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Chapter 15
Managing
Communication
Chapter 15
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1
Perception and
Communication Problems
Basic Perception
Process
Perception
Problems
Perceptions
of Others
Self-Perception
1
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Basic Perception Process
Perception
The process by which individuals attend
to, organize, interpret, and retain
information from their environments.
Perception Filters
1.1
The personality-, psychology-, or
experienced-based differences that
influence people to ignore or pay attention
An example
to particular stimuli.
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Basic Perception Process
Stimulus
Perceptual
Stimulus
Attention
Stimulus
Filter
The process of becoming aware of a stimuli.
Perceptual
Organization
Filter
The process of incorporating new information into your existing knowledge.
Perceptual
Interpretation
Filter
The process of attaching meaning to this new information.
1.1
Perceptual
Retention
Filter
The process of remembering interpreted information.
Chapter 15
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Adapted From Exhibit 15.1
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Perception Problems
Selective perception
 notice and accept stimuli which are consistent
with our values and beliefs
 ignore inconsistent stimuli
Closure
1.2
 tendency to fill in the gaps when information is
missing
 we assume that what we don’t know is consistent
with what we do know
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Attribution Theory
A theory that states that we all have a basic
need to understand and explain the causes of
other people’s behavior.
Internal vs. External Attribution
 Internal – behavior that is voluntary or under the
control of the individual.
 External – behavior that is involuntary and
outside of the control of the individual.
1.2
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Attribution Employee
Biassays:and
Error
“It appears that the
reporting systems has screwed up
Again (defensive bias).
Defensive
Bias
The tendency for people to
perceive themselves as personally and
situationally similar to someone who is
having difficulty.
Fundamental
Attribution
Error
The tendency to ignore external causes
of behavior and to attribute other
people’s actions to internal causes.
1.3
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Boss says: OK, what has he
done to cause the mess this time
(fundamental
attribution error).
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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).
1.4
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Kinds of Communication
Communication
Process
Formal
Communication
Channels
Nonverbal
Communication
2
Informal
Communication
Channels
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Coaching and
Counseling
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The Interpersonal
Communication Process
Sender
Message
to be
Conveyed
Encode
Message
2.1
Transmit
Message
Receiver
Feedback to Sender
N
o
i
s
e
N
o
i
s
e
N
o
i
s
e
N
o
i
s
e
Communication Channel
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Message
that was
Understood
Decode
Message
Receive
Message
Adapted From Exhibit 15.3
13
The Communication Process
Noise occurs if:
1. The sender is unsure what message to
communicate
2. The message is not clearly encoded
3. refers
Thetowrong
channel
is chosen
Conduit metaphor
the mistaken
assumption
that
senders can pipe their intended messages directly Into the
4. with
The
message
is improperly
heads of receivers
perfect
clarity and
without noise ordecoded
perceptual filters interfering with the receivers’ understanding
of the message. 5. The receiver lacks experience
or time
2.1
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The Communication Process
Meanings of the Word Fine
1. Penalty
2. Excellence
3. Tight
4. Small
5. Pure
6. Flimsy
2.1
7. Okay
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Adapted From Exhibit 15.4
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Formal Communication Channels
The system of official
channels
Downward communication
 top down
Upward communication
 bottom up
Horizontal
 within a level
2.2
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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
2.2
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Common Problems with Downward,
Upward, and Horizontal Communication
Downward
•
•
•
•
Upward
• Risk of telling upper management about problems
• Managers acting angrily and defensively to problems
• Few opportunities for workers to contact upper levels of
management
Horizontal
Sending too many messages
Issuing contradictory messages
Hurriedly communicating vague, unclear messages
Issuing messages indicating management’s low regard
for lower-level workers
• 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
2.2
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Adapted from Exhibit 15.5
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Informal Communication Channels
 Transmitting messages
outside the formal
communication channels
 The “Grapevine”
The fact is:
The Grapevine is highly accurate
2.3
- information is timely
- senders seek feedback
- accuracy can be verified
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Informal Communication
Channels
2.3
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Adapted from Exhibit 15.6
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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
