Transcript The Importance of Communication

Chapter 7
Communicating Effectively
The Importance of Communication
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Communication affects virtually every area of work.
Communication with employees about plant closings,
performance appraisals, organizational goals, probable salary
increases, and job changes, and even the date of the
company picnic are essential to the proper functioning of the
firm.
Organizations also must communicate effectively with parties
outside the firm.
Much of managers’ time is spent communicating. Henry
Mintzberg found 78% of CEOs’ time to be spent on
communication-related activities involving direct contact with
others.
Functions of Communication
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Information Function. Communication provides
information to be used for decision making.
Motivational Function. Communication encourages
commitment to organizational objectives, thus
enhancing motivation.
Control Function. Communication clarifies duties,
authority, and responsibilities, thereby permitting
control.
Emotive Function. Communication permits the
expression of feelings and the satisfaction of social
needs.
Focus on Management: Communicating After
the Oklahoma City Bombing
•The communication complex for Kerr-McGee Corp. is two blocks
from the site of the April 1995 bombing of the Murrah Federal
Building.
•After the initial bomb, it was thought that a second bomb was
about to explode; Kerr-McGee was designated as part of the
“crime scene.”
•The designation brought many questions from employees.
•Within minutes after the bombing, Kerr-McGee’s executive
management group was transformed into a corporate
communications team. About a dozen top executives combined
with three members from the corporate communications staff to
develop and implement strategic plans to let employees know
what was going on. They used e-mails, public address
announcements, a “calling tree,” a “command center,” and other
methods to facilitate communication.
The Communication Process (Fig. 7-1)
Message
Barriers
Sender
Receiver
Steps:
1
2
3
Develop Encode Transmit
Idea
Bridge of
Steps:
Meaning
4
5
6
7
Receive Decode Accept Use
Feedback for Two-Way Communication
Communication Channel Dimensions
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Capacity. The amount of information that can be
sent through a channel in a given period of time
without significant distortion.
Modifiability. The degree to which the rate of
transmission can be varied.
Duplication. The use of subchannels to reiterate or
elaborate on a message.
Immediacy. The speed at which a message can be
transmitted.
Communication Channel Dimensions (Cont.)
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One-way vs. two-way flow. One-way
communication gives a message without the opportunity
for immediate feedback, while two-way communication
allows the message recipient to ask questions and provide
feedback.
Number of linkages. The degree to which the channel
provides direct contact between a sender and the ultimate
recipient, or involves intermediate linkages.
Appropriateness. To degree to which the channel
matches the needs and characteristics of the message.
Richness. The potential information-carrying capacity of
data.
One-Way Vs. Two-Way Communication Flow
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One-way communication is faster than two-way.
Two-way communication is more accurate than one-way.
Receivers are more sure of themselves and make more
correct judgments of how right or wrong they are with twoway communication.
The sender feels less secure in two-way communication.
The message recipients can point out errors, interrupt the
stream of thought, disagree, or otherwise challenge the
sender.
Two-way communication is relatively noisy and disorderly.
One-way communication appears neat and efficient to an
outside observer, but the communication is often less
accurate.
Selecting Channels
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When sending messages, consider the characteristics
we have just presented.
How much information must be transmitted?
How fast must information be transmitted?
Is feedback necessary?
Are certain channels unsuited to the nature of the
message?
You may decide after weighing these factors that
available channels must be somehow modified or that
multiple channels are needed.
Communication Networks
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Communication channels may be linked in a variety of ways to form
communication networks.
These networks are used to structure the information flows among
network members.
This involves decisions such as who should be “in the loop” to
receive certain types of messages, and to whom they should be
instructed to respond.
In making such decisions, you will determine who has direct and
speedy access to information, who is most central in
communication networks, who will be able to get information only
after others have received it, and so on.
Communication networks influence decision quality, member
satisfaction, and other outcomes.
