Transcript Chap_014

Communicating in
the Digital Age
Supplemental
Slides
Chapter 14
McGraw-Hill/Irwin
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
Ch. 14 Learning Objectives
1. Describe the perceptual process model of
communication.
2. Describe the barriers to effective communication.
3. Contrast the communication styles of assertiveness,
aggressiveness, and nonassertiveness.
4. Discuss the primary sources of both nonverbal
communication and listener comprehension.
5. Review the five dominant listening styles and 10
keys to effective listening.
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Ch. 14 Learning Objectives
6. Describe the communication differences between men
and women, and explain the source of these differences.
7. Discuss the formal and informal communication
channels.
8. Explain the contingency approach to media selection.
9. Describe the Internet Generation and discuss the pros and
cons of teleworking.
10. Specify practical tips for more effective e-mail and cell
phone etiquette.
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Your Experience
What are the goals of work-related
communication?
How do you know effective
communication took place?
What indications does the
communication sender have that the
message is not understood?
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A Perceptual Model of Communication
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Process Barriers to Effective
Communication
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Personal Barriers to Effective
Communication
1)
2)
3)
4)
5)
6)
7)
8)
9)
Variable skills in communicating
effectively
Variations in how information is
processed and interpreted
Variations in personal trust
Stereotypes and prejudices
Big egos
Poor listening skills
Natural tendency to evaluate other’s
messages
Inability to listen with understanding
Nonverbal communication
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Other Barriers to Effective
Communication
Physical barriers the
distance between
employees can interfere
with effective
communication
Semantic barriers
encoding and decoding
errors—involve transmitting
and receiving words and
symbols—fueled by the use
of jargon and unnecessary
words
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Test Your Knowledge
A computer sales person relies on
technical jargon to explain aspects of a
computer system to his non-technical
customer. Which type of barrier exists?
a. Semantic barrier
b. Physical barrier
c. Medium barrier
d. Feedback barrier
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Communication Styles
Communication
Style
Assertive
Description
Pushing hard
without
attacking;
permits others
to influence
outcome:
expressive and
self-enhancing
without
intruding on
others
Nonverbal
Behavior Pattern
Verbal Behavior
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
 Direct and
unambiguous
language
 No attributions
or evaluations of
other’s behavior
 Use of “I”
statements and
cooperative
“we” statements
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Communication Styles
Communication
Style
Aggressive
Description
Taking
advantage of
others;
expressive
and selfenhancing at
others’
expense
Nonverbal
Behavior Pattern
Verbal Behavior
Pattern
 Glaring eye
contact
 Moving or
leaning too
close
 Threatening
gestures
 Loud voice
 Frequent
interruptions
 Swear words
and abusive
language
 Attributions
and
evaluations of
others’
behavior
 Sexist or
racist terms
 Explicit
threats or
put-downs 14-11
Communication Styles
Communication
Style
Nonassertive
Description
Nonverbal
Behavior Pattern
 Little eye
Encouraging
contact
others to take
advantage of  Downward
glances
us; inhibited;
 Slumped
self-denying
posture
 Constantly
shifting
weight
 Wringing
hands
 Weak or whiny
voice
Verbal Behavior
Pattern
 Qualifiers
 Fillers
 Negaters
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Nonverbal Communication
Nonverbal
Communication
messages sent outside of
written or spoken word
• Experts estimate 65 to
90% of every
conversation is
nonverbal
What are examples of
nonverbal
communication?
