Chapter 15 Managing Communication

1
Chapter 15Managing Communication
Designed Prepared byB-books, Ltd.
2
What Is Communication?
After reading these sections, you should be able
to

• explain the role that perception plays in
  communication and communication problems.
• describe the communication process and the
  various kinds of communication in organizations.

3
Perception and Communication Problems
1
4
Basic Perception Process
1.1
5
Basic Perception Process
1.1
6
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 dont know is consistent
  with what we do know

1.2
7
Perception of Others

• Attribution Theory
• we have a need to understand and explain the
  causes of other peoples 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

1.3
8
Attribution Bias and Error
1.3
9
Attribution Bias and Error
1.3
10
Self-Perception
1.4
11
Kinds of Communication
2
12
The Interpersonal Communication Process
2.1
13
The Communication Process
Noise occurs if

• The sender is unsure what message to communicate
• The message is not clearly encoded
• The wrong channel is chosen
• The message is improperly decoded
• The receiver lacks experience or time

2.1
14
The Communication Process
Meanings of the Word Fine

• Penalty
• Excellence
• Tight
• Small
• Pure
• Flimsy
• Okay

2.1
15
Formal Communication Channels
The system of formal communication channels
includes

• Downward communication
• top down
• Upward communication
• bottom up
• Horizontal
• within a level

2.2
16
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

2.2
17
Common Problems with Downward, Upward, and
Horizontal Communication
2.2
18
Informal Communication Channels

• Transmitting messages outside the formal
  communication channels
• The Grapevine
• Highly accurate
• information is timely
• senders seek feedback
• accuracy can be verified

2.3
19
Informal Communication Channels
Beyond the Book
20
Informal Communication Channels
2.3
21
Managing Organizational Grapevines

• Dont withhold information from it
• Dont punish those who use it
• Embrace the grapevine and keep employees informed
• Use it as a source of information

2.3
22
Informal Communication Channels
2.3
23
Coaching and Counseling

• Coaching
• communicating with someone for the direct purpose
  of improving the persons performance
• Counseling
• communicating with someone about non-job related
  issues
• issues may be affecting a persons performance

2.4
24
Employee Assistance Programs
2.4
25
Onsite Health Care
Beyond the Book

• Employees are bearing an increasing share of
  their employee-sponsored health care, an average
  of 1,806, or 22 of their premium, in 2008.
• Some companies, however, are sponsoring on-site
  health care facilities where employees can be
  seen for check-ups, prescription drugs, and
  primary care without missing much work.
• Andrew Gold, executive director of benefits
  planning at Pitney Bowes, says that the company
  saves 1 in health care costs and gains 1 in
  productivity for every 1 spent on the in-house
  clinic.

Source M. P. McQueen, Workers Get Health Care
at the Office, The Wall Street Journal, 18
November 2008, D1.
26
Nonverbal Communication

• Any communication that doesnt involve words
• Kinesics
• movements of the body and face
• Paralanguage
• the pitch, tone, rate, volume, and speaking
  pattern of a persons voice

2.5
27
Biz Flix The Paper
Beyond the Book
Take Two Video Click
Discuss the paralanguage used in the clip. What
mood or attitude does it convey?

28
How to Improve Communication
After reading these sections, you should be able
to

• explain how managers can manage
  effectiveone-on-one communication.
• describe how managers can manage
  effectiveorganization-wide communication.

29
How to Improve Communication
Choosing the Right Communication Medium
Being a good listener
Giving effective feedback
3
30
Choosing the Right Communication Medium
3.1
31
Listening
3.2
32
Becoming an Active Listener

• Clarify responses
• Ask questions to clear up ambiguities
• Paraphrase responses
• Restate the speakers comments in your own words
• Summarize responses
• Review the speakers main points

3.2
33
Becoming an Empathetic Listener

• Show your desire to understand
• Listen first
• Talk about whats important to the other
• Reflect feelings
• Focus on the emotional part of the message
• More than just restating words

3.2
34
Clarifying, Paraphrasing, and Summarizing
3.2
35
Giving Feedback
Two types of feedback
Constructive
Destructive
3.3
36
Making Feedback Constructive

• Give immediate feedback
• Dont 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

3.3
37
Improving Cross-Cultural Communication
Beyond the Book
1. Familiarize yourself with a cultures work
norms
2. Know whether a culture is emotionally
affective or neutral
3. Understand terms and attitudes toward time
38
A Comparison of French and American Views of Work
Beyond the Book
39
Affective and Neutral Cultures
Beyond the Book
In Affective Cultures, People

• Reveal thoughts and feelings through verbal and
  nonverbal communication
• Express and show feelings of tension
• Let their emotions flow easily, intensely, and
  without inhibition
• Admire heated, animated, and intense expressions
  of emotion
• Are used to touching, gesturing, and showing
  strong emotions through facial expressions
• Make statements with emotion

40
Affective and Neutral Cultures
Beyond the Book
In Neutral Cultures, People

• Dont reveal what they are thinking or feeling
• Hide tension and only show it accidentally in
  face or posture
• Suppress emotions, leading to occasional
  explosions
• Admire remaining cool, calm, and relaxed
• Resist touching, gesturing, and strong emotions
  through facial expressions
• Often make statements in an unexpressive manner

41
Monochronic Cultures
Beyond the Book
People in Monochronic Cultures

• Do one thing at a time
• Concentrate on the job
• Take time commitments seriously
• Are committed to the job
• Adhere religiously to plans
• Show respect for private property
• Emphasize promptness
• Are accustomed to short-term relationships

42
Polychronic Cultures
Beyond the Book
People in 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 relationships

43
Cross-Cultural Temporal Concepts
Beyond the Book

• 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

44
Managing Organization-Wide Communication
4
45
Improving Transmission
Getting the Message Out
4.1
46
Email Ettiquette
Beyond the Book

• E-mail is the vehicle for any number of
  communication faux pas being abusive, ccing
  the wrong people, discussing sensitive topics.
• How to use it well? (1) Think about tone and
  dont respond when youre angry. (2) Send only to
  the appropriate people. (3) Assume anyone can
  read what you write. (4) Review what you wrote
  before you send.
• Source G. A. Olson, E-Mails are Forever, The
  Chronicle of Higher Education, 15 December 2008.

47
Establishing Online Discussion Forums
4.1
48
Improving Reception

• Company hotlines
• Survey feedback
• Informal meetings
• Surprise visits
• Blogs

4.2