Transcript Document

Organizational Behavior:
Communication
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Functions of Communication
Control
Motivation
Information
Emotional
Expression
Gholipour A. 2006. Organizational Behavior. University of Tehran.
A Perceptual Model of Communication
Encoding
Message
Transmitted
on medium
Receiver
decodes
Transmit
Message
Receiver
creates
meaning
Noise
Sender
Transmit
Feedback
Source
decodes
Transmitted
on medium
Message
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Encoding
Hierarchy of Media Richness
Rich
Media
Richness
Face-to-face
Overloaded
Zone
Telephone
Personal
written
Formal
written
Oversimplified
Zone
Formal
numeric
Lean
Routine/
Clear
Situation
Nonroutine/
Ambiguous
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Information Overload
Episodes of
information
overload
Employee’s
information
processing
capacity
Information Load
Time
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Reduce Information Load
• Buffering
• Summarizing
• Omitting.
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Direction of
Communication
Upward
Downward
Lateral
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Sources of Distortion in Upward
Communication
Patterns of Distortion in Upward
Communication
Situational Antecedents
1.
Supervisor’s upward
influence
2. Supervisor’s power
3. Subordinate’s aspiration
for upward mobility
Low
Low
Low
High
High
High
Increased distortion because
employees send more
favorable information and
withhold useful information.
Increased distortion because
employees screen out
information detrimental to
their welfare.
Less accuracy because
employees tend to pass along
information that helps their
cause.
Considerable distortion
because employees do not
pass up all information they
Gholipour A. 2006. Organizational Behavior. Universityreceive.
of Tehran.
4. Subordinate’s trust in
the supervisor
Low
High
Three Common Small-Group Networks
Chain
Wheel
All-Channel
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Metacommunication
• Communication is more than just verbal…
• Communicating about one’s communication
style/barriers to communication, etc.
• Nonverbal communication
– Words account for only 7% of emotional impact
of a message
– Voice tones- 38%
– Facial Expressions- 55%
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Nonverbal Communication
• Body Movement, Gestures and Posture
• Touch
• Facial expressions and Personal
Appearance.
• Eye Contact.
• Interpersonal Distance
• Voice Quality
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Nonverbal Communication
• Transmits most information in faceto-face meetings
• Influences meaning of verbal and
written symbols
• Less rule bound than verbal
communication
• Important part of emotional labor
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Skills and Best Practices: Advice to Improve
Nonverbal Communication Skills
Positive Nonverbal Actions Include:
• Maintain eye contact.
• Nod your head to convey that you are listening or that you agree.
• Smile and show interest.
• Lean forward to show the speaker you are interested.
• Use a tone of voice that matches your message
Negative Nonverbal Actions Include:
• Avoiding eye contact and looking away from the speaker.
• Closing your eyes or tensing your facial muscles.
• Excessive yawning.
• Using body language that conveys indecisiveness or lack
of confidence (e.g., slumped shoulders, head down, flat
tones, inaudible voice)
• Speaking too fast or too slow.
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Organizational Grapevine
• Early Research Findings
– Transmits information rapidly in all directions
– Follows a cluster chain pattern
– More active in homogeneous groups
– Transmits some degree of truth
• Changes Due to Internet
– E-mail etc. becoming main grapevine medium
– Social networks are now global
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Grapevine: Positives and Negatives
• Benefits
– Supplements information
– Strengthens corporate culture
– Relieves anxiety
– Signals that problems exist
• Problem
– Distortions might escalate anxiety
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Cross-Cultural Communication
• Assume differences until similarity is proved
• Emphasize description over interpretation
and evaluation
• Cultivate the art of being empathetic
• Treat your interpretation as a working
hypothesis
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Gender Communication
Differences
Men
Women
Report talk
Gives advice
quickly and directly
Rapport talk
Gives advice indirectly
and reluctantly
Language of
status, power and
independence
Language of
connection and
intimacy
Avoids asking for
information
Frequently asks for
information
Less sensitive to
nonverbal cues
More sensitive to
nonverbal cues
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Gender Differences
• Women
– Prefer conversation for rapport building
– Want empathy, not solutions
– Are more likely to compliment
– Emphasize politeness
– More conciliatory
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Gender Differences
• Men
– Talk as a means to preserve independence and
status by displaying knowledge and skill
– Work out problems on an individualized basis
– Are more directive in conversation
– Are more intimidating
– Call attention to their accomplishments
– Tend to dominate discussions during meetings
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Interpersonal Communication Styles
Communication
Style
Assertive
Nonverbal Behavior
Description
Pushing hard
without attacking;
permits others to
influence outcome;
expressive and selfenhancing without
intruding on others.
