copyright ©2011 by cengage learning. all rights reserved 1 chapter 15 managing communication...

1Copyright ©2011 by Cengage Learning. All rights reserved

Chapter 15Managing Communication

Designed & Prepared byB-books, Ltd.

MGMT3

Chuck Williams


What Is Communication?

After reading these sections, you should be able to:

1. explain the role that perception plays in communication and communication problems.

2. describe the communication process and the various kinds of communication in organizations.


Basic PerceptionProcess

Basic PerceptionProcess

PerceptionProblems

PerceptionProblems

Perceptionsof Others

Perceptionsof Others

Self-PerceptionSelf-Perception

Perception and Communication Problems

11


Basic Perception ProcessPerception

The process by which individuals attend to, organize, interpret, and retain information from their environments.

Perception Filters

The personality-, psychology-, or experience-based differences that influence people to ignore or pay attention to particular stimuli.

1.11.1


Basic Perception ProcessStimulusStimulus Stimulus

AttentionPerceptual Filter

OrganizationPerceptual Filter

InterpretationPerceptual Filter

RetentionPerceptual Filter1.11.1


Perception Problems

Selective perception• notice and accept objects which are consistent

with our values and beliefs• ignore inconsistent information

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 know1.21.2


Perception of Others

• Attribution Theory– we have a need to understand and explain the

causes of other people’s behavior

• General reasons to explain behavior– Internal attribution

• the behavior was voluntary or under their control

– External attribution• the behavior was involuntary and beyond their control

1.31.3


Attribution Bias and Error

DefensiveBias

DefensiveBias

FundamentalAttributionError

FundamentalAttributionError

The tendency for people to perceive themselves as personally and situationally similar to someone who ishaving difficulty or trouble.

The tendency for people to perceive themselves as personally and situationally similar to someone who ishaving difficulty or trouble.

The tendency to ignore external causesof behavior and to attribute other people’s actions to internal causes.

The tendency to ignore external causesof behavior and to attribute other people’s actions to internal causes.

1.31.3


Attribution Bias and Error

1.31.3


Self-Perception

Self-Serving Bias

The tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes).

1.41.4

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Kinds of Communication

CommunicationProcess

CommunicationProcess

FormalCommunication

Channels

FormalCommunication

Channels

InformalCommunication

Channels

InformalCommunication

Channels

Coaching and Counseling


NonverbalCommunication

NonverbalCommunication

22


The Interpersonal Communication Process

2.12.1© Burke/Triolo Productions/Brand X Pictures/Jupiterimages / © TongRo Image Stock/Jupiterimages


The Communication Process

1. The sender is unsure what message to communicate

2. The message is not clearly encoded

3. The wrong channel is chosen

4. The message is improperly decoded

5. The receiver lacks experience or time

Noise occurs if:

2.12.1


The Communication Process

1. Penalty

2. Excellence

3. Tight

4. Small

5. Pure

6. Flimsy

7. Okay

Meanings of the Word Fine

2.12.1


Formal Communication Channels

• Downward communication

– top down• Upward communication

– bottom up• Horizontal

– within a level

2.22.2

The system of formal communication channels includes:


Beyond the Book

Improving Communication at Goldman SachsIn the midst of increasing market turmoil and intense scrutiny from the government and the press, Lloyd C. Blankfein, CEO of Goldman Sachs, made it a priority to keep communication flowing throughout the firm. At times when things seemed uncertain or particularly stressful, Blankfein would send out company-wide emails, sometimes every day, to help fill everyone in. He also made himself available, walking throughout the offices to get a feel for what was happening and to answer questions that people might have. Blankfein doesn’t just rely on pep-talks either; he makes a point of being honest about challenging situations and taking the time to determine and communicate strategy.Source: L. C. Blankfein, “Corner Office: Lessons Learned at Goldman”, interview by A. Bryant, The New York Times, 12 September 2009.

http://www.nytimes.com/2009/09/13/business/13corner.html?pagewanted=1 (accessed 10/23/2009).


