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Chapter 2
Lecture Slides
Focusing on Interpersonal
and Group Communication
Business Communication, 15e
Lehman and DuFrene
Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Chapter 2 Topics
1. Behavioral Theories and their impact
on Business Communications
2. Nonverbal Communication
3. Effective Listening
4. Group/Team Communication
5. Meeting Management
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Behavioral Theories That
Impact Communication
• Maslow’s Hierarchy of Needs
• McGregor’s Theory X and Y
• Hersey and Blanchard’s Situational
Leadership Model
• McClelland’s Acquired Needs Theory
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs – humans will
strive to meet needs, only moving on to
higher level needs once a need is met.
Implication – In order to motivate people,
you must try to meet the lowest level of
unmet needs that they have
.
Maslow’s Hierarchy of Needs
Higher-order needs
Selfactualization
Self-fulfillment
Esteem or ego
Recognition, Confidence,
Success, Strength
Social
Acceptance, Belonging, Love, Affection
Safety
Security, Protection, Comfort, Peace, Surroundings
Physiological
Food, Thirst, Sleep, Health, Body needs, Exercise, Rest
McGraw-Hill/Irwin
Lower-order needs
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Maslow’s Hierarchy of Needs
Needs
Highest-level
needs
Lowest-level
needs
Description
Examples
Selfactualization
Realize one’s
full potential
Use abilities
to the fullest
Esteem
Feel good
about oneself
Promotions
and recognition
Belongingness
Social
interaction, love
Interpersonal
relations, parties
Safety
Security, stability
Job security,
health insurance
Physiological
Food, water,
shelter
Basic pay level
to buy items
Lower-level needs must be satisfied
before higher-level needs are addressed.
13-6
McGregor’s Management Styles
Theory X
Theory Y
• Workers inherently
_______
dislike work
challenging
• Workers like ___________
work
• Talent is narrowly
_________
distributed among only
a few
• Talent is _______
widely
distributed throughout the
workforce
• Workers will do as
little _______
work as
______
they are required to do
• Workers can be motivated
independently
to work _____________
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Hersey and Blanchard’s
Situational Leadership Model
Leadership style must be appropriate for
the follower and the task being performed.
Directive behavior
vs.
Supportive behavior
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Motivation Theory #3 – McClelland’s
Acquired Needs Theory
People acquire 3 groups of needs through their life experiences,
especially early in life:
•
•
•
.
Need for Achievement – motivated by meeting challenges
and excelling at work
Need for Power – motivated by responsibility and influence
over others
Need for Affiliation – motivated by approval and building
relationships
Implication - If a manager understands which of these 3
types of needs is most important for an employee, then
they can be motivated accordingly
Motivation Theory #3 – McClelland’s
Acquired Needs Theory
Q. Based upon the McClelland’s Theory,
what Need are you most motivated by?
• Need for Achievement – motivated by meeting
challenges
• Need for Power – motivated by responsibility
• Need for Affiliation – motivated by approval
Motivation Theory #3 – McClelland’s
Acquired Needs Theory
* Implication - You will likely be happiest by seeking
out a work environment that matches your primary
Need:
• N power - Likely to be happiest in jobs that give you control
over budgets, people, and decision-making.
• N achievement - Likely to be happiest working in an
environment in which you can create something new.
• N affiliation – Likely to happiest when you can be working
with other people and can form friendships.
McGraw-Hill/Irwin
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Nonverbal Communication
Nonverbal Communication – without the
use of words
•
Metacommunication – a message
expressed, though not overtly stated
(ex: “Don’t be late tomorrow”
•
Kinesics – nonverbal behavior which
conveys meaning (examples page 50)
•
–
Visual – gestures, eye movements, smiles
–
Vocal – intonation, volume, pitch
Proxemics – distance during communication
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Understanding Nonverbal
Communication
•
Every Communication contains nonverbals
•
Interpretations may vary wildly by person
•
Interpretations may vary wildly by culture
•
Can be intentional or subconscious
•
Verbals and nonverbals can conflict
•
Nonverbals may “drown out” verbal messages
•
Nonverbals may increase or decrease the
effectiveness of verbal messages
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Are you a good listener?
