Download Fundamentals of Organizational Behavior

Interpersonal Communication
Chapter
8
Fundamentals of
Organizational Behavior 2e
Andrew J. DuBrin
PowerPoint Presentation
by Charlie Cook
Learning Objectives
1. Describe the communication process.
2. Describe the impact of information technology on
interpersonal communication in organizations.
3. Explain how nonverbal communication can be used to
enhance communication.
4. Present details about the various channels of
communication in organizations.
5. Summarize barriers to effective communication and
how to overcome them.
6. Explain how to overcome cross-gender and crosscultural communication problems.
7. Recognize the basics for becoming a more poweroriented communicator.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–2
The Communication Process
Components of Communication
1. Source (the sender)—person attempting to send a message
to another person. Authority and experience of sender can
call attention to message.
2. Message—a purpose or idea to be conveyed. Clarity,
complexity, length, and organization affect reception of
message.
3. Channel (medium)—how and through what media the
message is conveyed to the receiver.
4. Receiver—the party to whom the message is sent must get
and understand properly the message for communication
to take place.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–3
The Communication Process
Components of Communication (cont’d)
5. Feedback—reactions of the receiver that indicate the
message was received and properly understood.
6. Environment—factors such as organizational culture affect
how messages are transmitted and understood.
7. Noise—physical and human
relations distractions in the
environment can disrupt the
communication process.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–4
The Communication Process
Environment
Source
(sender)
Channel
Message
Receiver
Environment
Environment
Noise Sources
Feedback
Noise Sources
EXHIBIT
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Environment
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–5
Communication and Information Technology
E-mail
Two major impacts on interpersonal communication
 Written
messages have replaced telephone
and personal conversations.
 The volume of messages each manager
receives has increased.
E-mail Characteristics
 Is
unaffected by distance and time.
 Enhances industrial democracy
by linking workers and leaders.
 Encourages indiscriminate sending
of trivial information.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–6
Communication and Information Technology
The Alternative Workplace
 A combination of nontraditional work practices, settings,
and locations that supplements the traditional office.
 Telecommuting

An arrangement in which employees
use computers to perform their
regular work responsibilities
at home or in a satellite office.
– Has a strong reliance on E-mail.
– Lacks the social interactions
of work.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–7
Communication and Information Technology
Presentation Technology
 The capability to create and effectively use multimedia
presentation tools is an essential managerial skill.
Tips for a Professional Presentation
 Know how to operate presentation equipment.
 Maintain eye contact with the audience and
talk to the audience, not to the screen.
 Reveal points only as needed.
 Keep the slide in view until the audience
gets the point.
 Use special slide effects sparingly.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–8
Communication and Information Technology
Voice Recognition Systems
 Are electronic devices capable of recognizing verbal
commands and carrying them out by:


acting as virtual secretaries in office messaging systems.
supplementing or replacing keyboarding commands.
 Voice systems have difficulty recognizing
individual speech patterns, context,
and words with multiple meanings.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–9
Communication and Information Technology
Nonverbal Communication
 The transmission of messages by means
other than words, usually as a supplement
to written, spoken, or signed
communications.
 General purpose is to express the
feeling behind the message.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–10
Nonverbal Communication Behaviors
1.
2.
3.
4.
Environment
Body placement
Postures
Hand gestures
5. Facial expressions
6. Voice tone
7. Clothing, dress,
appearance
8. Mirroring
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–11
Organizational Channels of Communication
Formal Communication Channels
 Are officially defined pathways for sending information
inside and outside the organization.
 Organization charts illustrate the channels to be followed.
Network organization
 Has spherical structure that can rotate self-managing teams
and other resources around a common knowledge base.
 Has communication channels that do not follow the formal
patterns of hierarchical organizations.
 May enter into temporary strategic alliances with other firms
to capitalize on combined talents.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–12
Communication Pathways in a Hierarchical
Organization and a Spherical Organization
Bureaucracy
Network Organization
EXHIBIT
8-2
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–13
Organizational Channels of Communication
Informal Communication Channels
 Unofficial network that supplements the formal channels.
 Grapevine
 Is
the major informal channel in organizations.
 Can distort information in its tangled pathways.
 Used to spread negative rumors and gossip.
 Used to disseminate information along informal lines.
 Combating rumors in organizations:
 Be
wary of vague communications.
 Promote healthy, accurate communications.
 Avoid concealing bad news.
 Correct erroneous communications promptly.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–14
Organizational Channels of Communication
Communication Directions
 Downward communication:
 Flow
of messages from a higher to a lower level in the
organization.
 Danger lies in lack of response from lower level.
 Upward communication:
 Transmission
of messages from lower level to higher levels
in an organization.
 Improving upward communications:
 Management
by walking around
 Chance encounters
 Talking regularly with employees (open-door policy)
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–15
Organizational Channels of Communication
Communication Directions
 Horizontal communications—messages sent to others on
the same level in the organization.
 Diagonal communications—transmission of messages to
other departments at higher and lower levels in the
organization.
 Spherical communications—
communication among members
from different teams in the
network organization.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–16
Organizational Channels of Communication
Barriers to Interpersonal Communication
1. Semantics
The term for the varying meanings that people attach
to words.
2. Filtering of negative
in formation
Involves coloring or altering information to make the
message more acceptable to the receiver.
3. Credibility of the
sender
Message value and importance are based on the
trustworthiness of the sender.
4. M ixed signals
Sending different messages about the same topic
creates confusion.
5. Different frames of
reference
People perceive words and concepts differently
based on their personal perspective and past
experience.
6. Value judgments
Making a value judgment prior to receiving the
message interferes with the communication of the
message meaning.
7. Communication
overload
Occurs when people are so overloaded with
information that they cannot respond effectively to
messages.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–17
Barriers to Communicating and
Means for Overcoming Them
Barriers
Overcom ing Barriers
Sema ntics
Filtering of negative inf ormation
Credibility of the sender
Mixed signa ls
Different frames of reference
Value judgm ents
Comm unication overload
Clarify ideas before sending.
Motivate the receiver.
Discuss differences in paradigms.
Foster informal communications.
Communicate feelings behind the facts.
Be aware of nonverbal beha vior.
Obtain feedback.
Adapt to the other person’s
communication style.
EXHIBIT
8-3
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–18
Organizational Channels of Communication
Improving the Sending of Messages
1.
2.
3.
4.
5.
6.
7.
8.
Clarify ideas before communicating.
Monitor the receiver.
Discuss differences in paradigms.
Foster informal communications.
Communicate feelings behind the facts.
Be aware of nonverbal behavior.
Obtain feedback.
Adapt to the other person’s communication style.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–19
Eleven Keys to
Effective Listen ing
T he Bad Listen er
T he Good L istener
1. Find an area of interest
Tunes out dry subj ects
2. Judge content, not delivery
Tunes out i f del ivery is poor
Seeks opportunities; asks “What’s
in it for m e?”
Judges content, skips over delivery
errors
3. Hol d your fire
Tends to enter into argum ent
Doesn’t judge until com prehension
is complete
4. Listen for i deas
Listens for facts
Listens for central them es
5. Be flexible
Takes intensive notes usi ng only
one system
Takes fewer notes; uses four or
five different system s, dependi ng
on the speaker
6. Work at listening
Show n no energy output, fakes
attention
Works hard, exhibits active body
state
7. Resi st di stractions
I s distracted easily
Fights or avoids distractions,
tol erates bad habi ts, knows how to
concentrate
8. Exerci se your mi nd
Resi sts difficul t expository
m ateri al; seeks light, recreational
m ateri al
Uses heavier m ateri al as an
exerci se for the mind
9. Keep your mind open
Reacts to emotional w ords
Interprets color w ords; does not
get hung up on them
10. Capitalize on the fact that
thought is faster than speech
Tends to daydream with slow
speakers
Challenges, anticipates, m entally
summ arizes, weighs the evidence,
li stens between the lines to tone of
voi ce
11. Restate w hat you hear
Reacts to what he or she hears
Cl arifi es what her or she hears until
other person says, ”Yes, this is
what I ’m saying.”