Communication Networks (Figure 7-2)
Chain
Y
Circle
Star
Wheel
ComCon
Communication Network Dimensions
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With networks such as the chain and the circle, it may be necessary
for a message to pass through multiple links to reach its destination.
With the star and com-con networks, one link is sufficient.
The circle and star networks are decentralized -- everyone is as
central as everyone else. The wheel and the com-con network have
central members.
Relative centrality is the degree of centrality of an individual in a
network. Network members with higher relative centrality tend to
be more satisfied.
Centralization is a measure of the variability in member relative
centralities. Centralized networks permit rapid decision making, but
average member satisfaction is low. Centralized networks may be
efficient for simple tasks, but decentralization is needed as task
complexity and need for creativity increase.
Communication Barriers
Perceptual
Factors
Semantics
Barriers to
Effective
Communication
Information
Retention
Distraction
Misrepresentation
Communication Barriers: Semantics
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Semantics, or code noise, occurs when the meaning of
a message to the sender differs from its meaning to the
recipient.
Too often, this may be the result of “jargon,” involving
pretentious terminology or language specific to a particular
profession or group.
Here are some examples of jargon relating to computers
and the modern workplace:
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Blamestorming: Discussing a project failure with coworkers.
PEBCAK: “Problem exists between chair and keyboard.” That is,
an operator error.
Cube Farm: Rows of cubicles instead of private offices.
RTM: Read the manual.
Communication Barriers: Distraction,
Misrepresentation, and Information Retention
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Distraction, or psychological noise, occurs when a
recipient does not understand the sender’s message because
he or she is simply thinking about something else.
Misrepresentation may involve actual lying or subtly
distorting information to the sender’s benefit.
Information retention often occurs because information is
a valuable resource; those who control it are in positions of
power. Some people may retain specific sorts of information
to make themselves more necessary, may be in positions to
decide how to channel information, or may have the ability to
process information, sending only some of it along.
Communication Barriers:
Perceptual Factors
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Many perceptual errors are directly relevant to communication.
Stereotyping may cause us to ignore or distort the messages
of people we have classified in certain ways.
Selective perception may cause us to ignore communication
that conflicts with our beliefs and expectations.
Halo error may cause us to bias our evaluation of a message
because of some unrelated characteristic of the sender.
Projection may lead us to infer information in a message we
receive based on our own feelings.
Primacy and recency effects may cause us to give differing
weights to various communications, depending on when we
receive them.
Overcoming Communication Barriers
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Feedback, repetition of messages, use of multiple channels, and
simplified language may reduce problems due to semantics,
selective perception and distraction.
Communication overload may be reduced by careful review of the
material needed by the recipient and by use of the exception
principle.
Short-circuiting may be reduced through careful consideration of
who has a “need to know.” Electronic data-processing techniques
that automatically route messages to certain people may also
help.
Information retention and misrepresentation may require
tightened formal controls or organizational audit groups, or they
may require the opposite -- fewer controls and more trust.
Things that lessen one problem are likely to worsen another.
Written Communications
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Written communication is required when the action
called for is complex and must be done in a precise
way.
It also provides a permanent form of record keeping
and can reach a large number of people easily.
Written communication may be used for
communicating downward or upward in the
organization.
Downward Communication
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Downward communication involves messages from
senders relatively high in the organizational structure
to receivers in lower positions.
Downward communication may be used:
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to give instructions
to provide information about policies and procedures
to give feedback about performance
for indoctrinating or motivating
Upward Communication
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Upward communication involves communication
from sources in lower-level positions to receivers in
higher positions.
Upward communication is often used:
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to
to
to
to
give information on achievement or progress
point out problems that are being encountered
pass on ideas for improvement of activities
provide feelings on work and nonwork activities
Some Forms of Upward and Downward
Communications
Downward Communication
Letters and
Memos
Manuals
Suggestion
System
Handbooks
Grievances
Upward Communication
Company
Newsletters
Attitude
Surveys
Focus on Management:
Pathfinders at Lloyd’s TSB
• A merger of Lloyds and TSB created a single British bank with 77,000
members and 15 million customers.
