Transcript Strategic Organizational Behavior

Chapter 9
Communication
Michael A. Hitt
C. Chet Miller
Adrienne Colella
Slides by R. Dennis Middlemist
Knowledge Objectives
1. Explain why communication is strategically important
to organizations.
2. Describe the communication process.
3. Discuss important aspects of communication within
organizations, including networks and the direction of
communication flow.
Knowledge Objectives
4. Define interpersonal communication and discuss the
roles of formal versus informal communication,
communication media, communication technology,
and nonverbal communication in the interpersonal
communication process.
5. Describe organizational and individual barriers to
effective communication.
6. Understand how organizations and individuals can
overcome communication barriers.
Communication Process
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Communication
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Sharing information
Two or more people
Common understanding
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Object
Situation
Communication medium
Encoding
Decoding
Feedback
Communication Process
Encoded
Message
Sent Message
Received
Message
Sender
Received
Feedback
Feedback
Adapted from Exhibit 9-1: Sent Message
Receiver
Communication
Medium
(e.g., verbal, face-toface, or e-mail)
Decoded
Message
Communication
Within Organizations
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Organizational communication
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Patterns of communication at the organizational
level
Purpose is to facilitate achievement of
organizational goals
Involves the use of
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Communication networks
Policies
Structures
Communication Networks
All Connected
Network
Y Network
Decentralized
Networks
Wheel Network
Adapted from Exhibit 9-2: Communication Networks
Circle Network
Centralized
Networks
Direction of
Organizational Communication
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Downward
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From supervisor to subordinate
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Job instructions
Information on organization policies
Performance feedback
Inform associates about the organization’s goals and
changes
Direction of
Organizational Communication
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Upward
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From subordinate to supervisor
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Grievance procedures
Departmental meetings
Participation in decisions
And others
Upward communication may be necessary to
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Monitor the effectiveness of decisions
Provide information
Maintain associate morale
Ensure that jobs are being done properly
Direction of
Organizational Communication
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Horizontal
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Between associates at the
same level
Facilitates coordination
among organizational units
May arise from integrating
positions (boundaryspanning positions)
360-degree performance
feedback
Interpersonal Communication
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Direct verbal or nonverbal interaction between
two or more active participants
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Formal vs. informal issues
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Informal includes spontaneous interactions
Informal may reach more associates
Informal can help build cohesion and friendship among
associates
Informal may include untrue rumors and gossip
Communication Media
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Effective managers use richer
media as
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Message becomes more
equivocal
Message is more
important
They need to
present a
positive self-image
Richest
Face-to-face
Telephone
Electronic messaging
Personal written text
Formal written text
Formal numerical text
Least rich
Nonverbal Communication
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Communication that takes place without using
language, such as facial expressions or body language
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Body language (kinesics)
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Paralanguage (How something is said)
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Facial expressions
Use of hands, arms, legs and posture
Tone and pitch of voice
Use of silence
Gestures
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Hand signals
Shrugging one’s shoulders
Nonverbal Communication
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Nonverbal communication provides information
about the
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Person’s attitudes
Emotional state
Mental state
Nonverbal behavior may support or conflict
with a person’s verbal communication
Communication Barriers
Communication
message
Organizational Barriers
Communication
barriers
True
understanding
Individual Barriers
• Information overload
• Differing perceptions
• Noise
• Semantic differences
• Time pressures
• Status differences
• Network breakdowns
• Information distortion
• Consideration of selfinterest
• Cross-cultural barriers
• Personal space
• Poor listening skills
Communication Barriers
Exhibit 9-3
Cultural Communication Differences
Communication
In the United States
Elsewhere
Eye contact
Direct
In many Asian Countries, extended
eye contact is unacceptable.
Time orientation
Punctual—”Time is Money”
Asian and Latin American cultures
have longer time horizons; resolving
issues is more important than being on
time.
Answering questions Direct and factual
Many Asian cultures view being direct
as rude and aggressive.
Self-presentation
self-promotion rewarded
Many other cultures (e.g., Asian,
Russian) find this rude.
Posture
Open body posture
(e.g., arms relaxed)
In Japan, a closed body posture is
preferred (e.g., crossed arms and legs)
Indicating “no”
Shaking one’s head from
side to side
In Bulgaria, the “no” signal means “I’m
listening,” rather than “I disagree.”
Adapted from Exhibit 9-3: Cultural Communication Differences
Overcoming
Communication Barriers
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Communication audit
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Analysis of an organization’s internal and external
communication to assess communication practices and
capabilities and determine needs
Methodology
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Hold a planning meeting with all major parties to determine a
specific approach and gain commitment to it
Conduct interviews with top management
Collect, inventory, and analyze communication material
Conduct associate interviews
Prepare and administer a questionnaire to measure attitudes
toward communication
Overcoming
Communication Barriers
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Individual actions
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Know your audience
Select an appropriate communication medium
Encourage feedback
Regulate information flow and timing
Listen actively
Overcoming Communication Barriers
Exhibit 9-4
How to Be an Active Listener
1. Stop talking.
Often, we talk more than we should without giving the other person a chance to
respond. If we are thinking about what we will say when we talk, we cannot
focus attention on the person we wish to listen to. Do not interrupt.
2. Pay attention.
Do not allow yourself to be distracted by thinking about something else. Often,
we need to make an active effort to pay attention when others are speaking.
3. Listen empathetically.
Try to take the speaker’s perspective. Mirror the speaker’s body language and
give him or her nonjudgmental encouragement to speak.
4. Hear before evaluating.
Do not draw premature conclusions or look for points of disagreement. Listen to
what the person has to say before jumping to conclusions or judgment.
Adapted from Exhibit 9-4: How to Be an Active Listener
Overcoming Communication Barriers
Exhibit 9-4
How to Be an Active Listener
5. Listen to the whole message.
Look for consistency between the verbal and the nonverbal messages. Try to
assess the person’s feelings or intentions, as well as just facts.
6. Send feedback.
In order to make sure that you have heard correctly, paraphrase what was
heard and repeat it to the person you were listening to.
Adapted from Exhibit 9-4: How to Be an Active Listener