Transcript Chapter 15: Communication

Communication
Organizational Effectiveness
Communications for Effective
Organizations
1.
2.
3.
Individual Employees must have effective interpersonal
communications to share ideas and information as well
as collaborate with others. Effective communication
consists of following appropriate problem solving
strategies to resolve conflicts. Effective listening and
supportive communication are often the keys to good
communication.
Communications networks and communications roles
can help or hinder the performance of the organization.
Managers need to assess the effectiveness of the
organization’s key communications networks to ensure
that employees are getting timely and appropriate
communications to complete their work.
Managers should foster a culture that encourages open
communications.
The Communication Process
Encoding
Process
Message
and
Channel
Decoding
Process
Intended
Message
Perceived
Message
Encoding
The source with information
To communicate
Feedback
= Noise
Decoding
The receiver who receives the
message and provides feedback
Interpersonal
Communications Model
Focal Person’s
Communication Style
1.
2.
3.
4.
5.
Careful transmission
Open and two-way
Frank
Careful listening
Informal
Internalized Effect
on Colleague
(determined by the
credibility of focal
person)
1.
2.
Trustworthy
Informative
Colleague Outcomes
1.
2.
3.
4.
Role clarity
Satisfaction with local
person
General job satisfaction
Work unit effectiveness
Source: Rudi Klauss and Bernard M. Bass, Interpersonal Communication in Organizations, (New York Academic Press,
1982), p. 69. Used by permission.
Eight Attributes of Supportive
Communication
1. Problem-Oriented, Not Person-Oriented
“How can we solve this problem?”
NOT
“Because of you there is a problem.”
2. Congruent, Not Incongruent
“Your behavior really upset me.”
NOT
“Do I seem upset? No, everything’s fine.”
3. Descriptive, Not Evaluative
“Here is what happened; here is my reaction; here is
what I suggest that would be more acceptable to me.”
NOT
“You are wrong for doing what you did.”
4. Validating, Not Invalidating
“I have some ideas, but do you have any suggestions?”
NOT
“You wouldn’t understand, so we’ll do it my way.”
5. Specific, Not Global
“You interrupted me three times during the meeting.”
NOT
“You’re always trying to get attention.”
6. Conjunctive, Not Disjunctive
“Relating to what you just said, I’d like to discuss this.”
NOT
“I want to discuss this (regardless of what you want to
discuss).”
7. Owned, Not Disowned
“I’ve decided to turn down your request because…”
NOT
“You have a pretty good idea, but they just wouldn’t
approve it.”
8. Supportive Listening, Not One-Way Listening
“What do you think are the obstacles standing in the way
of improvement?
NOT
“As I said before, you make too many mistakes. You’re
just not doing the job.”
Effective Communication
Responses



Probing
Reinterpretive
Reflective
Ineffective Communication
Responses




Evaluative
Confrontive/Forcing
Diverting
Pacifying
Communication Networks
Circle
Wheel
Chain
Y
All-Channel
Communication Roles
Gatekeepers
Individuals who
control the flow
of communication
through a
communication
channel
Communication Roles
Liaisons
Individuals who
connect two or
more groups
within an
organization
without belonging
to either group
Communication Roles
Opinion Leaders
Individuals who
informally
influence the
attitudes and
behaviors of other
group members
Communication Roles
Boundary Spanners
Individuals who
communicate with the
organization’s
environment