Chapter 15
Chapter 15
Managing Communication
MGMT3
Designed & Prepared by
B-books, Ltd.
Chuck Williams
1
Copyright ©2011 by Cengage Learning. All rights reserved
What Is Communication?
After reading these sections,
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.
2
Copyright ©2011 by Cengage Learning. All rights reserved
Perception and
Communication Problems
Basic
BasicPerception
Perception
Process
Process
Perception
Perception
Problems
Problems
Perceptions
Perceptions
of
of Others
Others
Self-Perception
Self-Perception
1
3
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1
Chapter 15
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 experiencebased differences that influence people to
ignore or pay attention to particular stimuli.
1.1
4
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Basic Perception Process
Stimulus
Stimulus
Stimulus
Perceptual
Attention
Filter
Perceptual
Organization
Filter
Perceptual
Interpretation
Filter
Perceptual
Retention
Filter
1.1
5
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Perception Problems
Selective perception
•
•
notice and accept objects which are consistent
with our values and beliefs
ignore inconsistent information
Closure
•
•
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
1.2
6
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2
Chapter 15
Perception of Others
• Attribution Theory
– 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
1.3
7
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Attribution Bias and Error
Defensive
Defensive
Bias
Bias
The
Thetendency
tendencyfor
for people
peopleto
to
perceive
perceivethemselves
themselves as
as personally
personally and
and
situationally
similar
to
someone
situationally similar to someonewho
whoisis
having
difficulty
or
trouble.
having difficulty or trouble.
Fundamental
Fundamental
Attribution
Attribution
Error
Error
The
Thetendency
tendencyto
to ignore
ignore external
externalcauses
causes
of
ofbehavior
behavior and
andto
to attribute
attribute other
other
people’s
people’s actions
actions to
tointernal
internalcauses.
causes.
1.3
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Attribution Bias and Error
1.3
9
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3
Chapter 15
Self-Perception
Self-Serving Bias
© iStockphoto.com
The tendency to
overestimate our value
by attributing
successes to
ourselves (internal
causes) and attributing
failures to others or the
environment (external
causes).
1.4
10
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Kinds of Communication
Communication
Communication
Process
Process
Formal
Formal
Communication
Communication
Channels
Channels
Nonverbal
Nonverbal
Communication
Communication
2
Informal
Informal
Communication
Communication
Channels
Channels
Coaching
Coaching and
and
Counseling
Counseling
11
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The Interpersonal Communication Process
2.1
© Burke/Triolo Productions/Brand X Pictures/Jupiterimages / © TongRo Image Stock/Jupiterimages
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Chapter 15
The Communication Process
Noise occurs if:
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
2.1
13
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The Communication Process
Meanings of the Word Fine
1. Penalty
2. Excellence
3. Tight
4. Small
5. Pure
6. Flimsy
2.1
7. Okay
14
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Formal Communication Channels
The system of formal
communication
channels includes:
• Downward communication
– top down
• Upward communication
– bottom up
• Horizontal
– within a level
2.2
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5
Chapter 15
Beyond the Book
Improving Communication
at Goldman Sachs
In the midst of increasing market turmoil and intense
scrutiny from the government and the press, Lloyd
C. Blankfein, CEO of Goldman Sachs, made it a
priority to keep communication flowing throughout
the firm. At times when things seemed uncertain or
particularly stressful, Blankfein would send out
company-wide emails, sometimes every day, to help
fill everyone in. He also made himself available,
walking throughout the offices to get a feel for what
was happening and to answer questions that people
might have. Blankfein doesn’t just rely on pep-talks
either; he makes a point of being honest about
challenging situations and taking the time to
determine and communicate strategy.
Source: L. C. Blankfein, “Corner Office: Lessons Learned at Goldman”, interview by A. Bryant, The New York Times, 12 September 2009.
http://www.nytimes.com/2009/09/13/business/13corner.html?pagewanted=1 (accessed 10/23/2009).
