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Communicating in the Internet Age
OB Chapter 12
20030148 김찬구
20030161 김현태
20030164 김형준
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Contents
1. Basic Dimensions of the Communication Process
2. Interpersonal Communication
3. Communication in the Computerized Information Age
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Communication Process
 Communication is defined as “ the exchange of
information between a sender and a receiver, and the
inference (perception) of meaning between the
individuals involved.”
Sender
Encodes
ideas or
thoughts
Creates
message
Receiver
Transmitted
on medium
Decodes
message
Creates
meaning
Creates
message
Encodes
response/
feedback
Noise
Creates
meaning
Decodes
message
Transmitted
on medium
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A perceptual model of communication
 Sender is an individual, group, or organization that desires or
attempts to communicate with a particular receiver.
 Encoding translates mental thoughts into a code or language that
can be understood by others.
 The output of encoding is Message.
 Selecting a Medium
 Decoding consists of translating verbal, oral, or visual aspects of a
message into a form that can be interpreted.
 Creating Meaning
 Feedback (Specifically, the receiver encodes a response and then
transmits it to the original sender.)
 Noise – Interference with the transmission and understanding of a
message
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Communication Distortion
 Communication distortion occurs when an employee purposely
modifies the content of a message.
Situational
Antecedents
Pattern of Distortion in
Upward Communication
1. Supervisor’s
upward influence
Low
High
Increased distortion because employees
send more favorable information and
withhold useful information
2. Supervisor’s power
Low
High
3. Subordinate’s
aspiration for
upward mobility
Low
High
Less accuracy because employees tend to
pass along information that helps their
cause
4. Subordinate’s trust
in the supervisor
Low
High
Considerable distortion because employees
do not pass up all information they receive
Increased distortion because employees
screen out information detrimental to their
welfare
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How to reduce distortion
1.
2.
3.
4.
5.
Managers can deemphasize power differences
between themselves and their direct reports.
They can enhance trust through a meaningful
performance review process that rewards actual
performance.
Managers can encourage staff feedback by
conducting smaller, more informal meetings.
Managers can establish performance goals that
encourage employees to focus on problems rather
than personalities.
Distortion can be limited by encouraging dialogue
between those with opposing viewpoints.
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Contents
1. Basic Dimensions of the Communication Process
2. Interpersonal Communication
3. Communication in the Computerized Information Age
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Communication competence
 Communication competence
– Ability to effectively use communication behaviors in a given
context.
– ex) business etiquette
– You can improve your communication competence through five
communication styles/abilities/traits under your control.
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Communication Competence
Communication
competence
Communication
Abilities/Traits
▪ Cross-cultural
awareness
▪ Assertiveness
▪ Aggressiveness
▪ Defensiveness
▪ Active listening
Situational
Factors
▪ Company
philosophy on
openness
▪ Company policy and
procedures
▪ Organizational
climate
▪ Geographic location
of organization
Upwar
d
mobilit
y
Individuals
involved
▪ A friend
▪ Someone you do
no trust
▪ A superior
▪ A subordinate
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Assertiveness, Aggressiveness, and Nonassertiveness
 Assertive style
– Expressive and self-enhancing, but does not take advantage of
others.
 Aggressive style
– Expressive and self-enhancing, but takes unfair advantage of
others.
 Nonassertive style
– Timid and self-denying behavior.
 Managers may improve their communication
competence by trying to be more assertive and less
aggressive or nonassertive.
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Communication Styles
Communication
Style
Description
Nonverbal
Behavior Pattern
Verbal Behavior
Pattern
Assertive
Pushing hard without
attacking; permits
others to influence
outcome.
Good eye contact
Comfortable but firm
posture
String, steady, and
audible voice
Direct and
unambiguous
language, No
attributions or
evaluations of others’
behavior
Aggressive
Taking advantage of
others; expressive
and self-enhancing
Glaring eye contact
Moving or leaning
too close
Threatening
gestures
Swear words and
abusive language
Sexist or racist terms
Explicit threats
Nonassertive
Encouraging others
to take advantage of
us.
Little eye contact
Downward glances
Slumped posture
Qualifiers (“maybe”,