Pattern
Good eye contact;
Comfortable but
firm posture;
Strong, steady and
audible voice; Facial
expressions
matched to
message;
Appropriately
serious tone;
Selective
interruptions to
ensure
understanding.
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Verbal Behavior
Pattern
Direct and
unambiguous
language; No
attributions or
evaluations of
others’
behavior; Use of
“I” statements
and cooperative
“we”
statements.
Interpersonal Communication Styles
(continued)
Communication
Style
Aggressive
Nonverbal Behavior
Description
Taking advantage
of others;
Expressive and selfenhancing at
others’ expense.
Pattern
Glaring eye contact;
Moving or leaning
too close;
Threatening
gestures (pointing
finger; clenched
fist); Loud Voice;
Frequent
interruptions.
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Verbal Behavior
Pattern
Swear words
and abusive
language;
Attributions and
evaluations of
others’
behavior; Sexist
or racists terms;
Explicit threats
or put-downs.
Interpersonal Communication Styles
(continued)
Nonverbal Behavior
Communication
Style
Description
others
NonassertiveEncouraging
to take advantage
of us; Inhibited;
Self-denying.
Pattern
Little eye contact;
Downward glances;
Slumped postures;
Constantly shifting
weight; Wringing
hands; Weak or
whiny voice.
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Verbal Behavior
Pattern
Qualifiers
(“maybe,” “kind
of” ); Fillers
(“uh,” “you
know,” “well”);
Negaters (“it’s
really not that
important,” “I’m
not sure”).
E-Communication
• Internet/Intranet/Extranet
• Electronic Mail
• Videoconferencing
• Collaborative Computing
• Telecommuting
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Listening Styles
Results-style:
Interested in the
bottom line or result of a message.
Reasons-style:
Interested in
hearing the rationale behind a
message.
Process-style:
Likes to discuss
issues in detail.
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Managers Should Be
Active Listeners
• Make eye contact
• Paraphrase
• Avoid distractions
• Avoid interrupting
• Ask questions
• Don’t talk too much
• Exhibit appropriate
• Combine speaking and
expressions
listening
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Active Listening Process and Strategies
SENSING
• Postpone evaluation
• Avoid interruptions
• Maintain interest
ACTIVE
LISTENING
RESPONDING
EVALUATING
• Show interest
• Clarify the message
• Empathize
• Organize information
Gholipour A. 2006. Organizational Behavior. University of Tehran.
The Keys to Effective Listening
Keys to Effective Listening
The Bad Listener
The Good Listener
1. Capitalize on thought
speed
Tends to daydream
Stays with the speaker,
mentally summarizes the
speaker, weighs evidence, and
listens between the lines
2. Listen for ideas
Listens for facts
Listens for central or overall
ideas
3. Find an area of interest
Tunes out dry speakers or
subjects
Listens for any useful
information
4. Judge content, not
delivery
Tunes out dry monotone
speakers
Assesses content by listening
to entire message before
making judgments
5. Hold your fire
Gets too emotional or worked
Withholds judgment until
up by something said by the
comprehension is complete
speaker and enters into an
Gholipour A. 2006.
Organizational Behavior. University of Tehran.
argument
The Keys to Effective Listening (cont)
Keys to Effective Listening
The Bad Listener
The Good Listener
6. Work at listening
Does not expend energy on
listening
Gives the speaker full attention
7. Resist Distractions
Is easily distracted
Fights distractions and
concentrates on the speaker
8. Hear what is said
Shuts our or denies
unfavorable information
Listens to both favorable and
unfavorable information
9. Challenge yourself
Resists listening to
presentations of difficult
subject manner
Does not take notes or pay
attention to visual aids
Treats complex presentations
as exercises for the mind
10. Use handouts, overheads,
or other visual aids
Takes notes as required and
uses visual aids to enhance
understanding of the
Gholipour A. 2006. Organizational Behavior. University of
Tehran.
presentation
Barriers to Effective Communication
1.
2.
3.
4.
5.
Cultural;
Selective Perception;
Filtering;
Informational overload;
Semantic Barriers:Language, Jargon;
6. Defensiveness;
7. Gender.
Gholipour A. 2006. Organizational Behavior. University of Tehran.