Transcript 1.14 MB - Management, Second Canadian Edition

Management
Second Canadian Edition
Chuck Williams
Alex Z. Kondra
Conor Vibert
Slides Prepared by:
Kerry Rempel, Okanagan College
©2008 by Nelson, a division of Thomson Canada Limited
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Chapter 16
Managing Communication
©2008 by Nelson, a division of Thomson Canada Limited
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What Would You Do?
As the CEO of Proctor and Gamble, how
will you handle the following
communication challenges?

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Change the pattern of communication
throughout the company so that
employees feel comfortable talking with
top management again
Find out what others within and outside
the organization think
©2008 by Nelson, a division of Thomson Canada Limited
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Learning Objectives:
Communication
After reading the next two sections, you
should be able to:
1. explain the role that perception plays in
communication and communication
problems
2. describe the communication process and
the various kinds of communication in
organizations
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Perception and
Communication Problems
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Basic perception process
Perception problems
Perceptions of others
Self-perception
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Basic Perception Process
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Perception is the process by which individuals
attend to, organize, interpret, and retain
information about their environments
Perceptual filters
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how people experience stimuli
personality-, psychology-, or experienced-based
differences
affect each part of the perception process:

Attention, organization, interpretation, and retention
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Basic Perception Process
Exhibit 16.1
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Perception Problems
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Selective perception
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tendency to notice and accept information
consistent with our values and beliefs
ignore inconsistent information
Closure
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tendency to fill in the gaps when
information is missing
we assume that what we don’t know is
consistent with what we do know
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Perceptions of Others

Attribution theory
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we have a basic need to understand and
explain the causes of other people’s
behaviour
causes can be internal or external
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internal causes are voluntary or under the
individual’s control
external causes are involuntary and outside the
individual’s control
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Attribution Error
and Bias

Defensive bias
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tendency for people to perceive themselves
as personally and situationally similar to
someone who is in trouble
Fundamental attribution error

Tendency to ignore external causes of
behaviour and attribute behaviour to
internal causes
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Self-Perception


People generally want to maintain a
positive self-image and anything that
threatens that can create defensiveness
Self-serving bias

tendency of people to attribute success to
internal causes and failure to external
causes
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Kinds of
Communication


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The communication process
Formal communication channels
Informal communication channels
Coaching and counselling: One-on-one
communication
Nonverbal communication
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The Interpersonal
Communication Process
Exhibit 16.2
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Communication Process

Encoding
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Decoding
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Receiver translates the message
Feedback

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Putting a message into a form that can be
recognized and understood by the receiver
A return message to the sender that indicates the
receiver’s understanding
Noise

Anything that interferers with the transmission of
the intended message
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Noise
Noise occurs if:
1.
2.
3.
4.
5.
the sender isn’t sure about 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
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Meanings of the
Word “Fine”
Conduit Metaphor
1.
2.
3.
4.
5.
6.
If you exceed the 100-kph speed limit, you may have to pay a
fine (penalty)
Mario Lemieux turned in a fine performance (excellent)
The machine runs at a slow speed, because the tolerance is
fine (delicate)
The puzzle is difficult to put together because the pieces are
so fine (small)
Recent experiments have tried to produce drugs that are fine
(pure)
The pages of that antique book are extremely fine (flimsy)
Adapted from Exhibit 16.3
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Formal Communication
Channels
The system of official channels carrying
organizationally approved information

Downward communication
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Upward communication
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from higher to lower levels
from lower to higher levels
Horizontal communication
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among people at the same level
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Improving Formal
Communication
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Decrease reliance on downward
communication
Increase chances for upward
communication
Encourage greater use of horizontal
communication
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Informal Communication
Channels
Transmission of messages outside the
formal communication channels
 The “grapevine”
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arises out of informal networks
carries highly accurate information
information is interesting and timely
senders can seek feedback
accuracy can be verified
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Managing the Grapevine
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Don’t withhold information from it
Feed information to it to keep
employees informed
Use it as a source of information
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Coaching and Counselling:
One-on-One Communication
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Coaching

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communicating with someone
for the direct purpose of
improving the person’s
performance
Counselling

communicating with someone
about non-job-related issues
that may be affecting
performance
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Nonverbal
Communication
Any communication that doesn’t involve
words.

Kinesics
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movements of the body and face
Paralanguage

the pitch, rate, tone, volume, and speaking
pattern of one’s voice
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Learning Objectives:
Improving Communication
After reading the next two sections,
you should be able to:
3. explain how managers can manage
effective one-on-one communication
4. describe how managers can manage
effective organization-wide
communication
©2008 by Nelson, a division of Thomson Canada Limited
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Managing One-on-One
Communication
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Choosing the right communication
medium
Listening
Giving feedback
Improving cross-cultural communication
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Choosing the Right
Communication Medium
The method used to deliver an oral or written
message
 Oral communication
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spoken messages such as face-to-face and group
meetings and telephone calls
Not ideal when messages are simple
Written communication
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includes letters, e-mails and memos
Not ideal for ambiguous or emotionally laden
topics
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Listening
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Hearing versus listening
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Active listening
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Empathetic listening
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Becoming an
Active Listener
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Clarify responses
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Paraphrase responses
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ask speaker to explain confusing
statements
restate what has been said in your own
words
Summarize responses
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review the speaker’s main points
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Responses for Active
Listening
Exhibit 16.5
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Becoming an
Empathetic Listener
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Show your desire to understand
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listen first
talk about what’s important to the other
Reflecting feelings
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focus on the affective part of the message
demonstrates understanding
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Giving Feedback
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Destructive feedback
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disapproves without any intention of being
helpful and almost always causes a
negative or defensive reaction
Constructive feedback
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intended to be helpful, corrective, and/or
encouraging
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Making Feedback
Effective
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Provide immediate feedback
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Provide specific feedback
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don’t delay, give feedback while memories
are strong
focus on particular behaviours under the
person’s control
Provide problem-oriented feedback
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focus on behaviour not personality
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Improving Cross-Cultural
Communication
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Familiarize yourself with cultural work
norms
Know the address terms
Understand cultural attitudes toward
time
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Cross-Cultural Temporal
Concepts
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Appointment time
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Schedule time
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time when projects should be completed
Discussion time
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how punctual you must be
how much time should be spent in discussion with
others
Acquaintance time
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how much time you must spend with someone
before getting down to business
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Managing OrganizationWide Communication
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Improving transmission: getting the
message out
Improving reception: hearing what
others feel and think
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Improving Transmission:
Getting the Message Out
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E-mail
Online discussion forums
Televised/videotaped speeches and
conferences
Corporate talk shows
Broadcast voice-mail
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Establishing Online
Discussion Forums
1.
Perform a “knowledge” audit — identify intellectual
assets and spread that information throughout the
organization
2.
Create an online directory — detail workers’
expertise and make it available to all employees
3.
Set up discussion groups on the net — people can
collaborate on problem solving
4.
Reward information sharing — make sharing
knowledge part of performance ratings
Adapted from Exhibit 16.6
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Improving Reception: Hearing
What Others Feel and Think
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Organizational Silence
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Company hotlines
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Withholding information about organizational issues
people can call and leave anonymous comments
Survey feedback
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information gathered from questionnaires
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Informal meetings
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Surprise visits
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Blogs
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hear directly what people think
opportunity to talk with people who have little chance to talk with
upper management
Personal website that provides personal views
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What Really Happened?
The CEO and top management of P&G
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listened to what employees were telling them
held informal meetings
encouraged discussion
Resulted in an increase in stock price, profits,
and net earnings
©2008 by Nelson, a division of Thomson Canada Limited
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