CSC350: Learning
Management Systems
COMSATS Institute of Information
Technology (Virtual Campus)
Lecture # 12
Influencing and
Communication
2
Review of the Previous Lecture
1. Fundamental principles of changing an
organization
2. Insights about factors to consider when changing
an organization
3. An appreciation for the relationship between
change and stress
4. How to handle conflict as a factor related to
organizational change
5. Knowledge about virtuality as a vehicle for
organizational change
3
Topics of Discussion
1. A fundamental understanding of influencing
2. Insights about emotional intelligence
3. An understanding of how communication
works
4. Hints for communicating in organizations
5. Useful ideas for encouraging organizational
communication
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FUNDAMENTALS OF
INFLUENCING
• Process of guiding activities of organization
members in appropriate directions
• Focusing on organization members as
people
• Ability to influence others is a primary
determinant of a successful manager
5
Influencing Subsystem
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Constituent Parts
of Influencing Subsystem
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Skills Management Students Need
8
EMOTIONAL INTELLIGENCE
• Daniel Goleman
• Capacity of people to recognize their own
feelings and the feelings of others, to
motivate themselves, and to manage their
own emotions as well as their emotions in
relationships with others
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Skills of Emotionally Intelligent
Managers
10
Influencing & Emotionally Intelligent
Management Concepts
•
•
•
•
•
•
Motivation
Communication
Leadership
Teamwork
Creativity
Innovation
11
COMMUNICATION
• Process of sharing information with
individuals
• One person projecting a message to one or
more other people with hopefully all parties
involved arriving at a common understanding
of the message that was sent
12
Interpersonal Communication
• Three basic elements:
– Source/Encoder
– Signal
– Decoder/Destination
Source determines information to share,
Encodes that message, Transmits message to
Destination, Destination decodes the message
13
Communication Process
14
Getting to Understanding
15
Communication Barriers
• Macro Barriers
– Increasing need for complex information
– Increasing number of languages needed
– Decreased time available for communication
• Micro Barriers
–
–
–
–
Message interference
Destination’s view of the source
Perception
Multimeaning words
16
Verbal & Nonverbal Communication
• Verbal
– Spoken or written words used to share information
with others
• Nonverbal
– Sharing information without using words to
encode thoughts
– Gestures, vocal tones, facial expressions
17
Mehrabian Formula
• Total Message Impact = 100%
– Words/Message = 7%
– Vocal Tones = 38%
– Facial Expressions = 55%
Effective managers use verbal communication in
support of nonverbal communication
18
INTERPERSONAL COMMUNICATION
IN ORGANIZATIONS
• Organizational Communication
– Directly related to goals, functions, and structure
of organizations
– Directly connected to the effectiveness of
organizations
19
Formal Organizational Communication
• Follows lines of firm’s organizational chart
• Downward
– Focus is on communication related to direction and control
• Upward
– Focus is on communication managers need to evaluate their
organizational area
• Lateral
– Focus is on coordinating activities of various departments
20
Informal Organizational
Communication
• Follows pattern of personal relationships
among organization members
• Grapevine
– Single-Strand
– Gossip
– Probability
– Cluster
21
Grapevines
Estimated 70% of all organizational communications flow through the grapevine
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Encouraging Organizational
Communication
• The nervous system of the organization
• Directs the organization to act
• Management should encourage free flow of
communication
• Make sure leaders sending messages are
trusted by their employees
• Listen attentively!
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Guidelines for Effective Listening
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Thank You
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