Improving Formal Communication

1. Decrease reliance on downward communication

2. Increase chances for upward communication

3. Encourage much greater use of horizontal communication

4. Be aware of communication problems

2.22.2


Common Problems with Downward, Upward, and Horizontal Communication

Downward

• Sending too many messages• Issuing contradictory messages• Hurriedly communicating vague, unclear messages• Issuing messages indicating management’s low regard

for lower-level workers

Upward• Risk of telling upper management about problems• Managers reacting angrily and defensively to problems• Few opportunities for workers to contact upper levels

of management

Horizontal

• Management discouraging or punishing horizontal communication

• Managers and workers not given time or opportunity for horizontal communication

• Not enough opportunities or channels for lower-level workers to engage in horizontal communication

2.22.2


Informal Communication Channels

• Transmitting messages outside the formal communication channels

• The Grapevine

• Highly accurate– information is timely

– senders seek feedback

– accuracy can be verified

2.32.3



2.32.3


Managing Organizational Grapevines

• Don’t withhold information from it

• Don’t punish those who use it

• Embrace the grapevine and keep employees informed

• Use it as a source of information

2.32.3



1. Correct misinformation1. Correct misinformation

2. Don’t take angry comments personally2. Don’t take angry comments personally

3. Give your name and contact number3. Give your name and contact number

4. Hold a town meeting to discuss issues4. Hold a town meeting to discuss issues

5. Set up anonymous discussion forums5. Set up anonymous discussion forums

Dealing with Internet Gripe SitesDealing with Internet Gripe Sites

2.32.3



• Coaching– communicating with someone for the direct

purpose of improving the person’s on-the-job performance or behavior

• Counseling– communicating with someone about non-job

related issues that may be affecting or interfering with a person’s performance

2.42.4


Employee Assistance Programs

CounselingCounseling

Child CareChild Care

Senior CareSenior Care

LegalLegalServicesServices

HealthHealthLifestylesLifestyles

Pet CarePet Care

FinancialFinancialServicesServices

EmployeeEmployeeAssistanceAssistanceProgramsPrograms

2.42.4


Nonverbal Communication

• Any communication that doesn’t involve words

• Kinesics– movements of the body and face

• Paralanguage– the pitch, tone, rate, volume, and speaking

pattern of a person’s voice

2.52.5


Beyond the BookSending the Right MessageDeborah Dunsire, president and CEO of Millenium: The Takeda Oncology Company, knows that nonverbal communication can be especially important to executives. Employees will take a lot away from people in senior leadership; if managers aren’t careful, however, they might end up unconsciously sending the wrong signals. Dunsire has learned to be more verbal and proactive with the messages she is sending, so that employees don’t draw incorrect conclusions about the business and make decisions based on those assumptions.

Source: D. Dunsire, “Corner Office: Stepping Out of the Sandbox”, interview by A. Bryant, The New York Times, 29 August 2009. http://www.nytimes.com/2009/08/30/business/30corner.html (accessed 10/30/2009).


How to Improve Communication

After reading these sections, you should be able to:

3. explain how managers can manage one-on-one communication effectively.

4. describe how managers can manage organization-wide communication effectively.


How to Improve Communication

Choosing the Right Communication Medium Choosing the Right Communication Medium

Being a good listenerBeing a good listener

Giving effective feedback Giving effective feedback

33


Choosing the Right Communication Medium

Communication Medium

The method used to deliver an oral orwritten message.

• Oral communication

• Written communication

3.13.1


Listening

HearingHearingversusversus

ListeningListening

ActiveActiveListeningListening

EmpatheticEmpatheticListeningListening

3.23.2


Becoming an Active Listener

1. Clarify responses• Ask questions to clear up ambiguities

2. Paraphrase responses• Restate the speaker’s comments

in your own words

3. Summarize responses• Review the speaker’s main points

3.23.2


Becoming an Empathetic Listener

1. Show your desire to understand• Listen first• Talk about what’s important to the other

2. Reflect feelings• Focus on the emotional part of the message• More than just restating words

3.23.2


Clarifying, Paraphrasing, and Summarizing

Responses

Clarifying • Could you explain that again?• I don’t understand what you mean.• I’m confused. Would you run through that again?• I’m not sure how ….

Paraphrasing • If I understand you correctly ….• So your perspective is that ….• In other words ….• Tell me if I’m wrong, but what you’re saying is ….

Summarizing • Let me summarize ….• Okay, your main concerns are ….• Thus far, you’ve discussed ….• To recap what you’ve said ….

3.23.2


Giving Feedback

3.33.3

Two types of feedback:

Constructive Destructive


Making Feedback Constructive

• 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– Focus on behavior not personality

3.33.3


Beyond the BookAnnual Reviews Six Months too Late

One of the difficulties with annual reviews, says Yahoo CEO Carol Bartz, is that the feedback often is not immediate. Bartz says, “I have the puppy theory. When the puppy pees on the carpet, you say something right then because you don’t say six months later, ‘Remember that say, January 12, when you peed on the carpet?’ That doesn’t make any sense.”

