Download Management Fundamentals 3e.

Agenda & Announcements
• Agenda
–Team Training - Communications
–Chapter 11–Communication & Information Technology
–Communication Exercise – Skill Builder 1 (page 416)
–Team Training - Change Management (Section F)
–Chapter 7 – Change Management Portion
• Announcements
–Due:
• Reflection Journals on 3/7 (Tuesday) – E-Submit
• Team Papers on 3/9 class start – Hand In or E-Submit
–Essay Portion of Exam Process
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–1
Chapter 11
Communicating
and Information
Technology
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Copyright © 2006 Thomson Business and Economics.
All rights reserved.
The Communication Process
Exhibit 11–2
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–3
Major Communication Barriers
Exhibit 11–3
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–4
Message Transmission Channels
Exhibit 11–4
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–5
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–6
Oral Communication
• Advantages
• Disadvantages
– Easier - Sometimes
– Faster - Sometimes
– Encourages
feedback
– Provides Feedback
on Reception
– Shows Genuine
Interest and Caring
Copyright © 2006 Thomson Business and Economics. All rights reserved.
– Leaves no
permanent record
– Finding “Right”
Time
11–7
Nonverbal Communication
• Nonverbal Communication
– Includes messages sent without words.
– Setting (physical surroundings)
– Body language
•
•
•
•
Facial expressions
Vocal quality (how said, not what said)
Gestures
Posture
– Disadvantage
•
Can be misinterpreted by receiver
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–8
Written Communication
• Advantages
• Disadvantages
– Provides a
permanent record
• E-Mail
– Takes longer
– Hinders feedback
– Easily
Misunderstood
– Fast
– Multiple Recipients
– Understand
Receivers Use
– Caution – 3 strikes
and you’re calling
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–9
The Message-Sending Process
1. Develop rapport.
2. State your communication
objective.
3. Transmit your message.
4. Check the receiver’s
understanding.
5. Get a commitment and
follow up.
Exhibit 11–5
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–10
Checking Understanding: Feedback
• Feedback
– Information that verifies a message.
• Paraphrasing
– The process of having the receiver restate the
message in his or her own words.
• Feedback Problems
– Receivers feel ignorant.
– Receivers are ignorant.
– Receivers are reluctant to point out sender’s
ignorance.
A.K.A. “Listen for Understanding”
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–11
Checking Understanding: Feedback (cont’d)
• How to Get Feedback
– Be open to feedback
•
There are no dumb questions.
– Be aware of nonverbal communication
•
Make sure your nonverbal communication
encourages feedback.
– Ask questions
•
When you send messages, you should know
whether recipients understand the messages before
taking action.
– Paraphrase
•
The most accurate indicator of understanding is
paraphrasing.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–12
The Message-Receiving Process
Exhibit 11–6
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–13
Response Styles
• Advising
• Reassuring
– Providing evaluation,
personal opinion,
direction, or
instructions.
• Diverting
– Switching the focus of
the communication to a
new message.
– Responding to reduce
the intensity of the
emotions associated
with the message.
• Reflecting
• Probing
– Asking the sender for
more information about
some aspect of the
message.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
– Paraphrasing the
message to indicate
acceptance and
understanding.
11–14
Situational Communication Model
Exhibit 11–9
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–15
Dealing With Emotional People
• Dimensions of Emotional Intelligence
1. Self-awareness, or understanding your own
emotions
2. Self-management, the ability to manage your
own emotions
3. Self-motivation, the ability to persist through
failure and setbacks
4. Empathy, the ability to understand others’
emotions and to see things from their
perspective
5. Social skills that allow one to handle others’
emotions.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–16
Criticism
• Giving Criticism
– Never publicly criticize your boss OR ANYONE
ELSE.
– Don’t criticize your boss behind his back.
– DO Provide your boss with feedback
• Getting Criticism
– Don’t become defensive or emotional.
– Even constructive criticism
can be emotionally painful.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–17
Information Technology
• Data
– Unorganized facts and figures
• Information
– Data converted into a form that helps people do
their jobs.
– Useful information is:
1. Timely—current and available when you need it
2. Relevant—suited to the situation, accurate,
complete but concise
3. Understandable—in a form that is easy to
comprehend
DRIP - Data Rich, Information Poor
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–18
Information Technology (cont’d)
•
Information Technology (IT)
–
•
The Internet
–
•
A specific company’s gateway
to Internet-based information
Databases
–
•
A global collection of computer networks linked together to
exchange data and information on the World Wide Web (WWW)
Business Portal
–
•
Technology used to store, process, and distribute useful
information
Collected information that is accessible to employees through
company intranets, company Web sites, and the World Wide
Web.
Wireless Communication
–
Hand-held devices allow people to get information when and
where they need it.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–19
Information Networks
•
•
•
•
•
Transactional Systems (Customer Service, Accounting, etc)
Management Information Systems (Metrics and Ad Hoc)
Executive Information Systems (a.k.a. “DashBoards”)
Decision Support Systems (Considerers Alternatives and Criterias)
Information Transactions:
– P2P: peer to peer, intranets connecting employees
– B2C:business to customer through CRM—customer relationship
management
– B2B: business to supplier through EDI—electronic data exchange
Exhibit 11–8
Copyright © 2006 Thomson Business and Economics. All rights reserved.
11–20