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Management Second Canadian Edition Chuck Williams Alex Z. Kondra Conor Vibert Slides Prepared by: Kerry Rempel, Okanagan College ©2008 by Nelson, a division of Thomson Canada Limited 1 Chapter 16 Managing Communication ©2008 by Nelson, a division of Thomson Canada Limited 2 What Would You Do? As the CEO of Proctor and Gamble, how will you handle the following communication challenges? Change the pattern of communication throughout the company so that employees feel comfortable talking with top management again Find out what others within and outside the organization think ©2008 by Nelson, a division of Thomson Canada Limited 3 Learning Objectives: Communication After reading the next two sections, you should be able to: 1. explain the role that perception plays in communication and communication problems 2. describe the communication process and the various kinds of communication in organizations ©2008 by Nelson, a division of Thomson Canada Limited 4 Perception and Communication Problems Basic perception process Perception problems Perceptions of others Self-perception ©2008 by Nelson, a division of Thomson Canada Limited 5 Basic Perception Process Perception is the process by which individuals attend to, organize, interpret, and retain information about their environments Perceptual filters how people experience stimuli personality-, psychology-, or experienced-based differences affect each part of the perception process: Attention, organization, interpretation, and retention ©2008 by Nelson, a division of Thomson Canada Limited 6 Basic Perception Process Exhibit 16.1 ©2008 by Nelson, a division of Thomson Canada Limited 7 Perception Problems Selective perception tendency to notice and accept information consistent with our values and beliefs ignore inconsistent information Closure 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 ©2008 by Nelson, a division of Thomson Canada Limited 8 Perceptions of Others Attribution theory we have a basic need to understand and explain the causes of other people’s behaviour causes can be internal or external internal causes are voluntary or under the individual’s control external causes are involuntary and outside the individual’s control ©2008 by Nelson, a division of Thomson Canada Limited 9 Attribution Error and Bias Defensive bias tendency for people to perceive themselves as personally and situationally similar to someone who is in trouble Fundamental attribution error Tendency to ignore external causes of behaviour and attribute behaviour to internal causes ©2008 by Nelson, a division of Thomson Canada Limited 10 Self-Perception People generally want to maintain a positive self-image and anything that threatens that can create defensiveness Self-serving bias tendency of people to attribute success to internal causes and failure to external causes ©2008 by Nelson, a division of Thomson Canada Limited 11 Kinds of Communication The communication process Formal communication channels Informal communication channels Coaching and counselling: One-on-one communication Nonverbal communication ©2008 by Nelson, a division of Thomson Canada Limited 12 The Interpersonal Communication Process Exhibit 16.2 ©2008 by Nelson, a division of Thomson Canada Limited 13 Communication Process Encoding Decoding Receiver translates the message Feedback Putting a message into a form that can be recognized and understood by the receiver A return message to the sender that indicates the receiver’s understanding Noise Anything that interferers with the transmission of the intended message ©2008 by Nelson, a division of Thomson Canada Limited 14 Noise Noise occurs if: 1. 2. 3. 4. 5. the sender isn’t sure about what message to communicate the message is not clearly encoded the wrong communication channel is chosen the message is not received or decoded properly the receiver doesn’t have the experience or time to understand the message ©2008 by Nelson, a division of Thomson Canada Limited 15 Meanings of the Word “Fine” Conduit Metaphor 1. 2. 3. 4. 5. 6. If you exceed the 100-kph speed limit, you may have to pay a fine (penalty) Mario Lemieux turned in a fine performance (excellent) The machine runs at a slow speed, because the tolerance is fine (delicate) The puzzle is difficult to put together because the pieces are so fine (small) Recent experiments have tried to produce drugs that are fine (pure) The pages of that antique book are extremely fine (flimsy) Adapted from Exhibit 16.3 ©2008 by Nelson, a division of Thomson Canada Limited 16 Formal Communication Channels The system of official channels carrying organizationally approved information Downward communication Upward communication from higher to lower levels from lower to higher levels Horizontal communication among people at the same level ©2008 by Nelson, a division of Thomson Canada Limited 17 Improving Formal Communication Decrease reliance on downward communication Increase chances for upward communication Encourage greater use of horizontal communication ©2008 by Nelson, a division of Thomson Canada Limited 18 Informal Communication Channels Transmission of messages outside the formal communication channels The “grapevine” arises out of informal networks carries highly accurate information information is interesting and timely senders