2.3
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Informal Communication
Channels
Dealing with Internet Gripe Sites
1. Correct misinformation.
2. Don’t take angry comments personally
3. Give your name and contact number
4. Hold a town meeting to discuss issues
2.3
5. Set up anonymous discussion forums
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Adapted from Exhibit 15.8
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Coaching and Counseling
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
2.4
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Doing the Right Thing
Protect Personal, Confidential Information
 Managers are privy to personal and
confidential information about employees
 There is a moral and legal obligation to
protect employees’ privacy
 Information about discrimination, sexual harassment,
potential workplace violence, or conflicts of interest
may need to be shared
2.4
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Employee Assistance
Programs
Counseling
Financial
Services
Pet Care
2.4
Child Care
Employee
Assistance
Programs
Health
Lifestyles
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Senior Care
Legal
Services
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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
2.5
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How to Improve Communication
Choosing the Right Communication Medium
Being a good listener
Giving effective feedback
Improving cross-cultural communication
3.1
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Choosing the Right
Communication Medium
Communication Medium
The method used to deliver an oral or
written message.
•
Oral communication
• Written communication
3.1
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Listening
Hearing
Empathetic listening: versus
• One step beyond active
listening
Listening
Active
Listening
• Setting aside our own attitudes or relationships to understand things through
Hearing
Listening
someone else’s eyes
- Act of perceiving sounds
- making a conscious effort to hear
- Involuntary
- voluntary
Active listening means:
• paying attention to what is beingEmphatic
communicated to you
• giving the communicator nonjudgmental feedback to insure understanding AND
Listening
• getting concurance from the communicator
that you have understood correctly.
3.2
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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
3.2
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Becoming an Empathetic
Listener
Show your desire to understand
 listen first
 talk about what’s important to the other
Reflect feelings
 focus on the emotional part of the message
 more than just restating words
3.2
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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 ….
you’re really saying is ….
Paraphrasing •• What
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
3.2
•
•
•
•
Let me summarize ….
Okay, your main concerns are ….
Thus far, you’ve discussed ….
To recap what you’ve said ….
Chapter 15
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Adapted from Exhibit 15.10
35
Giving Feedback
Constructive
feedback Feedback
is intended to be helpful,
Destructive
encouraging.
Destructivecorrective,
feedbackand/or
is disapproving
without any
intention of being helpful and almost always causes a
Feedback
negativeConstructive
or defensive reaction
in the recipient.
3.3
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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
3.3
 focus on behavior not personality
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Improving Cross-Cultural
Communication
1. Familiarize yourself with a culture’s work norms
2. Know whether a culture is emotionally
affective or neutral
People in affective cultures tend to display their
emotions openly when communicating, whereas
3. Understand terms and attitudes toward time
people in neutral cultures do not.
3.3
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Affective and Neutral Cultures
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
3.4
6. Make statements with emotion
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Affective and Neutral Cultures
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
3.4
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Monochronic Cultures
People in Monochronic Cultures…
3.4
 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
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Polychronic Cultures
People in Polychronic Cultures…
3.4
 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
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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
3.4
 how much small-talk is required
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Managing Organization-Wide
Communication
Improving
Transmission:
Getting the
Message Out
Improving
Reception
4
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Improving Transmission
Getting the Message Out
email
online discussion forums
televised / videotaped
speeches and conferences
corporate talk shows
broadcast voice mail
4.1
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Establishing Online
Discussion Forums
Step 1
Knowledge
Audit
Step 2
Online
Directory
Step 3
Discussion
Groups on
Internet
Step 4
Reward
Information
Sharing
4.1
Chapter 15
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Adapted from Exhibit 15.14
47
Improving Reception
 Company hotlines
 Survey feedback
 Informal meetings
 Surprise visits
4.2
 Blogs
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