Transcript Chapter 15Managing Communication

Chapter 15
Managing
Communication
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MGMT7
15-1 explain the role that perception plays in
communication and communication problems
15-2 describe the communication process and the various
kinds of communication in organizations
15-3 explain how managers can manage one-on-one
communication effectively
15-4 describe how managers can manage organization-wide
communication effectively
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Perception
The process by which individuals attend
to, organize, interpret, and retain
information from their environments.
15-1
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Basic Perception Process
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15-1
Perception Problems
• Selective perception
• Closure
15-1
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Perceptions of Others
• Attribution theory: we all have a basic need to
understand and explain the causes of other
people’s behavior
– internal attribution
– external attribution
• Defensive bias
• Fundamental attribution theory
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15-1
Defensive Bias and Fundamental Attribution
Error
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15-1
Self-Perception
Self-serving bias
• The tendency to overestimate our value
by attributing success to ourselves and
failures to others or the environment
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15-1
The Interpersonal Communication Process
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15-2
Noise
Anything that interferes with the transmission
of the intended message.
•The sender isn’t sure what message to communicate.
•The message is not clearly encoded.
•The wrong communication channel is chosen.
•The message is not received or decoded properly.
•The receiver doesn’t have the experience or time to
understand the message.
15-2
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Formal Communication Channel
The system of official channels that carry
organizationally approved messages and
information.
Downward
communication
Upward
communication
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Horizontal
communication
15-2
Informal Communication Channel
The transmission of messages from
employee to employee outside of formal
communication channels.
15-2
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Grapevine Communication Networks
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15-2
Managing Grapevines
• Worst thing to do is withhold
information
• Keep employees informed about
possible changes and strategies
• Do not overlook the grapevine as a
tremendous source of information and
feedback
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15-2
Coaching
Communicating with someone for the
direct purpose of improving the person’s
on-the-job performance.
Mistakes managers make
•Waiting for a problem before coaching
•Waiting too long before talking to employee
about problem
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15-2
Counseling
Communicating with someone about
non-job-related issues.
•Managers should not be clinicians
•Discuss specific performance problems
•Listen if the employee shares personal
issues
•Recommend that employees call the
company’s Employee Assistance Program
(EAP)
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15-2
Nonverbal Communication
Any communication that doesn’t involve words;
almost always accompanies verbal
communication and may either support or
contradict it.
•Kinesics
•Paralanguage
15-2
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Communication Medium
The method used to deliver a message.
•Oral communication
•Written communication
15-3
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Oral Communication
• Managers generally prefer oral
communication over written because it
provides opportunity to ask questions.
• A rich communication medium
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15-3
Written Communication
• Well suited for delivering
straightforward messages and
information
• Email is fastest growing
communication form in
organizations because of
convenience and speed.
15-3
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Listening
• Most people are terrible listeners,
retaining only about 25% of what they
hear.
• About 45% of total communication time
is spent listening.
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15-3
Active Listening
Assuming half the responsibility for successful
communication by actively giving the speaker
nonjudgmental feedback that shows you’ve
accurately heard what he or she said.
•Clarify responses
•Paraphrase
•Summarize
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15-3
Clarifying, Paraphrasing, and Summarizing
Responses for Active Listeners
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15-3
Empathetic Listening
Understanding the speaker’s perspective
and personal frame of reference and giving
feedback that conveys that understanding
to the speaker.
•Show desire to understand
•Reflect the speaker’s emotions
15-3
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Giving Feedback
• Destructive feedback
• Constructive feedback
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15-3
Giving Constructive Feedback
• Immediate
• Specific
• Problem-oriented
15-3
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Improving Transmission
• Email
• Online discussion forums
• Televised/videotaped speeches and
meetings
• Voice messaging
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15-4
Establishing Collaborative Discussion Sites
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15-4
Organizational Silence
Withholding information about
organizational problems or issues.
Occurs when employees believe that
telling management about problems
won’t make a difference, or that they’ll
be punished.
15-4
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Improving Reception
• Company hotlines
• Survey feedback
• Frequent informal meetings
• Surprise visits
• Blogs
15-4
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Plant Fantasies
1.
2.
3.
<click screenshot for video>
Why would Teresa Carleo and
Steve Martucci favor face-toface communication over email
when dealing with customers?
Why would Carleo and Martucci
prefer to use electronic
communication methods for
certain types of communication
within the company?
In the video, Carleo says that
she worries that at times she
communicates too much. What
steps could she take to confirm
that her messages are being
heard and understood by
others?
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