening
EmphaticEmphaticListeningListening
Listening
Clarify responses: ask questions to clear up ambiguitiesParaphrase responses: restate the speaker’s comments in your own words
Summarize responses: review the speaker’s main points
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
MANAGEMENT 23MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
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
The reverse
would be
destructive!
MANAGEMENT 24MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Improving Cross-Cultural Communication
1. Familiarize yourself with a culture’s work norms
2. Know whether a culture is emotionally affective or neutral
3. Understand terms and attitudes toward time
MANAGEMENT 25MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Affective and Neutral Cultures
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 emotion
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
In Affective Cultures, People… In Neutral Cultures, People…
MANAGEMENT 26MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Monochronic and Polychronic Cultures
1. Do one thing at a time
2. Concentrate on the job
3. Take time commitments seriously
4. Are committed to the job
5. Adhere religiously to plans
6. Show respect for private property
7. Emphasize promptness
8. Are accustomed to short-term relationships
1. Do many things at once2. Are highly distractible and
subject to interruptions3. Meet time commitments only if
possible without extreme measures
4. Are committed to people5. Change plans easily and often6. Are more concerned with
relationships than with privacy7. Frequently borrow and lend
things8. Vary promptness by the
relationship9. Tend to build lifetime
relationships
People in Monochronic Cultures… People in Polychronic Cultures…
MANAGEMENT 27MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
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
required
MANAGEMENT 28MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Managing Organization-Wide Communication
Improving Transmission: Getting the Message Out
Improving Reception
Company hotlines
Survey feedback
Informal meetings
Surprise visits
Blogs
online discussion forums
televised / videotapedspeeches and conferences
corporate talk shows
broadcast voice mail