• The “new” bank won a Marketing Society Award for the care it took to
launch and explain the merged organization to its employees.
• It ran a comprehensive and sustained internal program, highlighted by a
live event called “Your Life. Your bank.”
• Staff nominated 5,000 colleagues to act as brand ambassadors, called
“pathfinders,” whose role was to attend the event, absorb the key
messages, and pass them on to 15 of their colleagues in structured
cascade sessions.
• For the cascade sessions, pathfinders were supplied with a pack
containing bullet-point summaries, visual support on overhead
transparencies, a computer disk, and a video summary.
Guides for Readable Writing
(Figure 7-3)
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Use simple words and phrases, such as improve instead of ameliorate
and like instead of in a manner similar to that of.
Use short and familiar words, such as darken instead of obfuscate.
Use personal pronouns, such as you and them, if the style permits.
Use illustrations, examples, and charts.
Use short sentences and paragraphs. The communicator’s job is to
inform people, not to impress them.
Use active verb forms, such as “The manager said …” rather than
passive verb forms, such as “It was said by the manager that …”
Don’t use unnecessary words.
Guidelines for Effective Speaking
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Determine the purpose of your communication. Is it to
explain ideas to others? To entertain? Tailor your speech to
facilitate the desired purpose of your communication.
Consider issues of time and space. Determine the best
time and location for delivering your message.
Adapt to your listeners. Consider the size of the audience
as well as factors such as audience age, gender, interests,
level of knowledge about the subject, and values. Consider
also audience expectations about the nature of the speech.
Use appropriate vocabulary. Speak at the proper level,
and with appropriate terminology, for the particular audience.
Guidelines for Effective Speaking (Cont.)
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Practice voice control. Consider proper speech volume,
pitch, and speaking rate. Avoid mumbling and awkward
pauses.
Use appropriate gestures. Properly used, gestures can
make a presentation more engaging, and they may help
disguise anxiety. Avoid short, jerky movements that may
appear as nervousness, and use a variety of gestures to
reinforce spoken points or even as substitutes.
Organize your presentation. Any oral presentation can be
divided into three parts: gaining attention, presenting the
information, and closing effectively. Each is critical.
The Bottom Line: Developing Effective
Speaking Skills
Identify the
Objective(s) for the
Speech or
Presentation
Develop an Outline
to Achieve
Objectives in View
of Audience
Characteristics
Develop the Content
of the Speech or
Presentation
Select Appropriate
Methods for
Delivery of the Speech
or Presentation
Practice Making the
Speech or
Presentation
Individually or With a
Mock Audience
At the Beginning of the
Actual Speech or
Presentation, Make a
Good First Impression
During the Speech or
Presentation,
Maintain Good Eye
Contact with All
Members
During the Speech or
Presentation, Use
Appropriate Hand
Gestures and Voice
Variations
Finish the Speech
or Presentation
Strongly by
Reinforcing Key
Points
Guidelines for Active Listening
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Control the physical environment. Try to minimize noise
and other distractions,
Be alert. Give your full attention, and allot the necessary
time to listen.
Be mentally prepared. Do your homework in advance of
the presentation. Anticipate the encounter by learning new
terminology and background information about the persons,
organization, or issues.
Be emotionally prepared. Keep an open mind about what
is being said, even if it is unpleasant. Give the speaker the
opportunity to complete his or her message before raising
questions.
Guidelines for Active Listening (Continued)
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Be attentive. Continually review the speaker’s message,
and tie the various segments of the message together. Take
notes if necessary, but record only main points.
Read nonverbal cues. Pay attention to the speaker’s tone
of voice, expressions, gestures, and other nonverbal cues.
Distinguish among facts, inferences, and value
judgments. Try to sort out whether what is being said is a
fact that can be verified, an inference, or a personal
judgment.
