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The Power of TalkThe Power of Talk --WhoWhogets heard and Why ?gets heard and Why ?
Managerial Communication
Oral Presentation
Submitted by,
Jyotirmay PGP/14/146
Kapil Verma PGP/14/147S.Karthika PGP/14/148
Kripalsinh Rana PGP/14/149
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Oral CommunicationOral Communication
A process where information is transferred from a sender
to receiver
Learned Social Behavior Body language and voice
tonality very significant
Content of words, not the only criteria for good
communication Major impact by How you say it
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Linguistic StylesLinguistic Styles
Refers to a persons characteristic speaking pattern
Example: Choice of words, Pausing
Set of culturally learned signals
Used for two purposes To communicate what we mean
To interpret others meaning and evaluate
Negotiates relationship
Signal Create Relative status of speakers ,Level of their Rapport
Linguistic styles relatively different for men and women
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Childhood gamesChildhood games -- BoysBoys
Play in larger groups
Not every one treated as
equal
Presence of leader Emphasized status, doesnt prefer downplaying
Gives orders, takes center stage
Use language to negotiate status by Displaying knowledge and abilities
Challenge others / Resist challenges
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Childhood gamesChildhood games -- GirlsGirls
Play with single best friend/smaller groups
Spend a lot of time talking
Learn to downplay ways
Emphasize equality
Learn to talk to save face for one another
Believe sounding too sure lead to unpopularity
Bossy Girl who tells others what to do Use language to negotiate the closeness
Example: Sharing secrets with the best friend
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One up One downOne up One down
Variation in sensitivity to social dynamics of language
Men Sensitive to power dynamics of interaction
Speak in ways to position as One UP
Resist being put in One Down
Women React strongly to rapport creation
Speak in ways that save face for others
Buffer One Down statements of others
Techniques used Choice of pronoun
Confidence / Boasting
Asking questions
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Getting creditGetting credit
Linguistic strategy Choice of Pronoun
Usage of I vs. WE
Men use I Owning ideas
Women use We Includes work done alone also
Believe usage of I is too much of self promotion
Strongly feel that blowing their own horn lead to dislike
by peers Grabbing game
Risk of not getting proper credit for the contributions
made
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Other Linguistic strategiesOther Linguistic strategies
Confidence/Boasting Women downplay certainty
Doesnt imply lack of confidence
Desire to be not boastful
Men minimize doubts
Asking questions Men less likely than women to ask questions
Believe asking more questions lead to one down position Men more attuned than women to potential face losing
aspect of asking more questions
Example: Men dont prefer asking for directions when lost at aplace
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Conversational RitualsConversational Rituals
Any customary observance or practice during conversation
Effect of culture
Ritual Significance Dont convey the literal meaning
Example of greetings
American : how are you ?
Philippines : where are you going ?
How
are
you ?
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Ritual apologiesRitual apologies
Most frequently used Im sorry
Women say more frequently than men ritualized
means of expressing concern
Men avoid it ,believe it puts them in one down position
Risk of being perceived as appearing weaker, lessconfident and more blameworthy
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ExampleExample Ritual apologyRitual apology
Oh, Im sorry. I
know how hard
you worked on that
How did that
big
presentation
go ?
Oh, not very
well. VP wasnt
really satisfied
with it
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Ritual feedbackRitual feedback
Cause for misunderstanding
Men prefer straightforward & blunt approach
Women avoid criticism a ritualized way of saving face forothers
Blunt approach :
honest and no-nonsense Men
unnecessarily callous Women
Danger of being misunderstood
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ExampleExample Ritual FeedbackRitual Feedback
How is the
report ?
The structure and format of
report are as per requirement.
You have addressed the major
issues. Perhaps, the
recommendations should have
been backed up by recent data
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Ritual fightsRitual fights
A way of exploring ideas through verbal opposition
Ideas are challenged and criticized to test their strength
Example : confrontational or stress interview
Women may take ritual confrontation as real one which may
affect
Contribution in group meetings
Recruitment - if such technique is used in an interview
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Ritual conversationRitual conversation
Rituals common among women that men often take
literally
Apologizing
Mitigating criticism with praise
Ritual compliments
Ritual common among men that women often takeliterally
Ritual fight
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Negotiating authorityNegotiating authority
Indirectness
Tendency to say what we mean without spilling it out in so
many words
Linguistic signal, varies with power and status
Different habits and expectations result in large
misunderstanding
More indirectness Risk of being under judged as
lacking appropriate demeanor, lacking confidence
Men more indirect in admitting faults
Readiness to push boys around who assume One
Down position
Women more indirect in telling what others to do
Readiness to brand others as bossy
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Negotiating authorityNegotiating authority
Managing up and downWomen Believe work done should speak up for recognition and
reward
More concern for the subordinates Save face for the other person more in managing down
than managing up
Men Believe recognition of work done will happen only if it is
talked about Engage in behaviors which are likely to get recognition
by those with power
Example: Dining with the superiors, opening lines ofcommunication
Projects proper authority during criticism
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SoSo, who gets, who gets heard at meetings ?heard at meetings ?
People who get heard are those who
are comfortable speaking up in groups
need no silence before raising their hands
speak out easily without waiting to be recognized
People who dont get heard are those who...
wait to be recognized refrain from talking until previous speaker is finished
are inclined to linked their comments to those of others
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PricewaterhouseCoopers Vs. Ann Hopkins casePricewaterhouseCoopers Vs. Ann Hopkins case
Ann Hopkins , a senior consultant at PwC for Office of
Government Services (OGS)
Widely acknowledged as competent, top performer of the
associates group
Conveyed strong work ethic and commitment to high
achievement in a highly competitive environment to peers
and subordinates
Was proposed for partnership, but was neither offered nordenied partnership for 2 years
Masculine style of interaction and macho appearance was
given as a reason for denial
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Case Facts ( contd. )Case Facts ( contd. )
Filed a charge of sex discrimination against PwC in 1983
under Civil Rights Act (1964)
After a long legal battle, Supreme Court Of UnitedStates gave verdict in her favor in 1991
Regained job and received a substantial monetary
settlement
LONG TERM EFFECT - instrumental in bringing
modification in Civil Rights Acts of 1991
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Comments and Suggestions given by PwCComments and Suggestions given by PwC
colleaguescolleagues
COMMENTS
needs a course in charm school
macho
overly aggressive, unduly harsh, difficult to work with andimpatient with staff
overcompensated for being a woman
universally disliked
SUGGESTIONS
walk more femininely, talk more femininely, dress more
femininely
wear makeup and jewelry, have styled hair
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Case TakeawayCase Takeaway
The negative evaluations Ann received derived from gendernorms by which certain work valuesin particular,
competitiveness and assertivenesswere reserved for men
If a leadership role requires highly authoritative or
competitive behavior that is perceived as masculine, themere fact that a woman occupies the role can yield
disapproval
she conveyed values that were consensual within her
organization and widely accepted as appropriate for
insuring its success. However, manifesting these values was
disallowed for women.
Thus the case shows the effect of deeply entrenched
gender typecast in our mind and the reaction when that
typecast is challenged