Transcript Chapter 2
Chapter 2 Focusing on Interpersonal and Group Communication Lecture and Resource Slides BCOM 3e, Lehman & DuFrene © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives 1. Explain how behavioral theories about human needs, trust and disclosure, and motivation relate to business communication. 2. Describe the role of nonverbal messages in communication. 3. Identify aspects of effective listening. 4. Identify factors affecting group and team communication. 5. Discuss aspects of effective meeting management. Learning Objective 1 Explain how behavioral theories about human needs, trust and disclosure, and motivation relate to business communication. Behavioral Theories Impact Communication Maslow’s Hierarchy of Needs Stroking McGregor’s Theory X and Y Johari Window Hersey and Blanchard’s Situational Leadership Model © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Maslow’s Hierarchy of Needs Selfactualizing needs Ego needs Social needs Security and safety needs Physiological needs © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Johari Window: Trust Leads to Reciprocal Sharing © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. McGregor’s Management Styles Theory X • Workers inherently dislike work _______ narrowly • Talent is _________ distributed among only a few • Workers will do as ______ little _____ work as they are required to do Theory Y • Workers like challenging ___________ work widely • Talent is _______ distributed throughout the workforce • Workers can be motivated independently to work _______________ © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Hersey and Blanchard’s Situational Leadership Model Directive behavior • Detailed rules and instructions with close monitoring vs. Supportive behavior • Listening, communicating, recognizing, and encouraging Leadership style must be appropriate for follower and task being performed. © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Development and Small Group Effectiveness • Recognizes that group members need mutual trust • Involves emotional and task-oriented communication • Uses encounter sessions to promote open communication What behavioral/management theory fits with organizational development? © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objective 2 Describe the role of nonverbal messages in communication. Nonverbal Communication Adds Meaning Metacommunication • Not expressed in words but accompanies a verbal message Visual • All types of body movements (gestures, eye contact, and facial expressions) Vocal • Tone, projection, and emphasis © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Metacommunication Message Sent Message Implied by Senders Message Inferred by Receivers “Be on time.” “An early start is the best one.” OR “You are often late.” “She thinks I’m always late.” “Take more time with your work.” I want to help you improve” or “We can’t afford any more foul-ups.” “He thinks I’m careless, and this comment is a warning.” “This work is better.” “Good solid revisions.” OR “Your work finally shows promise.” “Was my previous work bad?” © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Kinesic Communication Visual Vocal • Gestures, winks, smiles, frowns, sighs, attire, grooming, and other body movements • Intonation, projection, and resonance © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Kinesic Messages Action Possible Message Wink or light chuckle after statement “Don’t believe what I just said.” A supervisor lightly puts his arm around an employee’s shoulders “Everything is fine. Let me help you.” OR sexual harassment A job applicant submits a résumé with errors ““My spelling and grammar skills are deficient.” OR “I don’t care to do my best.” A group leader does not sit at the head of the table “I want to demonstrate my equality with other members.” © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Nonverbal Messages • Cannot be avoided _______ people and cultures • Vary between ______ • May be ____________ contradictory or unintentional, _________or harmful beneficial • May be __________ intentional and receive more attention than the verbal message © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objective 3 Identify aspects of effective listening. Effective Listeners . . . • Minimize distractions • Get in touch with the speaker • Show active involvement; do not interrupt • Ask reflective questions • Send probing prompts to the speaker • Use lag time wisely © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Bad Listening Habits • Faking attention • Allowing disruptions • Overlistening • Stereotyping • Dismissing subjects as uninteresting • Failing to observe nonverbal aids © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objective 4 Identify factors affecting group and team communication. Communication in Flat Organizations • __________ Horizontal communication is more important than _______ vertical communication • Much communication involves __________ meetings with team face-to-face members rather than impersonal “hand-offs” • Communication is _____ open and more frequent _______ © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Characteristics of Effective Groups Common goals Size Role perception Longevity Status Group norms Leadership © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Group Roles Negative • Isolate • Dominator • Free rider • Detractor • Digresser • Airhead • Socializer Positive • Facilitator • Harmonizer • Record keeper • Reporter • Leader © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Types of Teams Task Force • Achieve a single goal in limited time Quality assurance • Focus on product or service quality team (quality circle) Cross-functional team Product development • Join employees from various departments to solve problems • Focus on the development cycle of new products © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stages of Team Development © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Team Behaviors Commitment mission values, goals, and • Focus on _______, expectations Cooperation purpose • Share a sense of ________ Communication • Know that information ___________must flow smoothly Contribution skills • Expect all members to share _____ abilities and ________with the team © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objective 5 Discuss aspects of effective meeting management. Face-to-Face Meetings Advantages Disadvantages • Provide rich, nonverbal cues • Are preferred when dealing with sensitive issues • Are beneficial for rapport • Pose logistical issues of time, place, and schedules • May be dominated by aggressive and highstatus members © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Electronic Meetings Advantages • Assist with geographically scattered groups • Speed up meeting follow-up activities • Place all participants on a more even level Disadvantages • Cannot replace faceto-face contact for some meetings • Can make consensus harder to reach • Are dependent upon keyboarding skills © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Suggestions for Effective Meetings • • • • • • • Limit meeting ______and _________ frequency length Make ___________ satisfactory arrangements Distribute _______ agenda in advance Encourage ___________ participation Maintain _____ order Manage _______and seek consensus conflict Prepare thorough _______ minutes © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.