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Chapter 15 Managing Communication McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Learning Objectives Slide 2 After reading this chapter, you should be able to: • Understand the communication process. • Eliminate barriers that distort the meaning of information. • Recognize the basic patterns of organizational communication. • Understand how to organize and run effective meetings. • Master electronic forms of communication. • Work with an organization’s informal communication system. McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved The Process of Communication Slide 3 • Communication is a process that involves the transmission of meaningful information from one party to another through the use of shared symbols. • Communication is successful when meaning is understood. McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved The Process of Communication (continued) Slide 4 • Two forms of information are sent and received in communication: Facts – bits of information that can be objectively measured or described. Feelings – an individual’s emotional responses to decisions made or actions taken by other people. McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Skills for Managing Communication Slide 5 Assertive Communication Skills Presentation Skills Listening Skills Nonverbal Communication Skills McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved The Communication Process Communication Channel Slide 6 Noise Sender Receiver (encodes message) (decodes message) Feedback Noise McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Slide 7 The Communication Process: Feedback • Feedback allows the sender to clarify the message if its true meaning is not received. Two-way Communications – communication channels that provide for feedback. One-way Communications – communication channels that provide no opportunity for feedback. McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Slide 8 The Communication Process: Barriers to Effective Communication • Barriers can disrupt the accurate transmission of information. • These barriers take different forms: Sender barrier Encoding barrier Communication channel barrier Decoding barrier Receiver barrier Feedback barrier Noise barrier Perception barrier McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Patterns of Organizational Communications Slide 9 • Communications in organizations can be complex. • Possible barriers to communication includes: Differences in employee status and power Diversity Differences in interests McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Patterns of Organizational Communications Slide 10 Downward Communication Upward Communication Horizontal Communication McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Slide 11 Constructive Feedback • Focus your feedback on specific behaviors that were successful or that were unsuccessful. • Keep personality traits out of your feedback by focusing on what rather than who. • Investigate whether the employee had control over the results before giving feedback about unsuccessful behaviors. • Feedback should be given as soon as possible. • Ensure privacy when giving feedback about negative behaviors. McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Slide 12 Communication Channels Ranked by Information Richness Richest Channel Physical presence (faceto-face, meetings) Best for nonroutine, ambiguous, difficult messages McGraw-Hill/Irwin Leanest Channel Interactive channels (telephone, electronic media, voice mail, e-mail) Personal static channels (memos, letters, reports tailored to receiver) Impersonal static channels (fliers, bulletins, generalized reports) Best for routine, clear, simple messages Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Managing Organizational Communications Face-to-Face Communication Written Communication McGraw-Hill/Irwin Slide 13 Electronic Communication Informal Communication Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Steps you can take to make meetings more productive • • • • • • • Slide 14 Ask yourself if it’s important even to schedule a meeting. Schedule the meeting for an appropriate place. Create an agenda for the meeting and distribute it ahead of time. Establish rules for participation Follow the agenda’s time limits for each topic. Leave some open time for topics not on the agenda. End the meeting with a plan of action. McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Slide 15 Informal Communication • Also called the grapevine – informal communication that takes place at the workplace. can be about promotions and other personnel decisions can be about company events (new products, downsizing) must be managed so that negative rumors do not hurt morale • Management by Wandering Around (MBWA) – dropping in unannounced for spontaneous conversations builds levels of trust stops harmful rumors McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Assertive Communication Skills Slide 16 • Assertive communication skills —communicate in ways that meet one’s own needs while at the same time respecting the needs and rights of others • Several less effective styles people tend to use because they are indirect or not mindful of needs: Passive communication – an individual does not let others know directly what he or she wants or needs. Aggressive communication – a forceful approach that expresses dominance or anger. Passive-aggressive communication – avoids giving direct responses but rather tries to “get even” with others. McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Slide 17 Presentation Skills Basic Guidelines – – – – – – – – – Prepare objectives Organize the presentation Structure the presentation Tailor the presentation Establish credibility Speak in a responsive and conversational style Use visual aids Practice presentation skills Restate key ideas McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Nonverbal Communication Skills Slide 18 • Nonverbal communication is sending and decoding messages with emotional content. • Dimensions of nonverbal communication: Body movements and gestures Eye contact Touch Facial expressions Physical distance Tone of voice McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Slide 19 Listening Skills • Help create understanding between both parties • Are an active rather than passive activity • Use of nonverbal indicators, like eye contact, tone of voice, or touch • Are an invaluable skill for managers McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Guidelines for Active Listening • Do create a supportive atmosphere. • Do listen for feelings as well as words. • Do note cues. • Do occasionally test for understanding. • Do demonstrate acceptance and understanding. • Do ask exploratory, openended questions. McGraw-Hill/Irwin Slide 20 • Don’t try to change the other’s views. • Don’t solve the problem for the speaker. • Don’t give advice. • Don’t pass judgment. • Don’t explain or interpret others’ behavior. • Don’t give false reassurances. • Don’t attack if the speaker is hostile. • Don’t ask “why” the feelings. Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved Slide 21 Applications of Management Perspectives—For the Manager • Use your listening skills when dealing with an employee who has an issue that is emotional in nature. • Try to understand the issue from the employee’s perspective. • If it is necessary to give negative feedback, make sure that the behavior being criticized is one the employee is able to control. McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved