Transcript McGraw-Hill/Irwin

Chapter 15
Managing
Communication
McGraw-Hill/Irwin
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved
Learning Objectives
Slide 2
After reading this chapter, you should be able to:
• Understand the communication process.
• Eliminate barriers that distort the meaning of
information.
• Recognize the basic patterns of organizational
communication.
• Understand how to organize and run effective
meetings.
• Master electronic forms of communication.
• Work with an organization’s informal
communication system.
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Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved
The Process of
Communication
Slide 3
• Communication is a process
that involves the transmission
of meaningful information from
one party to another through
the use of shared symbols.
• Communication is successful
when meaning is understood.
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Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved
The Process of
Communication (continued)
Slide 4
• Two forms of information are sent and
received in communication:
Facts – bits of information that can be
objectively measured or described.
Feelings – an individual’s emotional
responses to decisions made or actions
taken by other people.
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Skills for Managing
Communication
Slide 5
Assertive
Communication Skills
Presentation Skills
Listening Skills
Nonverbal
Communication Skills
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The Communication
Process
Communication
Channel
Slide 6
Noise
Sender
Receiver
(encodes message)
(decodes message)
Feedback
Noise
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Slide 7
The Communication Process:
Feedback
• Feedback allows the sender to clarify
the message if its true meaning is not
received.
Two-way Communications – communication
channels that provide for feedback.
One-way Communications – communication
channels that provide no opportunity for feedback.
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Slide 8
The Communication Process:
Barriers to Effective Communication
• Barriers can disrupt the accurate transmission of
information.
• These barriers take different forms:
 Sender barrier
 Encoding barrier
 Communication channel barrier
 Decoding barrier
 Receiver barrier
 Feedback barrier
 Noise barrier
 Perception barrier
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Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved
Patterns of Organizational
Communications
Slide 9
• Communications in organizations
can be complex.
• Possible barriers to communication
includes:
Differences in employee status and power
Diversity
Differences in interests
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Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved
Patterns of Organizational
Communications
Slide 10
Downward Communication
Upward Communication
Horizontal Communication
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Slide 11
Constructive Feedback
• Focus your feedback on specific behaviors that
were successful or that were unsuccessful.
• Keep personality traits out of your feedback by
focusing on what rather than who.
• Investigate whether the employee had control
over the results before giving feedback about
unsuccessful behaviors.
• Feedback should be given as soon as possible.
• Ensure privacy when giving feedback about
negative behaviors.
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Slide 12
Communication Channels
Ranked by Information Richness
Richest Channel
Physical
presence (faceto-face,
meetings)
Best for nonroutine,
ambiguous,
difficult messages
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Leanest Channel
Interactive
channels
(telephone,
electronic media,
voice mail, e-mail)
Personal static
channels (memos,
letters, reports
tailored to
receiver)
Impersonal static
channels (fliers,
bulletins,
generalized
reports)
Best for routine,
clear, simple
messages
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved
Managing Organizational
Communications
Face-to-Face
Communication
Written
Communication
McGraw-Hill/Irwin
Slide 13
Electronic
Communication
Informal
Communication
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved
Steps you can take to make
meetings more productive
•
•
•
•
•
•
•
Slide 14
Ask yourself if it’s important even to schedule a
meeting.
Schedule the meeting for an appropriate place.
Create an agenda for the meeting and distribute it
ahead of time.
Establish rules for participation
Follow the agenda’s time limits for each topic.
Leave some open time for topics not on the
agenda.
End the meeting with a plan of action.
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Slide 15
Informal Communication
• Also called the grapevine – informal communication that
takes place at the workplace.
can be about promotions and other personnel
decisions
can be about company events (new products,
downsizing)
must be managed so that negative rumors do not
hurt morale
• Management by Wandering Around (MBWA) –
dropping in unannounced for spontaneous conversations
builds levels of trust
stops harmful rumors
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Assertive
Communication Skills
Slide 16
• Assertive communication skills —communicate in ways that
meet one’s own needs while at the same time respecting the
needs and rights of others
• Several less effective styles people tend to use because
they are indirect or not mindful of needs:
 Passive communication – an individual does not let others
know directly what he or she wants or needs.
 Aggressive communication – a forceful approach that
expresses dominance or anger.
 Passive-aggressive communication – avoids giving direct
responses but rather tries to “get even” with others.
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Slide 17
Presentation Skills
Basic Guidelines
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Prepare objectives
Organize the presentation
Structure the presentation
Tailor the presentation
Establish credibility
Speak in a responsive and conversational style
Use visual aids
Practice presentation skills
Restate key ideas
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Nonverbal
Communication Skills
Slide 18
• Nonverbal communication is sending and
decoding messages with emotional content.
• Dimensions of nonverbal communication:
 Body movements and gestures
 Eye contact
 Touch
 Facial expressions
 Physical distance
 Tone of voice
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Slide 19
Listening Skills
• Help create understanding between both
parties
• Are an active rather than passive activity
• Use of nonverbal indicators, like eye
contact, tone of voice, or touch
• Are an invaluable skill for managers
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Guidelines for Active Listening
• Do create a supportive
atmosphere.
• Do listen for feelings as
well as words.
• Do note cues.
• Do occasionally test for
understanding.
• Do demonstrate acceptance and understanding.
• Do ask exploratory, openended questions.
McGraw-Hill/Irwin
Slide 20
• Don’t try to change the
other’s views.
• Don’t solve the problem for
the speaker.
• Don’t give advice.
• Don’t pass judgment.
• Don’t explain or interpret
others’ behavior.
• Don’t give false
reassurances.
• Don’t attack if the speaker
is hostile.
• Don’t ask “why” the
feelings.
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved
Slide 21
Applications of Management
Perspectives—For the Manager
• Use your listening skills when dealing with
an employee who has an issue that is
emotional in nature.
• Try to understand the issue from the
employee’s perspective.
• If it is necessary to give negative feedback,
make sure that the behavior being criticized
is one the employee is able to control.
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Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved