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Organizational Behavior: Communication Gholipour A. 2006. Organizational Behavior. University of Tehran. Functions of Communication Control Motivation Information Emotional Expression Gholipour A. 2006. Organizational Behavior. University of Tehran. A Perceptual Model of Communication Encoding Message Transmitted on medium Receiver decodes Transmit Message Receiver creates meaning Noise Sender Transmit Feedback Source decodes Transmitted on medium Message Gholipour A. 2006. Organizational Behavior. University of Tehran. Encoding Hierarchy of Media Richness Rich Media Richness Face-to-face Overloaded Zone Telephone Personal written Formal written Oversimplified Zone Formal numeric Lean Routine/ Clear Situation Nonroutine/ Ambiguous Gholipour A. 2006. Organizational Behavior. University of Tehran. Information Overload Episodes of information overload Employee’s information processing capacity Information Load Time Gholipour A. 2006. Organizational Behavior. University of Tehran. Reduce Information Load • Buffering • Summarizing • Omitting. Gholipour A. 2006. Organizational Behavior. University of Tehran. Direction of Communication Upward Downward Lateral Gholipour A. 2006. Organizational Behavior. University of Tehran. Sources of Distortion in Upward Communication Patterns of Distortion in Upward Communication Situational Antecedents 1. Supervisor’s upward influence 2. Supervisor’s power 3. Subordinate’s aspiration for upward mobility Low Low Low High High High Increased distortion because employees send more favorable information and withhold useful information. Increased distortion because employees screen out information detrimental to their welfare. Less accuracy because employees tend to pass along information that helps their cause. Considerable distortion because employees do not pass up all information they Gholipour A. 2006. Organizational Behavior. Universityreceive. of Tehran. 4. Subordinate’s trust in the supervisor Low High Three Common Small-Group Networks Chain Wheel All-Channel Gholipour A. 2006. Organizational Behavior. University of Tehran. Metacommunication • Communication is more than just verbal… • Communicating about one’s communication style/barriers to communication, etc. • Nonverbal communication – Words account for only 7% of emotional impact of a message – Voice tones- 38% – Facial Expressions- 55% Gholipour A. 2006. Organizational Behavior. University of Tehran. Nonverbal Communication • Body Movement, Gestures and Posture • Touch • Facial expressions and Personal Appearance. • Eye Contact. • Interpersonal Distance • Voice Quality Gholipour A. 2006. Organizational Behavior. University of Tehran. Nonverbal Communication • Transmits most information in faceto-face meetings • Influences meaning of verbal and written symbols • Less rule bound than verbal communication • Important part of emotional labor Gholipour A. 2006. Organizational Behavior. University of Tehran. Skills and Best Practices: Advice to Improve Nonverbal Communication Skills Positive Nonverbal Actions Include: • Maintain eye contact. • Nod your head to convey that you are listening or that you agree. • Smile and show interest. • Lean forward to show the speaker you are interested. • Use a tone of voice that matches your message Negative Nonverbal Actions Include: • Avoiding eye contact and looking away from the speaker. • Closing your eyes or tensing your facial muscles. • Excessive yawning. • Using body language that conveys indecisiveness or lack of confidence (e.g., slumped shoulders, head down, flat tones, inaudible voice) • Speaking too fast or too slow. Gholipour A. 2006. Organizational Behavior. University of Tehran. Organizational Grapevine • Early Research Findings – Transmits information rapidly in all directions – Follows a cluster chain pattern – More active in homogeneous groups – Transmits some degree of truth • Changes Due to Internet – E-mail etc. becoming main grapevine medium – Social networks are now global Gholipour A. 2006. Organizational Behavior. University of Tehran. Grapevine: Positives and Negatives • Benefits – Supplements information – Strengthens corporate culture – Relieves anxiety – Signals that problems exist • Problem – Distortions might escalate anxiety Gholipour A. 2006. Organizational Behavior. University of Tehran. Cross-Cultural Communication • Assume differences until similarity is proved • Emphasize description over interpretation and evaluation • Cultivate the art of being empathetic • Treat your interpretation as a working hypothesis Gholipour A. 2006. Organizational Behavior. University of Tehran. Gender Communication Differences Men Women Report talk Gives advice quickly and directly Rapport talk Gives advice indirectly and reluctantly Language of status, power and independence Language of connection and intimacy Avoids asking for information Frequently asks for information Less sensitive to nonverbal cues More sensitive to nonverbal cues Gholipour A. 2006. Organizational Behavior. University of Tehran. Gender Differences • Women – Prefer conversation for rapport building – Want empathy, not solutions – Are more likely to compliment – Emphasize politeness – More conciliatory Gholipour A. 2006. Organizational Behavior. University of Tehran. Gender Differences • Men – Talk as a means to preserve independence and status by displaying knowledge and skill – Work out problems on an individualized basis – Are more directive in conversation – Are more intimidating – Call attention to their accomplishments – Tend to dominate discussions during meetings Gholipour A. 2006. Organizational Behavior. University of Tehran. Interpersonal Communication Styles Communication Style Assertive Nonverbal Behavior Description Pushing hard without attacking; permits others to influence outcome; expressive and selfenhancing without intruding on others. Pattern Good eye contact; Comfortable but firm posture; Strong, steady and audible voice; Facial expressions matched to message; Appropriately serious tone; Selective interruptions to ensure understanding. Gholipour A. 2006. Organizational Behavior. University of Tehran. Verbal Behavior Pattern Direct and unambiguous language; No attributions or evaluations of others’ behavior; Use of “I” statements and cooperative “we” statements. Interpersonal Communication Styles (continued) Communication Style Aggressive Nonverbal Behavior Description Taking advantage of others; Expressive and selfenhancing at others’ expense. Pattern Glaring eye contact; Moving or leaning too close; Threatening gestures (pointing finger; clenched fist); Loud Voice; Frequent interruptions. Gholipour A. 2006. Organizational Behavior. University of Tehran. Verbal Behavior Pattern Swear words and abusive language; Attributions and evaluations of others’ behavior; Sexist or racists terms; Explicit threats or put-downs. Interpersonal Communication Styles (continued) Nonverbal Behavior Communication Style Description others NonassertiveEncouraging to take advantage of us; Inhibited; Self-denying. Pattern Little eye contact; Downward glances; Slumped postures; Constantly shifting weight; Wringing hands; Weak or whiny voice. Gholipour A. 2006. Organizational Behavior. University of Tehran. Verbal Behavior Pattern Qualifiers (“maybe,” “kind of” ); Fillers (“uh,” “you know,” “well”); Negaters (“it’s really not that important,” “I’m not sure”). E-Communication • Internet/Intranet/Extranet • Electronic Mail • Videoconferencing • Collaborative Computing • Telecommuting Gholipour A. 2006. Organizational Behavior. University of Tehran. Listening Styles Results-style: Interested in the bottom line or result of a message. Reasons-style: Interested in hearing the rationale behind a message. Process-style: Likes to discuss issues in detail. Gholipour A. 2006. Organizational Behavior. University of Tehran. Managers Should Be Active Listeners • Make eye contact • Paraphrase • Avoid distractions • Avoid interrupting • Ask questions • Don’t talk too much • Exhibit appropriate • Combine speaking and expressions listening Gholipour A. 2006. Organizational Behavior. University of Tehran. Active Listening Process and Strategies SENSING • Postpone evaluation • Avoid interruptions • Maintain interest ACTIVE LISTENING RESPONDING EVALUATING • Show interest • Clarify the message • Empathize • Organize information Gholipour A. 2006. Organizational Behavior. University of Tehran. The Keys to Effective Listening Keys to Effective Listening The Bad Listener The Good Listener 1. Capitalize on thought speed Tends to daydream Stays with the speaker, mentally summarizes the speaker, weighs evidence, and listens between the lines 2. Listen for ideas Listens for facts Listens for central or overall ideas 3. Find an area of interest Tunes out dry speakers or subjects Listens for any useful information 4. Judge content, not delivery Tunes out dry monotone speakers Assesses content by listening to entire message before making judgments 5. Hold your fire Gets too emotional or worked Withholds judgment until up by something said by the comprehension is complete speaker and enters into an Gholipour A. 2006. Organizational Behavior. University of Tehran. argument The Keys to Effective Listening (cont) Keys to Effective Listening The Bad Listener The Good Listener 6. Work at listening Does not expend energy on listening Gives the speaker full attention 7. Resist Distractions Is easily distracted Fights distractions and concentrates on the speaker 8. Hear what is said Shuts our or denies unfavorable information Listens to both favorable and unfavorable information 9. Challenge yourself Resists listening to presentations of difficult subject manner Does not take notes or pay attention to visual aids Treats complex presentations as exercises for the mind 10. Use handouts, overheads, or other visual aids Takes notes as required and uses visual aids to enhance understanding of the Gholipour A. 2006. Organizational Behavior. University of Tehran. presentation Barriers to Effective Communication 1. 2. 3. 4. 5. Cultural; Selective Perception; Filtering; Informational overload; Semantic Barriers:Language, Jargon; 6. Defensiveness; 7. Gender. Gholipour A. 2006. Organizational Behavior. University of Tehran.