EXHIBIT
8-4
Source: John W. Richter, “Listening: An Art Essential to Success,”
(September 1980): p. 26; Lyman K. Steil, “How Well Do You Listen?,”
Executive Female, Special Issue No. 2 (1986): p. 37.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
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Organizational Channels of Communication
Key Gender Differences in Communication Styles
Male Preferences
Female Preferences
To talk to preserve independence
and status by displaying knowledge
and skill.
To use communication for rapport
building.
To work out problems by
themselves.
To talk out solutions with another
person; want empathy and
understanding.
Are more likely to be critical of the
work of a coworker.
Are more likely to compliment the
work of a coworker
Tend to be more directive in their
conversations.
Emphasize politeness toward
others.
Tend to be intimidating when facing
differences.
Tend to be more conciliatory when
facing differences.
More interested in calling attention
to their accomplishments or
hogging recognition.
Less interested in calling attention
to their accomplishments or
hogging recognition.
Tend to dominate discussions.
Tend not to seek to dominate
discussions.
Are more likely to minimize doubts.
Tend to downplay their certainty.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–21
Overcoming Cross-Cultural
Communication Barriers
1. Be sensitive to the fact that cross-cultural
barriers exist.
2. Show respect for all workers.
3. Use straight-forward language and speak slowly
and clearly.
4. Be alert to cultural differences in customs and
behaviors.
5. Be sensitive to differences in nonverbal
communication.
6. Do not be diverted by style, accent, grammar, or
personal appearance.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
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·
Members of Asia and some other
Middle-Eastern cultures consider
direct eye contact rude.
·
Japanese people rarely use the word
“no”. When they say “yes” (“hai”), it
only acknowledges that they have
heard what was said.
·
When Japanese people say “We’ll
consider it,” they probably mean “no.”
·
Korean people are hesitant to say
“no” even when they have rejected a
proposal. Koreans feel it is important
for visitors to leave with food feelings.
·
British people understate their
feelings. If a British person says,
“Your report does raise a few
questions,” the real meaning is
probably “Your report is atrocious.”
·
People from Latin America are very
conscious of rank, and they expect
the manager to be the voice of
authority. Consequently, Latin
Americans may be hesitant to make
suggestions to a superior.
·
Americans are eager to get down to
business quickly and will therefore
spend less time than people from other
cultures building a relationship.
·
Americans value time much more that
do people from other cultures. They are
therefore more likely than people form
other cultures to appear perturbed
when a person shows up late for a
meeting.
·
French-speaking people tend to use
polite forms of greeting, particularly in
business settings, while Americans are
less formal. When greeting a business
contact in a French-speaking country, it
is therefore important to include the
prefix sir, monsieur, madame, ms.,
mademoiselle, or miss.
Skill Developm ent: The above information will lead to
cross-cultural development if practiced in the right
setting. During the next 30 days, look for an opportunit y
to relate to a person from a given culture in a way
described above. Observe the reaction of the other
person to provide feedback on your cross-cultural
effectiveness.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
EXHIBIT
8-5
8–23
The Power-Oriented Linguistic Style
Components of a linguistic style that give power
and authority to the message sender:
 Choose words that show conviction such as
“I’m convinced” or “I’m confident.”
 Use the pronoun “I” to receive more
credit for your ideas.
 Emphasize direct rather than indirect talk.
 Frame your comments in a way that
increases your listener’s receptivity.
 Speak at length, set the agenda for a
conversation, make jokes and laugh.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–24
The Power-Oriented Linguistic Style
(cont’d)
Components of a linguistic style that give power
and authority to the message sender:
 Minimize the number of questions you ask that
may imply you lack information on the topic.
 Apologize infrequently and particularly
minimize saying, “I’m sorry.”
 Take deep breaths to project a firm voice
with power and conviction.
 Occupy as much space as
possible when speaking
before a group.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
8–25