16
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Improving Formal Communication
1. Decrease reliance on downward communication
2. Increase chances for upward communication
3. Encourage much greater use of horizontal
communication
4. Be aware of communication problems
2.2
17
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Common Problems with Downward,
Upward, and Horizontal Communication
Downward
•
•
•
•
Upward
• Risk of telling upper management about problems
• Managers reacting angrily and defensively to problems
• Few opportunities for workers to contact upper levels of
management
Horizontal
Sending too many messages
Issuing contradictory messages
Hurriedly communicating vague, unclear messages
Issuing messages indicating management’s low regard
for lower-level workers
• 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
2.2
18
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6
Chapter 15
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
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Informal Communication
Channels
2.3
20
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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
2.3
21
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7
Chapter 15
Informal Communication Channels
Dealing
Dealing with
with Internet
Internet Gripe
Gripe Sites
Sites
1.
1. Correct
Correct misinformation
misinformation
2.
2. Don’t
Don’t take
take angry
angry comments
comments personally
personally
3.
3. Give
Give your
your name
name and
and contact
contact number
number
4.
4. Hold
Hold aa town
town meeting
meeting to
to discuss
discuss issues
issues
2.3
5.
5. Set
Set up
up anonymous
anonymous discussion
discussion forums
forums
22
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Coaching and Counseling
• Coaching
– communicating with someone for the direct
purpose of improving the person’s on-the-job
performance or behavior
• Counseling
– communicating with someone about non-job
related issues that may be affecting or interfering
with a person’s performance
2.4
23
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Employee Assistance Programs
Counseling
Financial
Services
Pet Care
Child Care
Employee
Assistance
Programs
Health
Lifestyles
Senior Care
Legal
Services
2.4
24
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8
Chapter 15
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
2.5
25
Copyright ©2011 by Cengage Learning. All rights reserved
Sending the Right
Message
Beyond the Book
Deborah Dunsire, president and CEO of
Millenium: The Takeda Oncology Company,
knows that nonverbal communication can be
especially important to executives. Employees
will take a lot away from people in senior
leadership; if managers aren’t careful, however,
they might end up unconsciously sending the
wrong signals. Dunsire has learned to be more
verbal and proactive with the messages she is
sending, so that employees don’t draw incorrect
conclusions about the business and make
decisions based on those assumptions.
Source: D. Dunsire, “Corner Office: Stepping Out of the Sandbox”, interview by A. Bryant, The New York Times, 29 August 2009.
http://www.nytimes.com/2009/08/30/business/30corner.html (accessed 10/30/2009).
26
Copyright ©2011 by Cengage Learning. All rights reserved
How to Improve
Communication
After reading these sections,
you should be able to:
3. explain how managers can manage one-on-one
communication effectively.
4. describe how managers can manage
organization-wide communication effectively.
27
Copyright ©2011 by Cengage Learning. All rights reserved
9
Chapter 15
How to Improve Communication
Choosing
Choosing the
the Right
Right Communication
Communication Medium
Medium
Being
Being aa good
good listener
listener
Giving
Giving effective
effective feedback
feedback
3
28
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Choosing the Right
Communication Medium
Communication Medium
The method used to deliver an oral or
written message.
•
Oral communication
• Written communication
3.1
29
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Listening
Hearing
versus
Listening
Active
Listening
Empathetic
Listening
3.2
30
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Chapter 15
Becoming an Active Listener
1. Clarify responses
• Ask questions to clear up ambiguities
2. Paraphrase responses
• Restate the speaker’s comments
in your own words
3. Summarize responses
• Review the speaker’s main points
3.2
31
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Becoming an Empathetic
Listener
1. Show your desire to understand
• Listen first
• Talk about what’s important to the other
2. Reflect feelings
• Focus on the emotional part of the message
• More than just restating words
3.2
32
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Clarifying, Paraphrasing,
and Summarizing
Responses
•
•
•
•
Could you explain that again?
I don’t understand what you mean.
I’m confused. Would you run through that again?
I’m not sure how ….
Paraphrasing •
•
•
•
If I understand you correctly ….
So your perspective is that ….
In other words ….
Tell me if I’m wrong, but what you’re saying is ….
Clarifying
Summarizing
•
•
•
•
Let me summarize ….
Okay, your main concerns are ….
Thus far, you’ve discussed ….
To recap what you’ve said ….
3.2
33
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11
Chapter 15
Giving Feedback
Two types of feedback:
Constructive
Destructive
3.3
34
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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
3.3
35
Copyright ©2011 by Cengage Learning. All rights reserved
Annual Reviews Six
Months too Late
Beyond the Book
One of the difficulties with annual reviews,
says Yahoo CEO Carol Bartz, is that the
feedback often is not immediate. Bartz
says, “I have the puppy theory. When the
puppy pees on the carpet, you say
something right then because you don’t say
six months later, ‘Remember that say,
January 12, when you peed on the carpet?’
That doesn’t make any sense.”
Source: C. Bartz, “Corner Office: Imagining a World Without Annual Reviews”, interview by A. Bryant, The New York Times, 17 October 2009.
http://www.nytimes.com/2009/10/18/business/18corner.html?ref=business (accessed 10/23/2009).
36
Copyright ©2011 by Cengage Learning. All rights reserved
12
Chapter 15
Improving Cross-Cultural Beyond the Book
Communication
1.
1. Familiarize
Familiarize yourself
yourself with
with aa culture’s
culture’s work
work norms
norms
2.
2. Know
Know whether
whether aa culture
culture is
is emotionally
emotionally
affective
affective or
or neutral
neutral
3.
3. Understand
Understand terms
terms and
and attitudes
attitudes toward
toward time
time
37
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A Comparison of French Beyond the Book
and American Views of Work
38
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Beyond the Book
Affective and Neutral Cultures
In
…
People
In Affective
AffectiveCultures,
Cultures,People…
People…
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
39
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13
Chapter 15
Beyond the Book
Affective and Neutral Cultures
In
…
People
In Neutral
NeutralCultures,
Cultures,People…
People…
1.
2.
3.
4.
5.
Don’t 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
6. Often make statements in an unexpressive manner
40
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Monochronic Cultures
Beyond the Book
People
…
Cultures
Peoplein
inMonochronic
MonochronicCultures…
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
41
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Polychronic Cultures
Beyond the Book
People
…
Cultures
Peoplein
in Polychronic
PolychronicCultures…
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
42
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14
Chapter 15
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 spent
in discussions
• Acquaintance time
– how much small-talk is required
43
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Managing Organization-Wide
Communication
Improving
Improving
Transmission:
Transmission:
Getting
Gettingthe
the
Message
MessageOut
Out
Improving
Improving
Reception
Reception
4
44
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Improving Transmission
Getting
Getting the
the Message
Message Out
Out
email
email
collaborative
collaborative discussion
discussion sites
sites
televised
televised // videotaped
videotaped
speeches
speeches and
and conferences
conferences
voice
voice mail
mail
broadcast
broadcast voice
voice mail
mail
4.1
45
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15
Chapter 15
Beyond the Book
Email Ettiquette
• E-mail is the vehicle for any number
of communication faux pas: being
abusive, “cc”ing the wrong people,
discussing sensitive topics.
• How to use it well? (1) Think about
tone and don’t respond when you’re
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.
46
Copyright ©2011 by Cengage Learning. All rights reserved
Establishing Collaborative
Discussion Sites
Step 1
Knowledge
Knowledge
Audit
Audit
Step 2
Step 3
Online
Online
Directory
Directory
Discussion
Discussion
Groups
Groupson
on
Internet
Internet
Step 4
Reward
Reward
Information
Information
Sharing
Sharing
4.1
47
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Improving Reception
• Company hotlines
• Survey feedback
© iStockphoto.com/Amanda Rohde
• Informal meetings
• Surprise visits
4.2
• Blogs
48
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16