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Test Your Knowledge
During a job interview, Charlie, the
interviewer stared intently at the candidate
while he talked, constantly nodded his head to
show understanding, and leaned over the
table towards the candidate. Charlie’s
nonverbal communication is:
a. Effective, he did all the right things
b. Over the top, he would make me uncomfortable
c. Pretty good, he just shouldn’t have leaned over
the table
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Active Listening
Five Dominant Styles
Appreciative
Empathetic
Comprehensive
Discerning
Evaluative
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Keys to Effective Listening
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
Capitalize on thought speed
Listen for ideas
Find an area of interest
Judge content, not delivery
Hold your fire
Work at listening
Resist distractions
Hear what is said
Challenge yourself
Use handouts, overheads, or
other visual aids
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Gender Differences in Communication
1) Men are less likely to ask for information or directions
2) In decision making, women are more likely to
downplay their certainty; men are more likely to
downplay their doubts
3) Women apologize even when they have done nothing
wrong. Men avoid apologies as signs of weakness or
concession
4) Women accept blame as a way of smoothing
awkward situations. Men ignore blame and place it
elsewhere
5) Women temper criticism with positive buffers. Men
give criticism directly
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Gender Differences in Communication
Women insert unnecessary and unwarranted “thankyou’s” in conversations. Men avoid thanks altogether
7) Women ask “What do you think?” to build consensus.
Men perceive that question as a sign of incompetence
and lack of confidence
8) Women give directions in indirect ways
9) Men usurp (take) ideas stated by women and claim them
as their own. Women allow this process to take place
without protest
10) Women use softer voice volume to encourage persuasion
and approval. Men use louder voice volume to attract
attention and maintain control
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6)
Formal Communication Channels
Follow the chain of command or organizational
structure
Vertical – up and down the organization
Horizontal - communicating within and between
work units
External – communicating with others outside the
organization
What are examples of vertical, horizontal and
external communication?
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Grapevine Patterns
E
K
H
Y
G
F
D
C
E
D
C
I
B
G
F
B
B
C
H
I
K
Gossip—one tells all
A
Single strand—each tells
one other
D
J
J
J
A
X
B
A
Probability—each
randomly tells
others
Cluster—some tell
selected others;
most typical
I
D
C
F
A
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Informal Communication Channels
Grapevine - unofficial communication system of
informal organization and encompasses all types of
communication media
• Moles
• Liaisons
Management by Walking Around
• Managers literally walk around an talk to people across
lines of authority
• How would this work in a virtual working
environment?
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Test Your Knowledge
True (A) or False (B)?
1. The Grapevine is only 30% accurate
2. The grapevine moves a lot faster than formal
communication channels.
3. Organizational moles use the grapevine to
their personal advantage.
4. Managers should try to control or stop the
grapevine because of it’s negative impact on
the organization.
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Contingency Model for Selecting
Communication Media
Richness of Communication Medium
Rich
Overload zone
Face-to-face
Interactive media
Personal
static media
Oversimplification zone
Impersonal
static media
Lean
Low
Complexity of Problem/Situation
High
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Protecting Against Security and
Privacy Breaches on the Internet
Pick strong passwords
Use different passwords
Don’t reveal sensitive information
Don’t share files on services like Google Docs
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Protecting Against Security and
Privacy Breaches on the Internet
Keep data whose disclosure would create a
legal liability on personal storage devices
Avoid file-sharing services
Apply the latest security updates
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Internet Generation Norms
Freedom
Customization
Scrutiny
Integrity
Collaboration
Entertainment
Speed
Innovation
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Telecommuting
Problems
Benefits
Work-life
balance
Green
Isolation
Employer
attractiveness
Career
implications
Productivity
gains
Takes selfdiscipline
Reduced
capital costs
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Managing Email
Don’t assume e-mail is confidential
Be professional and courteous
Avoid sloppiness
Don’t use e-mail for volatile or complex issues
Keep messages brief and clear
Save people time
Be careful with attachments
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Cell Phone Etiquette
Thou Shalt Not
Forget to
Subject
turn cell
Set
others to
phone off
ringer to
cell phone annoying during
public
convertones
perforsations
mances
Dial
while
driving
Speak
louder
on cell
phone
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Communicating in
the Digital Age
Supplemental
Slides
Chapter 14
Video Cases
A Week Without Technology: Could You Do Without?
Email Etiquette
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Management in the Movies
The Terminal: “Crack in the System”
In this scene, Frank Dixon (Stanley Tucci), the director
of customs, is explaining the circumstances of the
situation to Viktor.