Offer and solicit feedback. The best sort of feedback in a
listening situation is to paraphrase the speaker’s message.
Bottom Line: Developing Active Listening Skills
Receive the
Message
From the
Sender
Capture the
“Meaning” of
the Message
Based on its
Content and
the Sender’s
Nonverbal Cues
Reality Test the
Understanding
of the Message
by Reflecting It
Back to
the Sender
The Sender
Confirms or
Disconfirms
the Accuracy
of Message
Interpretation
Nonverbal Communication
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Nonverbal communication is communication that
uses no words or uses words in ways that conveys
meaning beyond their strict definition.
It may take place through such channels as the body,
the face, the tone of voice, and interpersonal distance.
The meaning of nonverbal communication often varies
markedly across cultures.
Studies suggest that a substantial amount of information
transmitted during a conversation -- perhaps 80 or 90
percent -- is nonverbal.
Functions of Nonverbal Communication
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Accenting is adding emphasis to a verbal message.
Contradicting is signaling the opposite of the
verbal message.
Substituting is replacing the verbal message with
a nonverbal message.
Complementing involves sending the same
message nonverbally that is sent verbally.
Regulating is using nonverbal communication to
control the flow of the verbal message.
Forms of Nonverbal Communication
(Figure 7-4)
Proxemics
Dress
Touch
Paralanguage
Nonverbal
Communication
Hand
Movements
Facial
Expressions
Posture
Eye Contact
Paralanguage
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Paralanguage concerns how something is said rather than what is
said. It involves all vocal aspects of speech other than words.
For example, voice qualities -- such as pitch, rhythm, tempo, and
volume -- influence interpretation of a verbal message.
A soft, low-pitched voice and a slow rate indicate liking, while a highpitched voice indicates anger. Moderate rate, pitch, and volume indicate
boredom.
Vocal characterizers, such as coughing, clearing the throat, and
grunting, generally are distracting and annoying.
Vocal qualifiers are variations in tone or intensity of speech. For
instance, increases in rate or volume may indicate impatience or anger,
respectively.
Vocal segregates are pauses between utterances. In situations such
as interviews, prolonged pauses suggest a lack of confidence and
organization.
Hand Movements
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Some hand movements have a specific meaning that is
understood in a particular culture or occupation, such
as a thumbs-up gesture.
Others, such as touching oneself or others, may be
associated with anxiety, guilt, hostility, or suspicion.
For example, interviewers are sometimes taught that a
hand-to-face movement is a sign of deception.
Facial Expressions
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By one estimate, the human face can make 250,000
different expressions.
The Roman scholar Pliny the Elder wrote more than
2,000 years ago that “The face of man is the index to
joy and mirth, to severity and sadness.”
Facial expressions are generally understood to have a
particular meaning.
For example, facial expressions communicating six
emotions -- happiness, sadness, anger, fear, surprise,
and disgust -- are recognized worldwide.
Even when people try to suppress facial expressions,
they make very short expressions lasting a fraction of
a second that will reveal true meaning.
Global Perspectives:
The Smile Trainers
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The Japanese are too serious, says Yoshido Kadokawa,
author of the book Power of the Laughing Face and president
of the Smile Amenity Institute.
At a seminar for managers, his students bite on a chopstick
or pen. Kodokawa then instructs them to “lift the edge of
your mouth higher than the edge of the chopstick. Hold your
cheeks and count: idi, ni, san. This is how you form your
mouth shape.”
Job applicants for McDonald’s in Japan are asked to describe
their most pleasant experience, and then managers evaluate
whether their faces reflect the pleasure they are discussing.
Applicants who don’t have genuine smiles are banished to
making burgers rather than greeting customers.
Eye Contact
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Eye contact is a major regulator of conversation.
Generally, eye contact suggests understanding and
interest.
