Modern Management
9th edition
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 Objectives
•
An understanding of influencing
•
An understanding of interpersonal communication
•
A knowledge of how to use feedback
•
An appreciation for the importance of nonverbal communication
•
Insights into formal organizational communication
•
An appreciation for the importance of the grapevine
•
Some hints on how to encourage organizational communication
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FUNDAMENTALS OF INFLUENCING
Defining Influencing
The Influencing Subsystem
1. Leading
2. Motivating
3. Considering groups
4. Communicating
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FUNDAMENTALS OF INFLUENCING
Relationship between overall management system
and influencing subsystem
Figure 14.1
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FUNDAMENTALS OF INFLUENCING
The influencing subsystem
Figure 14.2
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FUNDAMENTALS OF INFLUENCING
Table 14.1
Rank*
1
1
3
4
5
6
7
8
8
8
11
11
13
13
13
Chief Executives, Ranking of Skills
They Believe Should Be Taught to Management Students
Key Learning Area
Oral and written communication skills
Interpersonal skills
Financial/managerial account skills
Ability to think, be analytical, and make decisions
Strategic planning and goal setting—concern for long-term performance
Motivation and commitment to the firm—giving 110%
Understanding of economics
Management information systems and computer applications
Thorough knowledge of your business, culture, and overall environment
Marketing concept (the customer is king) and skills
Integrity
Knowledge of yourself: setting long- and short-term career objectives
Leadership skills
Understanding of the functional areas of the business
Time management: setting priorities—how to work smart, not long or hard
Frequency
Indicated
25
25
22
20
13
12
11
9
9
9
7
7
6
6
1
*is most important.
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COMMUNICATION
Interpersonal Communication
How Interpersonal Communication Works
Basic elements of transmitting information to others:
1. The source/encoder
2. The signal
3. The decoder/destination
Successful and Unsuccessful Interpersonal Communication
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COMMUNICATION
Role of the source, signal, and destination in the communication process
Figure 14.3
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COMMUNICATION
Overlapping fields of experience that ensure successful communication
Figure 14.4
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COMMUNICATION
Interpersonal Communication (con’t)
How Interpersonal Communication Works (con’t)
Barriers to Successful Interpersonal Communication
Macrobarriers
1. The increasing need for information
2. The need for increasingly complex information
3. The reality that people in the United States are increasingly coming
into contact with people who use languages other than English
4. The constant need to learn new concepts cuts down on the time
available for communication
Microbarriers
1.
2.
3.
4.
5.
The source’s view of the destination
Message interference
The destination’s view of the source
Perception
Multimeaning words
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COMMUNICATION
Interpersonal Communication (con’t)
How Interpersonal Communication Works (con’t)
Barriers to Successful Interpersonal Communication (con’t)
Strong concluded 500 words have 4,070 different definitions.
Babe Ruth scored a run.
Did you ever see Jesse Owens run?
I have a run in my stocking.
There is a fine run of salmon this year.
Are you going to run this company or am I?
You have the run of the place.
What headline do you want to run?
There was a run on the bank today.
Did he run the ship aground?
I have to run (drive the car) downtown.
Who will run for president this year?
Joe flies the New York–Chicago run twice a week.
You know the kind of people they run around with.
The apples run large this year.
Please run my bath water.
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COMMUNICATION
Interpersonal Communication (con’t)
Feedback and Interpersonal Communication
Gathering and Using Feedback
Achieving Communication Effectiveness
“Ten commandments of good communication”:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Seek to clarify your ideas before communicating
Examine the true purpose of each communication
Consider the total physical and human setting whenever you communicate
Consult with others, when appropriate, in planning communications
Be mindful of the overtones rather than merely the basic content
Take the opportunity to convey something of help or value to the receiver
Follow up your communication
Communicate for tomorrow as well as today
Be sure your actions support your communications
Seek not only to be understood but also to understand—be a good listener
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COMMUNICATION
Interpersonal Communication (con’t)
Verbal and Nonverbal Interpersonal Communication
The Importance of Nonverbal Communication
Mehrabian's formula:
Total message impact = .07 words + .38 vocal tones + .55 facial expressions
Nonverbal factors:
Facial expressions
Gestures
Gender
Dress
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COMMUNICATION
Interpersonal Communication in Organizations
Formal Organizational Communication
Types of Formal Organizational Communication
1. Downward
2. Upward
3. Lateral
Patterns of Formal Organizational Communication
A communicates message to B
B communicates interpretation of A’s message to C
C communicates interpretation of B’s interpretation of A’s message to D
Originator and ultimate recipient of message are separated by middle people
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COMMUNICATION
Comparison of three patterns of organizational communication on the
variables of speed, accuracy, organization, emergence of leader, & morale
Figure 14.5
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COMMUNICATION
Interpersonal Communication in Organizations
(con’t)
Informal Organizational Communication
Patterns of Informal Organizational Communication
Grapevine:
1. Springs up and is used irregularly within the organization
2. Is not controlled by top executives, who may not even be able to influence it
3. Exists largely to serve the self-interests of the people within it
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COMMUNICATION
Four types of organizational grapevines
Figure 14.6
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COMMUNICATION
Interpersonal Communication in Organizations
(con’t)
Encouraging Formal Organizational Communication
Listen attentively to messages that come through formal channels
Support flow of clear and concise statements through formal channels
Take care to ensure that all members have free access to formal channels
Assign specific communication responsibilities to staff personnel
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COMMUNICATION
Table 14.2
1. Stop talking!
2. Put the talker at ease.
3. Show the talker that you want to listen.
4. Remove distractions.
5. Empathize with the talker.
6. Be patient.
7. Hold your temper.
8. Go easy on argument and criticism.
9. Ask questions.
10. Stop talking!
Ten Commandments for Good Listening
You cannot listen if you are talking.
Polonius (Hamlet): “Give every man thine ear, but few thy voice.”
Help the talker feel free to talk.
This is often called establishing a permissive environment.
Look and act interested. Do not read your mail while he or she talks.
Listen to understand rather than to oppose.
Do not doodle, top, or shuffle papers.
Will it be quieter if you shut the door?
Try to put yourself in the talker’s place so that you can see his or her
point of view.
Allow plenty of time. Do not interrupt the talker.
Do not start for the door to walk away.
An angry person gets the wrong meaning from words.
This puts the talker on the defensive. He or she may “clam up” or get
angry.
Do not argue: even if you win, you lose.
This encourages the talker and shows you are listening.
It helps to develop points further.
This is the first and last commandment, because all other
commandments depend on it. You just can’t do a good listening job while
you are talking. Nature gave us two ears but only one tongue, which is a
gentle hint that we should listen more than we talk.
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Chapter Fourteen
Questions
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