can seek feedback accuracy can be verified ©2008 by Nelson, a division of Thomson Canada Limited 19 Managing the Grapevine Don’t withhold information from it Feed information to it to keep employees informed Use it as a source of information ©2008 by Nelson, a division of Thomson Canada Limited 20 Coaching and Counselling: One-on-One Communication Coaching communicating with someone for the direct purpose of improving the person’s performance Counselling communicating with someone about non-job-related issues that may be affecting performance ©2008 by Nelson, a division of Thomson Canada Limited 21 Nonverbal Communication Any communication that doesn’t involve words. Kinesics movements of the body and face Paralanguage the pitch, rate, tone, volume, and speaking pattern of one’s voice ©2008 by Nelson, a division of Thomson Canada Limited 22 Learning Objectives: Improving Communication After reading the next two sections, you should be able to: 3. explain how managers can manage effective one-on-one communication 4. describe how managers can manage effective organization-wide communication ©2008 by Nelson, a division of Thomson Canada Limited 23 Managing One-on-One Communication Choosing the right communication medium Listening Giving feedback Improving cross-cultural communication ©2008 by Nelson, a division of Thomson Canada Limited 24 Choosing the Right Communication Medium The method used to deliver an oral or written message Oral communication spoken messages such as face-to-face and group meetings and telephone calls Not ideal when messages are simple Written communication includes letters, e-mails and memos Not ideal for ambiguous or emotionally laden topics ©2008 by Nelson, a division of Thomson Canada Limited 25 Listening Hearing versus listening Active listening Empathetic listening ©2008 by Nelson, a division of Thomson Canada Limited 26 Becoming an Active Listener Clarify responses Paraphrase responses ask speaker to explain confusing statements restate what has been said in your own words Summarize responses review the speaker’s main points ©2008 by Nelson, a division of Thomson Canada Limited 27 Responses for Active Listening Exhibit 16.5 ©2008 by Nelson, a division of Thomson Canada Limited 28 Becoming an Empathetic Listener Show your desire to understand listen first talk about what’s important to the other Reflecting feelings focus on the affective part of the message demonstrates understanding ©2008 by Nelson, a division of Thomson Canada Limited 29 Giving Feedback Destructive feedback disapproves without any intention of being helpful and almost always causes a negative or defensive reaction Constructive feedback intended to be helpful, corrective, and/or encouraging ©2008 by Nelson, a division of Thomson Canada Limited 30 Making Feedback Effective Provide immediate feedback Provide specific feedback don’t delay, give feedback while memories are strong focus on particular behaviours under the person’s control Provide problem-oriented feedback focus on behaviour not personality ©2008 by Nelson, a division of Thomson Canada Limited 31 Improving Cross-Cultural Communication Familiarize yourself with cultural work norms Know the address terms Understand cultural attitudes toward time ©2008 by Nelson, a division of Thomson Canada Limited 32 Cross-Cultural Temporal Concepts Appointment time Schedule time time when projects should be completed Discussion time how punctual you must be how much time should be spent in discussion with others Acquaintance time how much time you must spend with someone before getting down to business ©2008 by Nelson, a division of Thomson Canada Limited 33 Managing OrganizationWide Communication Improving transmission: getting the message out Improving reception: hearing what others feel and think ©2008 by Nelson, a division of Thomson Canada Limited 34 Improving Transmission: Getting the Message Out E-mail Online discussion forums Televised/videotaped speeches and conferences Corporate talk shows Broadcast voice-mail ©2008 by Nelson, a division of Thomson Canada Limited 35 Establishing Online Discussion Forums 1. Perform a “knowledge” audit — identify intellectual assets and spread that information throughout the organization 2. Create an online directory — detail workers’ expertise and make it available to all employees 3. Set up discussion groups on the net — people can collaborate on problem solving 4. Reward information sharing — make sharing knowledge part of performance ratings Adapted from Exhibit 16.6 ©2008 by Nelson, a division of Thomson Canada Limited 36 Improving Reception: Hearing What Others Feel and Think Organizational Silence Company hotlines Withholding information about organizational issues people can call and leave anonymous comments Survey feedback information gathered from questionnaires Informal meetings Surprise visits Blogs hear directly what people think opportunity to talk with people who have little chance to talk with upper management Personal website that provides personal views ©2008 by Nelson, a division of Thomson Canada Limited 37 What Really Happened? The CEO and top management of P&G listened to what employees were telling them held informal meetings encouraged discussion Resulted in an increase in stock price, profits, and net earnings ©2008 by Nelson, a division of Thomson Canada Limited 38