Source: C. Bartz, “Corner Office: Imagining a World Without Annual Reviews”, interview by A. Bryant, The New York Times, 17 October 2009. http://www.nytimes.com/2009/10/18/business/18corner.html?ref=business (accessed 10/23/2009).


Improving Cross-Cultural Communication

1. Familiarize yourself with a culture’s work norms1. Familiarize yourself with a culture’s work norms

2. Know whether a culture is emotionally affective or neutral

2. Know whether a culture is emotionally affective or neutral

3. Understand terms and attitudes toward time3. Understand terms and attitudes toward time

Beyond the Book


A Comparison of French and American Views of Work

Beyond the Book


Affective and Neutral CulturesIn Affective Cultures, People…In Affective Cultures, People…In Affective Cultures, People…In Affective Cultures, People…

1. Reveal thoughts and feelings through verbal and nonverbal communication

2. Express and show feelings of tension

3. Let their emotions flow easily, intensely, and without inhibition

4. Admire heated, animated, and intense expressions of emotion

5. Are used to touching, gesturing, and showing strong emotions through facial expressions

6. Make statements with emotion

Beyond the Book


Affective and Neutral CulturesIn Neutral Cultures, People…In Neutral Cultures, People…In Neutral Cultures, People…In Neutral Cultures, People…

1. Don’t reveal what they are thinking or feeling

2. Hide tension and only show it accidentally in face or posture

3. Suppress emotions, leading to occasional “explosions”

4. Admire remaining cool, calm, and relaxed

5. Resist touching, gesturing, and strong emotions through facial expressions

6. Often make statements in an unexpressive manner

Beyond the Book


Monochronic Cultures

• Do one thing at a time

• Concentrate on the job

• Take time commitments seriously

• Are committed to the job

• Adhere religiously to plans

• Show respect for private property

• Emphasize promptness

• Are accustomed to short-term relationships

People in Monochronic Cultures…People in Monochronic Cultures…People in Monochronic Cultures…People in Monochronic Cultures…

Beyond the Book


Polychronic Cultures

• Do many things at once• Are highly distractible and subject to interruptions• Meet time commitments only if possible without extreme

measures• Are committed to people• Change plans easily and often• Are more concerned with relationships than with privacy• Frequently borrow and lend things• Vary promptness by the relationship• Tend to build lifetime relationships

People in Polychronic Cultures…People in Polychronic Cultures…People in Polychronic Cultures…People in Polychronic Cultures…

Beyond the Book


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

Beyond the Book


Managing Organization-Wide Communication

ImprovingTransmission:

Getting theMessage Out

ImprovingTransmission:

Getting theMessage Out

Improving Reception

Improving Reception

44


emailemail

collaborative discussion sitescollaborative discussion sites

televised / videotapedspeeches and conferences

televised / videotapedspeeches and conferences

voice mailvoice mail

broadcast voice mailbroadcast voice mail

Improving Transmission

Getting the Message OutGetting the Message Out

4.14.1


Email Ettiquette

• E-mail is the vehicle for any number of communication faux pas: being abusive, “cc”ing the wrong people, discussing sensitive topics.

• How to use it well? (1) Think about tone and don’t respond when you’re angry. (2) Send only to the appropriate people. (3) Assume anyone can read what you write. (4) Review what you wrote before you send.

Source: G. A. Olson, “E-Mails are Forever,” The Chronicle of Higher Education, 15 December 2008.

Beyond the Book


Establishing Collaborative Discussion Sites

KnowledgeAudit

KnowledgeAudit

OnlineDirectory

OnlineDirectory

DiscussionGroups on

Internet

DiscussionGroups on

Internet

RewardInformation

Sharing

RewardInformation

Sharing

Step 1 Step 2 Step 3 Step 4

4.14.1


Improving Reception

• Company hotlines

• Survey feedback

• Informal meetings

• Surprise visits

• Blogs4.24.2

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copyright ©2011 by cengage learning. all rights reserved 1 chapter 15 managing communication...

Documents

various kinds of communication

blankfein doesnt

chosenthe message

communicatethe message

attribution bias

goldman sachsbeyond

internal causes

ceo of goldman sachs