Questions
• Is there communication between Viktor and Frank? Why
or why not?
• What are some barriers to communication?
• How well was Frank using active listening?
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Tips for Handling Hyper-Speed
Managers
Reduce distractions – meet in a conference
room
Always move forward – speak in results and
action-oriented ways
Speak in headlines, not paragraphs
Support headlines with clear, concise
statements
Ask specific questions
Use agendas
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Source: HR Magazine, April 2007, Ellen Nichols, Hyper-Speed Managers
Are You on Hyper-Speed?
Get up and move around – exercise feeds the
brain
Ask yourself why you’re rushing – everything
is not urgent
Talk about it – discuss hyperspeed behaviors
openly
Plan for hyperspeed – make time to refocus or
regain a sense of control
Source: HR Magazine, April 2007, Ellen Nichols, Hyper-Speed Managers
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Texting Etiquette
When with someone, ask
permission to check or send texts
Set rules with family and friends
Don’t text anything you would
not want sent to someone else
Follow school or workplace rules
for cell phone usage
Don’t text about sex
Don’t text anything sarcastic
Don’t text anything negative or
critical
Source: Text-Messaging etiquette? 4getit, Arizona Republic, 12/12/06, p. A1, A4
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International Blogging Study
50
45
40
% of
35
30
Respondents
25
Total
Influencer
20
15
10
5
0
Japan
S Korea
UK
France
US
Source: Edelman International Blogging Study: Japan; Conducted by StrategyOne, March 2007
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International Blogging Study
What does this study
suggest about the difference
across cultures?
What are the pros and cons
of using information from
blogs to initiate or spur
people into action?
Source: Edelman International Blogging Study: Japan; Conducted by StrategyOne, March 2007
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Manager’s Hot Seat Video: Yea
Whatever…
1.
During their initial meeting, what “noise” was
present that hindered Miguel and Pilar’s ability
to communicate successfully?
 1. Miguel’s response [to Jezebel’s concern about
the budget] is:
A. Appropriate
B. Missing the point
C. Disrespectful
 2. The trouble spot is:
A.
B.
C.
Miguel’s distracted
Pilar’s too passive
A misunderstanding
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Video Case: Yea Whatever… (cont.)
1. What aspects of active listening did
Miguel demonstrate (or fail to)?
2. What could Pilar have done to get
Miguel’s full attention in the initial
meeting?
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Video Case: Yea Whatever… (cont.)
3. Miguel is not cooperating. Pilar should:
A. Be forceful
B. Reiterate problem
C. Fire him
4. The [initial] meeting has been:
A. A success
B. A failure
C. A bit productive
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Video Case: Yea Whatever… (cont.)
5.
6.
How did Miguel’s behavior change in the second
meeting? What indicators were there that he
was listening?
Why is this [second] meeting different?
A. Pilar’s aggressive
B. Miguel’s afraid
C. Better communication
7.
Miguel’s behavior:
A. Remains poor
B. Improved
C. Is motivated
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Off-Duty Blogging
You have three employees….
•Greg blogs about his company’s employment
practices
•Sue blogs about sexually fantasies
•Diane blogs about her strong political views
All three are excellent employees… your CEO
says you need to fire each of them. Do you?
Can you legally?