Seeking eye contact connotes the desire to open a
conversation. Conversely, someone hoping to avoid
communication will avoid eye contact.
Some characteristic eye-contact patterns have specific
meanings. For instance, the slow blink -- a pattern in
which an individual closes his or her eyes for two to
four seconds and then slowly opens them -- indicates
doubt or suspicion.
Posture
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Posture is the way people position their bodies
with respect to others.
For example, if a customer’s arms are relaxed
and open and she leans forward as she talks to
a salesperson, her posture reflects approval and
acceptance of the salesperson’s message.
If she leans back with arms tightly crossed, her
posture suggests rejection or disagreement.
Touch
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Touch can convey warmth, understanding, and intimacy.
Touch may also enhance positive feelings about the
touching person and the situation.
Studies show that when a store assistant, server in a
restaurant, or product demonstrator lightly touched a
customer on the arm, the customer saw the touching
person more positively, had a more positive attitude
toward the situation, and was more likely to comply with
the toucher’s suggestions.
This research involved casual touching of the arm. Many
other forms of touching may be resented, and unwanted
touching can be a form of sexual harassment.
Dress
• Dress can convey characteristics such as image,
mood, identity, power, wealth, and authority.
• People who are dressed formally are better able
to command respect.
• People in positions of authority often wear
distinctive uniforms to reinforce their status.
• We all wear our own uniforms, that is, the
particular way we choose to dress to
communicate something about ourselves.
• Many companies are experimenting with their
dress codes, including instituting “dress-down
days.”
Proxemics
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Proxemics is the use of interpersonal space (that is,
proximity) to convey status or degree of intimacy.
Sitting at the head of a table conveys status.
Standing close to another conveys intimacy.
Sitting behind a desk (as opposed to alongside it)
indicates a superior-subordinate relationship.
Two elements of proxemics -- personal space and
seating arrangements -- are especially relevant in
organizational settings. They will be discussed in more
detail in Chapter 11.
Lighten Up: Smileys
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E-mail takes away much of the opportunity for
nonverbal communication.
Emoticons, or smileys, are series of little faces
that, when read sideways, resemble little faces
and convey emotions.
Here is a sampling of smileys:
:-( I’m sad
:-o I’m bored (yawn)
:-# My lips are sealed
C=>:*)) I’m a drunk demonic chef with a cold
and a double chin
Some Issues in Electronic Communication
E-commerce
E-mail
Use of Computers
in Communication
Teleconferencing
and
Videoconferencing
The Internet and
the World Wide
Web
Guidelines for Using E-Mail
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Be careful. Both sending and receiving e-mail demands
caution. Don’t send sloppy or hastily reasoned messages,
and avoid a “slip of the finger” that could misdirect a
message. Be careful when opening attachments since they
main contain viruses.
Recognize privacy issues. Don’t write anything in e-mail
messages that you would not want to be widely read.
Keep messages clear, simple, and short. Use a subject
line that conveys the content of the message. Avoid lengthy
attachments and fancy formatting.
Reply only to appropriate persons. Ask yourself who
really needs the message.
Guidelines for Using E-Mail (Continued)
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Personalize your e-mail as appropriate. Smileys can be
used to convey feelings and add a personal touch. These
shouldn’t be overused, and they may be inappropriate in some
formal e-mails.
 Be considerate. Avoid using e-mail to vent frustration and
anger through hostile messages. Such flaming can create a
climate of distrust, fear, and anger. Practice netiquette.
 Check e-mail at least once a day. Respond promptly. If
your message will be delayed, let the sender know you
received the message and when you will respond.
 Manage your e-mail with folders and filters. Set up
folders to organize e-mails and filters to eliminate junk mail
and to transfer low-priority mail to appropriate folders.
The Internet and the World Wide Web
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The Internet is a worldwide collection of computer
networks permitting access to libraries, news sources,
and groups with special interests.
Perhaps the most interesting part of the Internet is the
World Wide Web. The Web is a collection of
standards used to access the information available on
the Internet.