“kind of”)
Fillers (“uh”, “well”)
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Sources of Nonverbal Communication
 Nonverbal communication
– Messages sent outside of the written or spoken word.
Body Movements
and Gestures
Eye Contact
Nonverbal
Communication
Touch
Facial Expressions
Sources of Nonverbal Communication
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Active Listening
Physical component of
Listening
Hearing
▪ Process of actively decoding and interpreting
verbal messages
Listening
▪ Cognitive attention & Information processing
 Listening Styles
–
–
–
–
–
Appreciative
Empathetic
Comprehensive
Discerning
evaluative
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Active Listening
 Become a More Effective Listener
The Bad Listener
The Good Listener
Listen for ideas
Listens for facts
Listens for central or overall
ideas.
Find an area of
interest
Tunes out dry speakers or
subjects
Listens for any useful
information.
Gets too emotional or worked
up by something said by the
speaker.
Withholds judgment until
comprehension is complete
Work at listening
Does not expend energy on
listening
Gives the speaker full
attention
Hear what is said
Shuts out or denies
unfavorable information.
Listens to both favorable and
unfavorable information.
Hold your fire
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Women and Men Communicate Differently
Gender based
Differences
Linguistic Style
Gender based differences in
communication
A person’s typical speaking pattern.
Cultural background
 Increased awareness of linguistic styles can improve
communication accuracy and communication
competence.
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Women and Men Communicate Differently
 Why Linguistic Styles Vary between Women and Men?
Nature
▪ Interpersonal differences are due to
biological differences between sexes.
Nurture
▪ Learning ways of speaking as children
growing up.
▪ Based on the social role theory.
▪ “Darwinian perspective”
“Evolutionary psychology”
 Gender Differences in Communication
– Women
 More likely to share credit for success, indirectly tell others
what to do.
– Men
 More likely to boast about themselves, bluntly give
feedback.
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Women and Men Communicate Differently
 Keep in mind !!
– There is no rule but has exceptions.
– Your linguistic style influences perceptions about your
confidence, competence, and authority.
– This influence your future job assignments and
subsequent promotability.
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Contents
1. Basic Dimensions of the Communication Process
2. Interpersonal Communication
3. Communication in the Computerized Information Age
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Communication in the Computerized Information Age
 Internet
– A global network of computer networks
 Intranet
– An organization’s private Internet
 Extranet
– Connects internal employees with selected customers,
suppliers, and strategic partners
 Enhance the ability of employees to find, create, manage, and
distribute information
 Drawbacks: time waste
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Communication in the Computerized Information Age
 Electronic Mail (e-mail)
strength
weakness
Reduces the cost of distributing
information to a large number of
employees
Sending and receiving e-mail
A tool for increasing teamwork
The system itself
Reduces the costs and time
associated with print duplication
and paper distribution
Information overload
Fosters flexibility
Reduce communication
effectiveness
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Communication in the Computerized Information Age

Videoconferencing
– Reduce an organization’s travel expenses

Collaborative Computing
– Using computer software and hardware to help people work better
together
– Link people across the globe

Telecommuting
– Reduction of capital costs
– Increased flexibility and autonomy for workers
– Competitive edge in recruitment
– Increased job satisfaction and lower turnover
– Increased productivity
– Tapping nontraditional labor pools
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Barriers to Effective Communication
 Process Barriers, Personal Barriers,
Physical Barriers, Semantic Barriers
 Process Barriers
– Sender barrier
– Encoding barrier
– Message barrier
– Medium barrier
– Decoding barrier
– Receiver barrier
– Feedback barrier
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Barriers to Effective Communication

Personal Barriers
– Our ability to effectively communicate
– The way people process and interpret information
– The level of interpersonal trust between people
– Stereotypes and prejudices
– Our egos
– Poor listening skills
– Natural tendency to evaluate or judge a sender’s message
– Inability to listen with understanding

Physical Barriers
– Distance, time zone differences, work and office noise, etc.

Semantic Barriers
– Encoding and decoding errors
경영조직론 3조
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