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Sources of Distortion in Upward
Communication
Situational Antecedents
Pattern of Distortion in
Upward Communication
1)
Supervisor’s upward
influence
Low
High
1)
Increased distortion
because employees
send more favorable
information and
withhold useful
information
2)
Supervisor’s power
Low
High
2)
Increased distortion
because employees
screen out
information
detrimental to their
welfare
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Sources of Distortion in Upward
Communication
Situational Antecedents
3)
4)
Subordinate’s
aspiration for upward
mobility
Subordinate’s trust in
the supervisor
Pattern of Distortion in
Upward Communication
Low
High
Low
High
3)
Less accuracy
because employees
tend to pass along
information that helps
their cause
4)
Considerable
distortion because
employees do not
pass up all
information they
receive
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Overwhelmed by SPAM
4
3.5
3
2.5
2
1.5
1
0.5
0
April
'01
SPAM attacks in the
millions
March
'02
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One in Four SPAM attacks is Money-Related
Financial
25%
Products
19%
Other
29%
Health
4%
Sex
6%
Spiritual
17%
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Employers Checking the
use of:
Big Brother is Watching Your E-mail
E-Mail
2001
2000
The Internet
0%
20%
40%
60%
80%
14-47
Sales of Software Monitoring Employee
Performance is Growing
Employee Monitoring Software Market
2001
2005*
$100 Million
$2 Billion
*Estimate
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Speakerphone Etiquette
Don’t shake anything that
might make any noise
Don’t shuffle or crumple
paper, eat crunchy food, or
pop chewing gum
Don’t type while you’re
talking or start lengthy
print jobs
Don’t drum your fingers on
the desk or phone
If you need to pick up the
handset, do it gently
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Speakerphone Etiquette Cont.
Don’t get up and walk around
the room while you’re talking
Don’t shout
If the person on the other end
asks you to pick up the
handset to speak privately do
it, or make arrangements to
talk about sensitive material
in another call
Don’t engage in side
conversations
If there are others in the
office, let the person you are
speaking to know and
introduce everyone
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E-mail Guidelines
1)
2)
3)
4)
Don’t use your in-box as a catchall folder
Agree on company acronyms for subject lines
Send group mail sparingly
Ask to be removed from distribution lists you
do not need to be on
5) Use the “out of office” feature and voice
messaging to alert people when you are
traveling
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E-mail Guidelines Cont.
6) Before sending an attachment in a particular
format, make sure the recipient can open it
7) Avoid sending attachments and graphics to
people on the road unless absolutely
necessary
8) Be specific and helpful
9) Collect what you have to say in one e-mail
rather than send out one message per
thought
10) Respond to your messages as quickly as
possible, preferably by the end of the day
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E-mail Do’s and Don’ts
1) Use e-mail to prepare a group of
people for a meeting
2) Use e-mail to set up meetings
3) E-mail is great for recapping
spoken conversations
4) Do transmit regularly scheduled
news feeds, reports, etc.
5) Do use e-mail to distribute exactly
the same information to multiple
recipients
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E-mail Do’s and Don’ts Cont.
6. If you’re seized by a fit of
creativity in the middle of the
night, read your messages
again the next morning
before sending them—your
ideas might look different in
the light of day
7. Remember the rules of
spelling and grammar
8. Include a greeting and/or
closing
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E-mail Do’s and Don’ts Cont.
9) Don’t forward a long chain of
emails without changing the
original subject line
10)Don’t e-mail someone who
sits across the aisle from you
11)While everyone loves a good
joke, the novelty has worn off
most Internet “humor”
14-55
E-mail Do’s and Don’ts Cont.
12) The same goes for
exhortations to save the
rainforest, warnings about
new kinds of corporate
scams, computer viruses,
etc.
13) Avoid chain letters
14) Don’t use e-mail to yell at
a colleague—don’t copy
others on the message
15) Never write something in
an e-mail that you
wouldn’t want published in
the newspaper
14-56
Traits to Look for When Hiring Virtual
Workers
Values or Mission
Based?
Multiple
Communication Skills
Decision-making
confidence
Tech Savvy
14-57
Tips for Hiring Virtual Workers
Never hire a virtual
worker you haven’t
met
Set expectations
Make hiring the
person an occasion
Start the employee
off busy
Find the employee a
mentor
14-58
Getting Virtual Workers to Do Their Jobs
Give them guidelines for setting
up their home offices
Train them to take advantage of
outsourced company services
Clearly define job description
Provide training services for email to voicemail
Set limits on how much work
should be completed in one day
Make an effort to connect with
your employees at least twice a
week
14-59
Conclusion
Questions for discussion
14-60