Transcript Communication

Chapter 16
Managing Communication
Effective Management, by Williams
South-Western College Publishing
Copyright © 2002
2
What Would You Do?
Communication at Buckman Laboratories
Why are people in different parts of the
company reluctant to talk with each other?
How can sales be better linked to
technical support?
What are other options to email?
Effective Management, by Williams
South-Western College Publishing
Copyright © 2002
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Learning Objectives
Communication
After discussing this section,
you should be able to:
explain the role that perception plays in
communication and communication problems.
describe the communication process and the
various kinds of communication in organizations.
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Perception and Communication
Problems
4
Basic Perception
Process
Perception
Problems
Perceptions
of Others
Self-Perception
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Perception Basics
Perception is the process by which
individuals make sense of their world
Perceptual filters
how people experience stimuli
personality-, psychology-, or experiencebased differences
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Basic Perception Process
Stimulus
Stimulus
Stimulus
Perceptual
Attention
Filter
Perceptual
Organization
Filter
Perceptual
Interpretation
Filter
Perceptual
Retention
Filter
Adapted From Figure 16.1
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Perception Problems
Selective perception
notice and accept stimuli which are
consistent with our values and beliefs
ignore inconsistent stimuli
Closure
tendency to fill in the gaps when information
is missing
we assume that what we don’t know is
consistent with what we do knowEffective Management, by Williams
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Perceptions of Others
Attribution theory
we have a need to understand others’
behavior
we want to know the causes of others’
behavior
Causes can be internal or external
attributions
the behavior was voluntary or under their
control
the behavior was involuntary and beyond
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their control
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Attribution Bias and Error
Defensive
Bias
Fundamental
Attribution
Error
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Self-Perception
We also evaluate ourselves and our
environment
Self-serving bias
attribute successes to ourselves - internal
attribute failures to the environment external
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Kinds of Communication
The Communication Process
Formal Communication Channels
Informal Communication Channels
Coaching & Counseling
Nonverbal Communication
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The Interpersonal Communication Process
Sender
Message
to be
Conveyed
N
o
i
s
e
N N
oEncode
o
i
i
Message
s
s
e
e
Transmit
Message
Adapted From Figure 16.2
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Receiver
Message
that was
Understood
N
o
i
s
e
N
o
i
s
e
N
o
i
s
e
N
o
i
s
e
N
o
i
s
e
N
o
i
s
e
N N
o
o
Decode
i
i
Message
s
s
e
e
N
o
i
s
e
Receive
Message
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Copyright © 2002
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Noise occurs if:
The sender is unsure what message to
communicate
The message is not clearly encoded
The wrong channel is chosen
The message is improperly decoded
The receiver lacks experience or time
Conduit Metaphor
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Formal Communication Channels
The system of official channels
Downward communication
top down
Upward communication
bottom up
Horizontal
within a level
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Improving Formal Communication
Decrease reliance on downward
communication
Increase chances for upward
communication
Encourage much greater use of
horizontal communication
Be aware of communication problems
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Informal Communication Channels
Transmitting messages outside the formal
communication channels
The “grapevine”
Highly accurate
information is timely
senders seek feedback
accuracy can be verified
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Grapevine Communication
Networks
Gossip
Chain
Adopted from Figure 16.3
Cluster
Chain
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Managing the Grapevine
Don’t withhold information from it
Don’t punish those who use it
Feed information to it
Use if as a source of information
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Coaching and Counseling: One-onOne Communication
19
Coaching
communicating with someone for the direct
purpose of improving the person’s
performance
Counseling
communicating with someone about non-job
related issues
issues may be affecting a person’s
performance
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South-Western College Publishing
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Nonverbal Communication
Any communication that doesn’t involve
words
Kinesics
body and face movements
Paralanguage
the pitch, tone, rate, volume, and speaking
pattern of a person’s voice
Effective Management, by Williams
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Learning Objectives
Improving Communication
21
After discussing this section,
you should be able to:
explain how managers can manage effective oneon-one communication.
describe how managers can manage effective
organization-wide communication.
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Managing One-on-One
Communication
Choosing the Right
Communication Medium
Listening
Giving Feedback
Improving CrossCultural Communication
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Choosing the Right Communication
Medium
23
The method used to deliver a message
Oral communication
from face-to-face to video conferencing
a rich, popular medium
Written communication
from letters to email
good for conveying information
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Listening
Hearing
v.
Listening
Active
Listening
Emphatic
Listening
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Becoming an Active Listener
Clarify responses
ask questions to clear up ambiguities
Paraphrase responses
restating speaker’s comments in your own
words
Summarize responses
review the speaker’s main points
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Becoming an Emphatic Listener
Show your desire to understand
listen first
talk about what’s important to the other
Reflecting feelings
focus on the emotional part of the message
more than just restating words
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Giving Feedback
Destructive
Feedback
Constructive
Feedback
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Making Feedback Effective
Give immediate feedback
don’t delay feedback
discuss performance while the memory is
vivid
Make feedback specific
focus on definite behavior and time-frame
make sure behavior was controllable
Make feedback problem-oriented
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focus on behavior not personalityEffective
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Improving Cross-Cultural
Communication
29
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Cross-Cultural Temporal Concepts
Appointment time
how punctual you must be
Schedule time
time when projects should be completed
Discussion time
how much time should be spent in
discussions
Acquaintance time
how much small-talk is required
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Managing Organization-Wide
Communication
Improving Transmission:
Getting the Message Out
Improving Reception:
Hearing What Others Feel & Think
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Improving Transmission: Getting the
Message Out
e-mail
32
Online discussion forums
Televised/videotaped
Corporate
speeches and
talk shows
conferences
Broadcast
voice mail
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Improving Reception: Hearing What
Others Feel & Think
33
Company hotlines
call and leave anonymous comments
Survey feedback
information gathered from questionnaires
Informal meetings with top executives
directly “hear” employees
Effective Management, by Williams
South-Western College Publishing
Copyright © 2002
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What Really Happened?
Communication at Buckman Laboratories
Different departments had different
perceptual filters
Created K’Netix - online discussion group
K’netix allowed quickly allowed questions
to reach the right expert
Effective Management, by Williams
South-Western College Publishing
Copyright © 2002