Since the development of Web browsers, growth of the
Web has been dramatic.
Corporate portals provide access to internal
company information via a Web browser.
Web Wise: Enquire Within
Upon Everything
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The World Wide Web was invented by Tim BernersLee in 1989.
Berners-Lee’s idea for the Web came from a Victorian
book entitled Enquire Within Upon Anything, a volume
full of all sorts of useful advice about a wide range of
topics.
To read Berner’s Lee’s views on the Web and the
Internet, and to learn more about their histories, visit:
http://www.w3.org/People/Berners-LeeBio.html/FAQ.html
Web Wise: The New Marketplace of Ideas
When the Supreme Court struck down the so-called
Communications Decency Act, which would have
regulated the content of material on the Internet,
Justice John Paul Stevens wrote:
“Through the use of chat rooms, any person with a
phone line can become a town crier with a voice that
resonates farther than it could from any soapbox.
Through the use of Web pages, mail exploders, and
newsgroups, the same individual can become a
pamphleteer.”
Teleconferencing and Videoconferencing
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Teleconferencing permits a group of people to “confer”
simultaneously via telephone or electronic mail.
Teleconferencing that also has the capability to let
participants see each other over video screens is called
videoconferencing.
Such technologies offer businesses tremendous savings in
time, energy, and money.
Many companies conduct sales meetings, editorial
conferences, and job interviews via teleconference.
The systems enable companies to form work teams able
to overcome the barriers of time and space.
E-Commerce
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E-commerce is defined as “the sharing of business
information, maintaining business relationships, and
conducting business transactions by means of
telecommunications networks.”
E-commerce involves using network
communications technology to engage in a wide
range of activities up and down the value-added
chain, both within and outside the organization.
E-commerce can be initiated by business,
consumers, or government, and aimed at each of
these groups.
E-Commerce: On-Line Retail Sales
Internet retailers (called e-tailers) are among the most
visible players in the Internet economy.
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Some e-tailers are Internet based (and known as
“dotcoms”).
Others are traditional firms that have developed a Web
presence (these firms are known as “click-and-mortar”
retailers).
In the latter case, an emerging question is how to coordinate
the efforts of the Web business and of the traditional retail
element (known as the legacy business).
Collections of retailers sometimes operate out of a common
Web site in electronic malls, or “cybermalls.”
Global Perspectives:DoCoMo
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E-commerce in Japan is growing less rapidly
than in the United States and Europe, because
many fewer people own computers.
NTT DoCoMo may be Japan’s last, best hope in
the global Internet race.
The firm’s “I-mode” cell phones provide cheap
and continuous wireless access to the Internet
as well as voice-recognition technology.
Users don’t have to make new dial-up
connections to get on the Internet; they are
always connected as long as they have a signal
and a charged battery.
E-Commerce: Other Applications
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Online recruiting.
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There are now dozens of major job sites on the Web.
Businesses can place job ads on the Web and start receiving
resumes in minutes.
A 30-day classified ad in a major newspaper costs an average of
about 20 times that of a 30-day posting on a major job board.
They can also use the Web to offer job prospects information
about the company and its culture.
Collaborative planning. An extranet is a Web-based
platform that controls the exchange of data with outside
parties.
Heineken’s Extranet
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Heineken, with its headquarters in Europe, faced delays
between order placement in the U.S. and delivery of 10-12
weeks.
To reduce that time, Heineken implemented an extranet to
connect with its suppliers and customers.
Called HOPS (Heineken Operational Planning System), the
system allows for real-time forecasting and ordering
interaction with distributors.
HOPS has helped Heineken cut delivery times to distributors
in half while reducing inventories and cutting costs.
It also provides a calendar permitting Heineken to notify
distributors of events and e-mail to broadcast new products,
newsletters, or problems.
Informal Communication
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While formal communication channels are important, much information
flows in other, officially unrecognized ways.
