Transcript Document

Chapter 11
Communicating for Results
PowerPoint Presentation by Charlie Cook
Copyright © 2003 South-Western/Thomson Learning. All rights reserved.
Learning Outcomes
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11–2
Learning Outcomes (cont’d)
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11–3
Organizational Communication
• Vertical Communication
–The flow of information both downward and
upward through the organizational chain of
command.
• Horizontal Communication
–The flow of information between colleagues and
peers.
• Grapevine
–The flow of information in any direction
throughout the organization.
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11–4
Organizational Communication:
Formal Communication
Exhibit 11–1a
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11–5
Organizational Communication:
Informal Communication
Exhibit 11–1b
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11–6
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11–7
The Communication Process
Exhibit 11–2
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11–8
The Communication Process
• Encoding
–The sender’s process of putting the message into
a form that the receiver will understand.
• Communication Channels
–The three primary channels are oral, nonverbal,
and written.
• Decoding
–The receiver’s process of translating the message
into a meaningful form.
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11–9
Major Communication Barriers
Exhibit 11–3
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11–10
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11–11
Message Transmission Channels
Exhibit –4
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11–12
Oral Communications
• Advantages
• Disadvantages
–Easier
–Faster
–Encourages feedback
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–Less accurate
–Leaves no permanent
record
11–13
Nonverbal Communications
• Nonverbal Communication
–Includes messages sent without words.
–Setting (physical surroundings)
–Body language
• Facial expressions
• Vocal quality (how said, not what said)
• Gestures
• Posture
–Disadvantage
• Can be misinterpreted by receiver.
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11–14
Written Communications
• Advantages
• Disadvantages
–More accurate
–Provides a permanent
record
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–Takes longer
–Hinders feedback
11–15
Selecting the Message
Transmission Channel
• Media Richness
–The amount of information and meaning conveyed
through a channel.
• Oral channels (e.g., face-to-face) are the richest
channels, useful for sending difficult and unusual
messages.
• Written channels are less rich, useful for simple and
routine messages.
• Combined channels are best used for important
messages that must be attended to.
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11–16
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11–17
Sending Messages
• Planning the Message
–What is the goal of the message?
–Who should receive the message?
–How should the message be sent?
–When should the message be sent?
–Where should the message be sent?
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11–18
The Face-to-Face Message-Sending Process
1. Develop rapport.
2. State your communication
objective.
3. Transmit your message.
4. Check receiver’s
understanding.
5. Get a commitment and
follow up.
Model 11–1
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11–19
Checking Understanding: Feedback
• Feedback
–The process of verifying messages.
• Paraphrasing
–The process of having the receiver restate the
message in his or her own words.
• Feedback Problems
–Receivers feel ignorant.
–Receivers are ignorant.
–Receivers are reluctant to point out sender’s
ignorance.
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11–20
Checking Understanding: Feedback
• How to Get Feedback
–Be open to feedback
• There are no dumb questions.
–Be aware of nonverbal communication
• Make sure your nonverbal communication encourages
feedback.
–Ask questions
• Don’t take action before checking on message.
–Use paraphrasing
• Check the receiver’s interpretation of your message.
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11–21
The Message-Receiving Process
Exhibit 11–5
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11–22
Response Styles
Exhibit 11–6
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11–23
Response Styles
• Advising
–Providing evaluation,
personal opinion,
direction, or
instructions.
• Diverting
• Reassuring
–Responding to reduce
the intensity of
emotions.
• Reflecting
–Switching the focus of
the communication.
• Probing
–Paraphrasing the
message to indicate
acceptance and
understanding.
–Asking the sender for
more information.
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11–24
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11–25
Calming an Emotional Person
• Empathic Listening
–The ability to understand and relate to another’s
situation and feelings.
• Dealing with Emotional People
–Don’t make statements putting the person down.
–Do make reflective empathic responses.
–Paraphrase feelings.
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11–26