Transcript Chapter 2
Chapter 2 Focusing on Interpersonal and Group Communication Behavioral Theories Impact Communication Maslow’s Hierarchy of Needs Stroking Johari Window McGregor’s Theory X and Y Hersey and Blanchard’s Situational Leadership Model Chapter 2 Maslow’s Hierarchy of Needs Self-actualization needs To achieve one’s fullest potential. Ego needs To be heard, appreciated, and wanted. Social needs To be loved, appreciated, and belong. Security and safety needs To be free from physical danger and to be secure in the feeling that physiological needs can be met. Physiological needs To have food, shelter, and protection from the elements. Chapter 2 Lecture Slide McGregor’s Management Styles Theory X Theory Y Traditional Contemporary Workers inherently dislike work Workers like challenging work Talent is narrowly distributed among only a few Talent is widely distributed throughout the workforce Workers will do as little work as they are required to do Workers can be motivated to work independently Chapter 2 Lecture Slide Hersey & Blanchard’s Situational Leadership Model Directive behavior Detailed rules and instructions and close monitoring Supportive behavior Listening, communicating, recognizing, and encouraging Leadership style must be appropriate for the follower and the task to be performed. Chapter 2 Lecture Slide Trust Leads to Reciprocal Sharing Depicted in Expanded Open Area in Johari Window Nonverbal What can you make of this? Signs of Lying Chapter 2 Lecture Slide Nonverbal Communication Conveys Added Meaning Metacommunication — Not expressed in words but accompanies a verbal message Visual — All types of body movements (gestures, eye contact, and facial expressions) — Attire and grooming Vocal — Tone and projection Chapter 2 Metacommunication Message sent Message implied by senders Message inferred by receivers “An early start is the best one.” OR “You have a record of tardiness.” “She thinks I’m always late.” “Take more time with your work.” I want to help you improve.” OR We can’t afford any more foul-ups.” “He thinks I’m careless, and this comment is a warning.” “This work is better.” “Good solid revisions.” OR “You may finally show promise.” “Was my previous work bad?” “Be on time.” Kinesics Communication Visual Gestures Eye contact Facial expressions Attire Grooming Vocal Intonation Projection Resonance Chapter 2 Lecture Slide Understanding Nonverbal Messages Extend the meaning of the message and sender’s background and motives Vary between people and cultures May be intentional or unintentional May contradict and receive more attention than the verbal message Can be beneficial or harmful Chapter 2 Cultural Differences Affect Nonverbal Messages Concept North America Other Countries Greeting Firm handshake Respectful bow; Japan Kisses on the cheek; some European and Middle Eastern cultures Eye contact Shows confidence, trust Disrespectful; Japan Staring Rude; aggressive Interested; aware; France, Brazil Punctuality Courteous; time is money Doesn’t matter; Central America and Middle Eastern cultures Physical contact Okay to slap on the back or put friendly arm around someone No physical contact among business associates; Japan Can you guess whether this smiling face shows genuine warmth or merely concealed irritation? Concealed irritation Can you guess what the following gesture from Japan means? Angry Chapter 2 (Slide 2 of 2) How Might Other Cultures React to These Nonverbal Messages? Nodding head up and down U.S.: Agreement Eastern Europe: Disagreement; side-to-side movement indicates agreement. Eye contact U.S.: Interested, involved Asian and others: Disrespectful Forefinger and thumb forming circle U.S.: Okay Japan: Money France: Zero Brazil: Vulgarity Personal space U.S.: 2–3 feet (casual); 4–12 feet (business) Other countries: Much closer Time U.S.: Time is money; punctuality expected. Mexico: Time not perceived to have value; frequently late for appointments. Sole of shoe visible U.S.: Unimportant Arab countries: Insulting because foot has touched unclean ground. Chapter 2 Types of Listening Casual Listening for information Intensive listening Empathetic listening Casual Listening Listening for pleasure, recreation, amusement, and relaxation Playing music Provides relaxing breaks People are selective listeners You listen to what you want to hear Listening for Information Searching for data or material In the classroom Watch the speaker-usually exhibits mannerisms/gestures/vocal inflections May indicate the degree of importance attached to portions of their presentation Intensive Listening Listen to obtain information, solve problems, or persuade or dissuade (as in arguments) Involves greater use of analytical abilities to problems solve You should Understand the problem Recognized limitations No the implications of possible solutions Empathetic Listening When a person attempts to share another’s feelings or motions When you take time to listen to another the courtesy is usually returned Barriers to empathetic listening Talking too much Nonverbal signals of disinterest Normally takes place in a one-to-one situation Chapter 2 Lecture Slide Bad Listening Habits Faking attention Allowing disruptions Overlistening Stereotyping Dismissing subjects as uninteresting Failure to observe nonverbal aids Chapter 2 Lecture Slide Effective Listeners . . . Minimize distractions Get in touch with the speaker Use knowledge of the speaker to advantage Indicate their active involvement Do not interrupt unnecessarily Ask reflective questions Send probing prompts to the speaker Use lag time wisely Chapter 2 Lecture Slide Characteristics of Effective Teams Common goals Role perception Longevity Size Status Group norms Leadership Chapter 2 Lecture Slide Team Roles Positive Negative Isolate Dominator Free rider Detractor Digressor Airhead Socializer Facilitator Harmonizer Record keeper Reporter Leader Chapter 2 Types of Teams Task force Single goal with limited time to achieve it Quality assurance teams (quality circle) Focuses on product or service quality Cross-functional team Joins employees from various departments to solve variety of problems such as productivity, contract estimates, planning, multidepartmental difficulties Product development Focuses on the development cycle of new products (also cross-functional) Chapter 2 Lecture Slide Stages of Team Development Performing Productivity Reaching the optimal performance level Norming Developing strategies and activities that promote goal achievement Storming Dealing with conflict, personalities, goals, and ideas Forming Getting acquainted with each other and the task Chapter 2 Lecture Slide Team Behaviors Commitment Cooperation Communication Contribution Chapter 2 Conflict Is a normal part of group activity Does not signal that a meeting is disorderly or out of control Focuses on issues, not personalities Results from competing goals Can help to optimize outcomes Chapter 2 Problems with Groupthink Feel invulnerable Censor thoughts and reject ideas Pressure dissenters Hide disagreement Chapter 2 Lecture Slide Face-to-Face Meetings Limitations Advantages Provide rich, nonverbal cues Are preferred when dealing with sensitive issues Are beneficial for establishing group rapport and relationships Pose logistical issues of time, place, and schedules May be dominated by overly vocal, quick-to-speak, and high status members Chapter 2 Lecture Slide Electronic Meetings Limitations Advantages Facilitate geographically dispersed groups Cannot replace faceto-face contact for certain type meetings Speed up meeting follow-up activities Can make consensus harder to reach Place all participants on a more even level Are dependent on participants having excellent keyboarding skills Chapter 2 Lecture Slide Suggestions for Effective Meetings Limit meeting length and frequency Make satisfactory arrangements Distribute the agenda well in advance Encourage participation Maintain order Manage conflict and seek consensus Prepare thorough minutes Chapter 2 — Electronic Cafe E-Mail Security Unsecured e-mail is vulnerable to attack Secure e-mail protects the company, customer, and employee from potential attacks ─ Prevent spammers from stealing e-mail addresses ─ Prevents spam from clogging networks Stringent privacy and security laws are in place to safeguard citizens’ private electronic information Cost cannot be the only factor in implementing security measures ─ Litigation involving stolen information can be more costly than implementing security measures ─ E-mail security systems must be easy to implement and user friendly