• Are you open to what other people say to you, or
do you make up your mind about things before you
hear other views?
• Do you become bored when other people speak?
• Do you interrupt people when they are speaking?
• Do you daydream while others are speaking?
• Are you hesitant to ask clarifying questions?
McGraw-Hill/Irwin
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Types of Listening
1. Casual listening – for pleasure
2. Listening for information – to extract the
main points being communicated
3. Intensive listening – analyze while
listening to soak up information and
interact with others
4. Empathetic listening – try to understand
not just what is said, but why it is being
said and how the speaker feels
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Bad Listening Habits
•
Faking attention
•
Allowing or hoping for disruptions
•
Overlistening – trying to take in
every detail and missing main points
•
Stereotyping – age, gender,
appearance, accents, mannerisms
•
Dismissing subjects as uninteresting
(no value)
•
Failing to observe nonverbals
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Ten Commandments for
Good Listening
1. Stop talking!
You cannot listen if you are talking.
2. Put the talker at ease.
Help the talker feel free to talk.
3. Show the talker that you
Look and act interested. Do not read your mail
while he or she talks.
want to listen.
4. Remove distractions.
Do not doodle or shuffle papers. Shut the door?
5. Empathize with the talker. Try to put yourself in the talker’s place so that
you can see his or her point of view.
.
.
Ten Commandments for
Good Listening
6. Be patient.
Allow plenty of time. Do not interrupt the talker.
7. Hold your temper.
An angry person gets the wrong meaning from
words.
8. Go easy on argument
and criticism.
This puts the talker on the defensive. He or she
may “clam up” or get angry. Do not argue: even
if you win, you lose.
9. Ask questions.
This encourages the talker and shows you are
listening. It helps to develop points further.
10. Stop talking!
This is the first and last commandment, because
all other commandments depend on it. Nature
gave us two ears but only one tongue.
Characteristics of Effective Groups
Covered in Chapter 1!!
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Group Roles (pages 59-60)
Positive
Negative
•
•
•
•
•
•
•
Isolator
Dominator
Free rider
Detractor
Digressor
Airhead
Socializer
•
•
•
•
•
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Facilitator
Harmonizer
Record keeper
Reporter
Leader
Copyright
2008 by Thomson/South-Western
The Stages of Group Development
Figure 15.4
15-21
Stages of Team Development
1. Forming – Establishing expectations, identifying
skills & personalities, and defining authority
2. Storming – Conflict emerges due to role
establishment and challenging each other
3. Norming – agreeing on roles, rules, and behavior
4. Performing – Focusing on solving problems and
meeting challenges. Until working through steps 13, a team can’t get in a position to succeed
5. Adjourning – Job is finished & team disbands
“Performing” Team Behaviors
•
Commitment — focus on mission,
values, goals, and expectations
•
Cooperation — share a sense of
purpose
•
Communication — know that
information must flow smoothly
•
Contribution — expect all members to
share abilities and skills with the team
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Face-to-Face Meetings
Disadvantages
Advantages
•
Provide rich,
nonverbal cues
•
Are preferred
when dealing
with sensitive
issues
•
•
Pose logistical
issues of time,
place, and
schedules
•
May be dominated
by aggressive and
high-status
members
Are beneficial
for rapport
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Electronic Meetings
Disadvantages
Advantages
• Assist with
geographically
scattered groups
• Speed up meeting
follow-up activities
• Place all
participants on a
more even level
• Cannot replace
face-to-face
contact for some
meetings
• Can make
consensus harder
to reach
• Are dependent
upon keyboarding
skills
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western
Suggestions for Effective Meetings
1. Question whether it is really necessary
2. Limit length and frequency
3. Plan arrangements satisfactorily
4. Distribute an agenda
5. Encourage participation (as appropriate)
6. Maintain order and professionalism
7. Manage Conflict ( + and -)
8. Seek consensus / Make decisions
Chapter 2 Business Communication, 15th edition by Lehman and DuFrene
Copyright
2008 by Thomson/South-Western