Transcript Chapter 8

Chapter 8
Organizational Behavior:
Foundations, Realities, & Challenges
Nelson & Quick, 5th edition
Communication
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Communication
Communication – the evoking of a shared
or common meaning in another person
Interpersonal Communication –
communication between two or more
people in an organization
Communicator – the person originating the
message
Receiver – the person receiving a message
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Perceptual Screen – a window through
which we interact with people that
influences the quality, accuracy, and
clarity of the communication
Communication
Message – the thoughts and feelings that the
communicator is attempting to elicit in the
receiver
Feedback Loop – the pathway that completes
two-way communication
Language – the words, their pronunciation,
and the methods of combining them used
and understood by a group of people
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Communication
Data – uninterpreted and unanalyzed facts
Information – data that have been
interpreted, analyzed, & and have
meaning to some user
Richness – the ability of a medium or
channel to elicit or evoke meaning in the
receiver
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Basic Interpersonal
Communication Model
Communicator
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Message
• Context
• Affect
Perceptual screens
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Receiver
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Event
X
Perceptual screens
Influence message quality, accuracy, clarity
Include age, gender, values, beliefs, culture,
experiences, needs
Communication Media:
Information Richness
& Data Capacity
Medium
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Face-to-face
discussion
Telephone
Electronic mail
Individualized letter
Personalized note or
memo
Formal written
report
Flyer or bulletin
Formal numeric
report
Information
Richness
Data Capacity
Highest
Lowest
High
Moderate
Moderate
Low
Moderate
Moderate
Moderate
Moderate
Low
High
Low
High
Lowest
Highest
SOURCE: E. A. Gerloff in Research in Organizational Behavior 6 1984: 191-233. “Information Richness: A New Approach to Managerial Behavior and
Organizational Design” by Richard L. Dalt and R. H. Lengel. Reprinted by permission of JAI Press Inc.
Reflective Listening
Reflective Listening – the skill of listening
carefully to another person and repeating
back to the speaker the heard message to
correct any inaccuracies or
misunderstandings
This complex
process needs
to be divided to
be understood
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What I heard you
say was we will
understand the
process better if we
break it into steps
Reflective Listening
• Emphasizes receiver’s role
• Helps the receiver and
communicator clearly and fully
understand the message sent
• Useful in problem solving
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Reflective Listening
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Reflective listening emphasizes
• the personal elements of the
communication process
• the feelings communicated in the
message
• responding to the communicator, not
leading the communicator
• the role or receiver or audience
• understanding people by reducing
perceptual distortions and interpersonal
barriers
One-way vs. Two-way
Communication
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One-Way
Communication – a
person sends a
message to another
person and no
questions, feedback,
or interaction follow
• Good for giving
simple directions
• Fast but often less
accurate than twoway communication
Two-Way
Communication – the
communicator and
receiver interact
• Good for problem
solving
Barriers to Communication
Communication
Barriers –
factors that block
or significantly
distort successful
communication
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• Physical separation
• Status differences
• Gender differences
• Cultural diversity
• Language
Gateways to Communication
Communication Gateways – factors that
are antidotes to communication problems
• Physical separation gateways
– Periodic face-to-face interactions
– Regular meetings for interrelated units
• Status differences gateways
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– Effective supervisory skills
– Feelings of security for employees
– Informational technology communication
methods
Gateways to Communication
• Gender differences gateways
– Awareness of gender-specific
differences in communication
• Cultural diversity gateways
– Increased awareness and sensitivity
• Language gateways
– Simple, direct, declarative language
– Use brief sentences
– Speak in the language of the listener
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– Avoid jargon or technical language
Defensive Communication
Defensive Communication – communication
that can be aggressive, attacking and angry,
or passive and withdrawing
Leads to
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injured feelings
communication breakdowns
alienation
retaliatory behaviors
nonproductive efforts
problem solving failures
Nondefensive Communication
Nondefensive Communication –
communication that is assertive, direct,
and powerful
Provides
– basis for defense when attacked
– restores order, balance, and effectiveness
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Two Defensiveness Patterns
Subordinate Defensiveness
– characterized by passive,
submissive, withdrawing
behavior
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Dominant Defensiveness –
characterized by active,
aggressive, attacking behavior
Defensive Tactics
Boss
Defensive Tactic
Example
Power Play
“Finish this report by
month’s end or lose your
promotion.”
Put-Down
“A capable manager would
already be done with this
report.”
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Labeling
“You must be a slow learner.
Your report is still not
done?”
Raising Doubts
“How can I trust you, Chris,
if you can’t finish an easy
report?”
Defensive Tactics
Employee
Defensive
Tactic
Misleading
Information
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Example
“Morgan has not gone over
with me the information I need
for the report.” [Morgan left
Chris with a copy of the report.]
Scapegoating “Morgan did not give me input
until just today.”
Hostile Jokes “You can’t be serious! The
report isn’t that important.”
Deception
“I gave it to the secretary. Did
she lose it?”
Nondefensive
Communication:
A Powerful Tool
• Speaker seen as centered,
assertive, controlled, informative,
realistic, and honest
• Speaker exhibits self-control and
self possession
• Enhances relationship building
• Listener feels accepted rather than
rejected
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Nonverbal Communication
Nonverbal Communication – all elements
of communication that do not involve
words
Four basic types
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– Proxemics – an individual’s perception and
use of space
– Kinesics – study of body movements,
including posture
– Facial and Eye Behavior – movements that
add cues for the receiver
– Paralanguage – variations in speech, such
as pitch, loudness, tempo, tone, duration,
laughing, and crying
Proxemics:
Territorial Space
Territorial Space – bands of space
extending outward from the body; territorial
space differs from culture to culture
a = intimate <1.5’
b = personal 1.5-4’
c = social 4-12’
d = public >12’
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a
b
c
d
Proxemics:
Seating Dynamics
Seating Dynamics – seating people in
certain positions according to the person’s
purpose in communication
X
X O
Cooperation
X
Competition
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O
O
Communication
O X O
NonCommunication
Paralanguage
Variations in speech send messages
What message is sent by
– High-pitched, breathy voice
– Rapid, loud speech
– Interruptions
– Tongue clucking
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Examples of
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Decoding Nonverbal Cues
Kinesics and Facial and Eye Behavior
He’s
unapproachable!
Boss fails to acknowledge
employee’s greeting
I wonder what
he’s hiding?
No eye contact
while
communicating
He’s angry! I’ll
stay out of
his way!
Boss breathes
heavily and
waves arms
My opinion
doesn’t count
Manager sighs deeply
SOURCE: Adapted from “Steps to Better Listening” by C. Hamilton and B. H. Kleiner. Copyright © February 1987. Reprinted with permission, Personnel Journal, all rights reserved.
Information Communication
Technology (ICT)
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Informational databases
Electronic mail systems
Voice mail systems
Fax machine systems
Cellular phone systems
Characteristics of ICT
• Instant exchange of information
across geographic boundaries and
time zones
• Schedules and office hours
become irrelevant
• Normal considerations of time and
distance less important
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How ITC Affects Behavior
• Impersonal—
interaction with a
machine
• Flaming, rude, or
obscene outbursts
• Bluntness
• Intimacy
• Uninhibitedness
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• Interpersonal
skills—tact and
graciousness
• Nonverbal cues—
emotional element
• Clues to power,
organizational
position,
departmental
membership
Other Ways ICT
Affect Behavior
• Alters group interaction
– Equalize participation
– Less influence from dominant people
Information overload
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•
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Overwhelmed feelings
Can’t get away from work
Multi-tasking
Increases impatience with
face-to-face communication
Tips for Effective Use of ICT
Strive for message completeness
Build in opportunities for feedback
Do not anticipate immediate response
“Is the communication really necessary?”
“Disconnect” from technology
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Provide workplace social interactions