Informal communication is information shared without formally
imposed obligations or restrictions.
In organizational settings, information that is communicated informally
among employees is referred to as the grapevine.
Over three-fourths of the information sent on the grapevine is accurate,
but one error may change the whole meaning of a message.
People see the grapevine as a primary source of information, but rank it
very low as a preferred source.
Grapevines carry messages that formal systems do not, they are fast
and flexible, and they can reach people in the need to know.
Employees tend to view grapevine information as accurate.
Focus on Management: Rumors of Satanism
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Procter & Gamble co. has struggled for more
than 20 years to fight rumors that its moonand-stars trademark is linked to Satanism.
Lawsuits, changes in the P&G trademark, and
responses to up to 200 concerned callers a
day have not halted the persistent rumors.
Now P&G is using the Web to fight back, with
a website specifically designed to fight the
rumors.
http://www.pg.com/about_pg/overview_facts/
trademark_facts.jhtml
Global Perspectives: The Role of
the Grapevine
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The importance of the grapevine varies with national culture.
For example, the grapevine and associated rumors are
especially important in Mexico.
In the office in Mexico, the grapevine is often the most
important source for employees to find out about new
changes, especially those affecting personnel.
Rumors tend to be formed when uncertainty is high and
formal channels of communication fail to provide good
information; these conditions prevail in Mexico.
In addition, Mexico has a strong oral tradition, and Mexicans
have developed a suspicious attitude toward “official”
information.
Guidelines for Effective Coaching
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Create a situation where you are prepared to coach
and the employee is open to coaching. Develop a
climate of trust and mutual respect.
Use reflective listening -- focus both on words and their
emotional content. Facilitate self-discovery by letting
employees think for themselves and present their options.
Talk to your employees, not at them. Avoid phrases
such as “You should…” and “I want…”
Value different perspectives. Try to understand the
differing motivations, work values, goals, and capabilities of
individual employees.
Guidelines for Effective Coaching
(Continued)
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Mutually identify goals. Focus on behaviors rather
than attitudes; behaviors can be changed, while attitudes
tend to be inflexible.
Ask questions. Use questions to open new
possibilities, explore perceptions and assumptions, and
provide new ways of examining the same information.
Give useful feedback. Focus both on outcome
feedback and on how behavior change can lead to
improved outcomes.
Track, follow through on your promises, and
reward improved behavior.
The Bottom Line:
Developing Coaching Skills
Use Active
Listening to Assess
the Employee’s
Performance
Issue
Work with the
Employee to Identify
Mutually
Acceptable
Behavior-Based
Performance Goals
Demonstrate the
Appropriate
Behaviors for
the Employee
Provide Positive
Outcomes for
Employees Based on
the Achievement of
Performance Goals
Provide
Developmental
Feedback to the
Employee to
Facilitate Achieving
Performance Goals
Observe Employee
Job Performance
Guidelines for Cross-Cultural Communication
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Learn all you can about the other party’s culture. Many
differences across cultures affect communications, including whether
the culture is high-context or low-context.
Try to speak the language. By speaking the language -- even
haltingly -- we are more likely to recognize subtle nuances of meaning,
to avoid gaffes, and to show a sense of caring and commitment.
Challenge your stereotypes and assumptions. The goal is to
replace your original assumptions and beliefs about the society in
question with information received from actual members of that society.
Withhold evaluation. Try to gather facts while avoiding evaluation.
Put on the other person’s hat and try to understand the situation from
his or her position.
The Bottom Line: Cross-Cultural
Communication Skills
Study the
Communication
Style, Customs, Norms,
and Taboos of
Employees’
Cultures
Attempt to
Develop Some
Proficiency in
the Languages
Spoken by
Employees
Build Additional Checks
into the Communication
Process to Ensure
Mutual Understanding
Across Employees
Consider CrossCultural Communication
Differences When
Formulating and
Transmitting Messages
to Employees