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4–1
Chapter 4
COMMUNICATION
THE KEY TO
RESONANT
RELATIONSHIPS
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Communication and Management
4-2

Communication
└
The sharing of
information between
two or more individuals
or groups to reach a
common understanding.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
1. Why Is Communication Central
to Effective Relationships at Work?
4–3
Introduction

Good Leaders and Successful Employees pay a
great deal of attention to both:
 What
They Communicate
 How They Share Information
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
How Do Humans Communicate?
4-4

Verbal
Communication
└
The converting of
messages into words,
either written or spoken

Nonverbal
└
The converting of
messages by means of
facial expressions, body
language, and styles of
dress.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
2. How Do Humans Communicate?
4–5

Communication Defined
 Very
Complex
 Share
everything
 Use words
 Communicate nonverbally

Language Defined
 Tied
to Our Ability to Think
 Several Ways of Expression
 Both Thoughts and Feelings
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Read the following statement and put
emphasis on the underlined word.
4–6
I Did Not Say You Were Stupid
I Did Not Say You Were Stupid
I Did Not Say You Were Stupid
I Did Not Say You Were Stupid
I Did Not Say You Were Stupid
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
4. What Is the Interpersonal
Communication Process?
4–7
Introduction

Interpersonal Communication Model
 Sender
 Message
 Receiver
 Channel
 Encoding
 Decoding
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
The Communication Process
1.
2.
3.
4.
Sender – person wishing to share information with
some other person
Message – what information to communicate
Encoding – sender translates the message into
symbols or language
Noise – refers to anything that hampers any stage
of the communication process
4-8
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
The Communication Process
1.
2.
3.
Receiver – person or group for which the message
is intended
Medium – pathway through which an encoded
message is transmitted to a receiver
Decoding - critical point where the receiver
interprets and tries to make sense of the message
4-9
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
4. What Is the Interpersonal
Communication Process?
4–11
Choosing “Rich” or “Lean” Communication Channels

Rich Channels (Mediums)
 Carry
More Information
 Less Ambiguous
Message
 Specific Receiver
 Opportunities for
Feedback
 Verbal and Nonverbal
Signals

Lean Channels (Mediums)
 Less Information
 Convey Simple
Information
 To Specific Individuals
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Information Richness
Information richness
The amount of information that a communication
medium can carry
The extent to which the medium enables the sender
and receiver to reach a common understanding
4-12
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Information Richness and
Communication Media
Managers and their subordinates can become
effective communicators by selecting an
appropriate medium for each message—there is no
one “best” medium.
4-13
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Information Richness of Communication
Media
4-14
Figure 16.2
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Face-to-Face Communication
4-15

Face-to-Face
└ Has highest
information richness
└ Provides instant
feedback
└ Can take advantage
of verbal and
nonverbal signals.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Face-to-Face Communication
Management by wandering around
face-to-face communication technique in which a
manager walks around a work area and talks
informally with employees about issues and
concerns.
4-16
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Spoken Communication
Electronically Transmitted
Spoken Communication Electronically Transmitted
Has the second highest information richness.
Telephone conversations are information rich with
tone of voice, sender’s emphasis, and quick
feedback, but provide no visual nonverbal cues.
4-17
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Personally Addressed Written
Communication
Personally Addressed Written Communication
Has a lower richness than the verbal forms of
communication, but still is directed at a given
person.
Personal addressing helps ensure receiver actually
reads the message—personal letters and e-mail
are common forms.
4-18
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Impersonal Written
Communication
Impersonal Written Communication
Has the lowest information richness.
Good for messages to many receivers where little
or no feedback is expected (e.g., newsletters,
blogs, reports)
4-19
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
5. How Do We Use Information Technology
to Communicate at Work?
4–20
Introduction

Technology Has Changed Communication
 Elimination
of language barriers (translation
dictionaries)
 New Rules for proper communication behavior



E-mail and Text Messaging
Web Conferencing and Videoconferencing
Social Media
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
5. How Do We Use Information Technology
to Communicate at Work?
4–21
Discussion Questions


Consider two situations: one in which information
technology helped you build a relationship, and one in
which it inhibited the development of a relationship.
How did technology help in the first instance and get in
the way in the second?
Many argue that new communication technologies have
made social interactions impersonal and that people are
not developing enough face-to-face communication
skills. What is your opinion on this topic?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Barriers to Effective
Communication
1.
2.
3.
4.
Messages that are unclear, incomplete, difficult to
understand
Messages that are sent over an inappropriate
medium
Messages with no provision for feedback
Messages that are received but ignored
4-22
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
10.What Can We All Do to Improve Communication
and Build Resonant Relationships at Work?
4–23
Basic Rules for Sending Clear and Powerful Messages







Be sure you know what message you want to send.
Determine the most appropriate channel for your message.
Simplify your language to match your audience.
Remember that jargon can hurt communication when it is
unfamiliar to the receiver, but it may improve communication
when it is familiar.
Create a level of trust that makes people feel comfortable
passing bad news up and down the hierarchy.
Be careful about poor or inadvertent use of inappropriate
nonverbal signals.
Practice empathy when communicating.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Communication Skills for
Managers as Senders
Jargon-specialized language that members of an
occupation, group, or organization develop to
facilitate communication among themselves
--should never be used when communicating with
people outside the occupation, group, or organization
4-24
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Example – NASCAR Jargon
1.
Unless you follow NASCAR, you may not be familiar
with words like loose-in, tight-off, wedge
adjustment, spring rubber, track-bar, catch can and
tunnel turn.
4-25
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Communication Skills For
Managers as Receivers
1.
Pay attention
2.
Be a good listener
3.
Be empathetic
4-26
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
8. What Is Organizational Communication?
4–27
Crisis Communication




Remain Calm
Gather Information
Communicate Openly
Responds Swiftly
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
9. What Can HR Do to Ensure Effective
Communication and Resonant
Relationships in Organizations?
4–28
Introduction

HR Communicates
About
 Labor
Laws
 Workforce Data
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
9. What Can HR Do to Ensure Effective
Communication and Resonant
Relationships in Organizations?
4–29
Communicating Labor Laws

HR’s Responsibilities
 Current
on Labor Relations
 Employees and Management
Understand the Law
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
9. What Can HR Do to Ensure Effective
Communication and Resonant
Relationships in Organizations?
4–30
Gathering and Communicating Employee Engagement Information


Employee Morale
High Morale:


Enthusiasm, Commitment,
Trust…
Low Morale:

High Employee Turnover,
Absenteeism…
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.