Transcript Management 8e. - Robbins and Coulter

Communication
and Information Technology
Chp. 10 with Duane Weaver
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
1
What Is Communication?
•
Communication
1. The transfer and understanding of meaning
2. Interpersonal communication
•
Communication between two or more people
3. Organizational communication
•
All the patterns, network, and systems of
communications within an organization
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Functions of Communication
• Control
member behaviour
• Motivation
encouraged via clarification
• Emotional Expression
by sharing feelings, frustrations,
and satisfaction
• Information
(the dissemination of info.)
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Exhibit 10.1 The Interpersonal
Communication Process
Senders intended meaning
Message
Sender converts
message to
symbolic form
Medium through
which message travels
Channel
Decoding
Encoding
Sender
Receiver
Noise
Receiver’s
retranslation of
message
Message
Feedback
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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COMMUNICATION exercise
In your groups:
SCENARIO 1 _ Face back to back (no noises)
Sender only broadcasts
1. Sender
2. Receiver
3. Observer
SCENARIO 2 (Face back to back) Receiver can answer
Sender questions - Feedback)
1. Receiver
2. Sender
3. Observer
SCENARIO 3 – At Home (Face to Face – hide book)
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Fitting Communication with
Circumstances
Managers can use 12 questions to help them evaluate appropriate
communication methods for different circumstances.
1. Feedback. How quickly can the receiver respond to the message?
2. Complexity capacity. Can the method effectively process complex
messages?
3. Breadth potential. How many different messages can be
transmitted using this method?
4. Confidentiality. Can communicators be reasonably sure their
messages are received only by those for whom they’re intended?
5. Encoding ease. Can the sender easily and quickly use this channel?
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Fitting Communication with
Circumstances (cont’d)
6. Decoding ease. Can the receiver easily and quickly decode
messages?
7. Time–space constraint. Do senders and receivers need to
communicate at the same time and in the same space?
8. Cost. How much does it cost to use this method?
9. Interpersonal warmth. How well does this method convey
interpersonal warmth?
10. Formality. Does this method have the needed amount of
formality?
11. Scanability. Does this method allow the message to be easily
browsed or scanned for relevant information?
12. Time of consumption. Does the sender or receiver exercise the
most control over when the message is dealt with?
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Nonverbal Communication
• Verbal = 10-25% of what is understood
• NonVerbal = 90-75% of what is understood
– Communication that is transmitted without words
• Sounds
• Images
• Situational behaviours
• Clothing and physical surroundings
– Body language: gestures, facial expressions, and other
body movements that convey meaning
– Verbal intonation (paralinguistics): emphasis that a
speaker gives to certain words or phrases that conveys
meaning
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Pay attention -- I'm talking to you
Wolves and dogs communicate through body postures and facial expressions. Among the
easiest emotions to read are aggression, fear, playfulness, and submission.
Aggressive wolves and dogs stand tall with ears pricked, and head
held high. They bare their teeth, and erect the fur along their spine to
make themselves look bigger. They may give a menacing growl or a
furious bark.
Submissive, frightened wolves and dogs lower their bodies, flatten their
ears, tuck their tails, and close their mouths. Whimpering, or even silent,
they may roll onto their backs and lie there, belly up.
We might be most familiar with playfulness! When wolves or dogs
want to play, they raise their rear and lower their forequarters in a
kind of "play bow." This posture is a mixture of aggressive and
submissive poses.
© Monty Sloan/Wolfpark.org retrieved Sept. 18, 2006 from
http://www.nhm.org/exhibitions/dogs/communication/bodylanguage.html
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Interpersonal Communication Barriers
National
Culture
Language
Filtering
Emotions
Interpersonal
Communication
Defensiveness
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
Information
Overload
Selective
Perception
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Overcoming the Barriers to Effective
Interpersonal Communications
• Use Feedback
• Simplify Language
• Listen Actively
• Constrain Emotions
• Watch Nonverbal Cues
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Exhibit 10.3 Active Listening
Behaviours
Avoid
interrupting
speaker
Paraphrase
Avoid distracting
actions or
gestures
Don't
overtalk
Active
Listening
Ask
questions
Be
empathetic
Make eye
contact
Exhibit affirmative
head nods and
appropriate facial
expressions
Source: Based on P.L. Hunsaker, Training in Management
Skills (Upper Saddle River, NJ: Prentice Hall, 2001).
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Types of Communication Networks
Exhibit 10.4
Three Common Organizational Communication Networks and How They Rate on
Effectiveness Criteria
Criteria
Speed
Accuracy
Emergence of leader
Member satisfaction
Chain
Wheel
All-Channel
Moderate
High
Moderate
Moderate
Fast
High
High
Low
Fast
Moderate
None
High
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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The Grapevine
• An informal organizational communication
network that is active in almost every
organization
– Provides a channel for issues not suitable for
formal communication channels
– The impact of information passed along the
grapevine can be countered by open and honest
communication with employees
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Information Technology
• Networked Computer Systems,
“blackberries”, cell phones
– Linking individual computers to create an
organizational network for communication
and information sharing
•
•
•
•
•
•
E-mail
Instant messaging
Voice-mail and fax
Electronic data exchange (EDI)
Teleconferencing and videoconferencing
Intranets and extranets
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Tips for Sending E-mails
• Always use the subject line.
• Be careful using emoticons and acronyms for
business communication.
• Write clearly and briefly.
• Copy e-mails to others only if they really need
the information.
• Sleep on angry e-mails before sending.
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Information Technology (cont’d)
• Types of Network Systems
– Intranet
• An internal network that uses Internet
technology and is accessible only to
employees
– Extranet
• An internal network that uses Internet
technology and allows authorized users
inside the organization to communicate
with certain outsiders, such as customers
and vendors
– Wireless capabilities
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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How IT Affects Organizations
• Removes the constraints of time and distance
– Allows widely dispersed employees to work together
• Provides for the sharing of information
– Increases effectiveness and efficiency
• Integrates decision making and work
– Provides more complete information and participation for
better decisions
• Creates problems of constant accessibility to
employees
– Blurs the line between work and personal lives
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Ethical Concerns for E-mail and
Voice-mail Use
• Not necessarily private
– Employer has access to them.
• The federal Privacy Act and the Access to Information Act apply to
all federal government departments, most federal agencies, and
some federal crown corporations.
• Many private sector employees are not covered by privacy
legislation.
– Only Quebec’s privacy act applies to the entire private sector.
• Managers need to clearly convey:
– Whether communications will be monitored
– Company policies on personal Internet and e-mail use
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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“Politically Correct”
Communication
• Do not use words or phrases that stereotype,
intimidate, or offend individuals based on their
differences
• Choose words carefully to maintain as much
clarity as possible in communications
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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THANKS!
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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