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Chapter 8 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Communication Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Communication Communication – the evoking of a shared or common meaning in another person Interpersonal Communication – communication between two or more people in an organization Communicator – the person originating the message Receiver – the person receiving a message Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Perceptual Screen – a window through which we interact with people that influences the quality, accuracy, and clarity of the communication Communication Message – the thoughts and feelings that the communicator is attempting to elicit in the receiver Feedback Loop – the pathway that completes two-way communication Language – the words, their pronunciation, and the methods of combining them used and understood by a group of people Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Communication Data – uninterpreted and unanalyzed facts Information – data that have been interpreted, analyzed, & and have meaning to some user Richness – the ability of a medium or channel to elicit or evoke meaning in the receiver Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved / / / / / / / / / Basic Interpersonal Communication Model Communicator / / / / / / / / / Message • Context • Affect Perceptual screens / / / / / / / / / Receiver / / / / / / / / / Event X Perceptual screens Influence message quality, accuracy, clarity Include age, gender, values, beliefs, culture, experiences, needs Communication Media: Information Richness & Data Capacity Medium Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Face-to-face discussion Telephone Electronic mail Individualized letter Personalized note or memo Formal written report Flyer or bulletin Formal numeric report Information Richness Data Capacity Highest Lowest High Moderate Moderate Low Moderate Moderate Moderate Moderate Low High Low High Lowest Highest SOURCE: E. A. Gerloff in Research in Organizational Behavior 6 1984: 191-233. “Information Richness: A New Approach to Managerial Behavior and Organizational Design” by Richard L. Dalt and R. H. Lengel. Reprinted by permission of JAI Press Inc. Reflective Listening Reflective Listening – the skill of listening carefully to another person and repeating back to the speaker the heard message to correct any inaccuracies or misunderstandings This complex process needs to be divided to be understood Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved What I heard you say was we will understand the process better if we break it into steps Reflective Listening • Emphasizes receiver’s role • Helps the receiver and communicator clearly and fully understand the message sent • Useful in problem solving Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reflective Listening Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reflective listening emphasizes • the personal elements of the communication process • the feelings communicated in the message • responding to the communicator, not leading the communicator • the role or receiver or audience • understanding people by reducing perceptual distortions and interpersonal barriers One-way vs. Two-way Communication Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved One-Way Communication – a person sends a message to another person and no questions, feedback, or interaction follow • Good for giving simple directions • Fast but often less accurate than twoway communication Two-Way Communication – the communicator and receiver interact • Good for problem solving Barriers to Communication Communication Barriers – factors that block or significantly distort successful communication Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved • Physical separation • Status differences • Gender differences • Cultural diversity • Language Gateways to Communication Communication Gateways – factors that are antidotes to communication problems • Physical separation gateways – Periodic face-to-face interactions – Regular meetings for interrelated units • Status differences gateways Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved – Effective supervisory skills – Feelings of security for employees – Informational technology communication methods Gateways to Communication • Gender differences gateways – Awareness of gender-specific differences in communication • Cultural diversity gateways – Increased awareness and sensitivity • Language gateways – Simple, direct, declarative language – Use brief sentences – Speak in the language of the listener Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved – Avoid jargon or technical language Defensive Communication Defensive Communication – communication that can be aggressive, attacking and angry, or passive and withdrawing Leads to – – – – – – Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved injured feelings communication breakdowns alienation retaliatory behaviors nonproductive efforts problem solving failures Nondefensive Communication Nondefensive Communication – communication that is assertive, direct, and powerful Provides – basis for defense when attacked – restores order, balance, and effectiveness Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Two Defensiveness Patterns Subordinate Defensiveness – characterized by passive, submissive, withdrawing behavior Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Dominant Defensiveness – characterized by active, aggressive, attacking behavior Defensive Tactics Boss Defensive Tactic Example Power Play “Finish this report by month’s end or lose your promotion.” Put-Down “A capable manager would already be done with this report.” Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Labeling “You must be a slow learner. Your report is still not done?” Raising Doubts “How can I trust you, Chris, if you can’t finish an easy report?” Defensive Tactics Employee Defensive Tactic Misleading Information Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Example “Morgan has not gone over with me the information I need for the report.” [Morgan left Chris with a copy of the report.] Scapegoating “Morgan did not give me input until just today.” Hostile Jokes “You can’t be serious! The report isn’t that important.” Deception “I gave it to the secretary. Did she lose it?” Nondefensive Communication: A Powerful Tool • Speaker seen as centered, assertive, controlled, informative, realistic, and honest • Speaker exhibits self-control and self possession • Enhances relationship building • Listener feels accepted rather than rejected Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Nonverbal Communication Nonverbal Communication – all elements of communication that do not involve words Four basic types Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved – Proxemics – an individual’s perception and use of space – Kinesics – study of body movements, including posture – Facial and Eye Behavior – movements that add cues for the receiver – Paralanguage – variations in speech, such as pitch, loudness, tempo, tone, duration, laughing, and crying Proxemics: Territorial Space Territorial Space – bands of space extending outward from the body; territorial space differs from culture to culture a = intimate <1.5’ b = personal 1.5-4’ c = social 4-12’ d = public >12’ Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved a b c d Proxemics: Seating Dynamics Seating Dynamics – seating people in certain positions according to the person’s purpose in communication X X O Cooperation X Competition Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved O O Communication O X O NonCommunication Paralanguage Variations in speech send messages What message is sent by – High-pitched, breathy voice – Rapid, loud speech – Interruptions – Tongue clucking Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Examples of Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Decoding Nonverbal Cues Kinesics and Facial and Eye Behavior He’s unapproachable! Boss fails to acknowledge employee’s greeting I wonder what he’s hiding? No eye contact while communicating He’s angry! I’ll stay out of his way! Boss breathes heavily and waves arms My opinion doesn’t count Manager sighs deeply SOURCE: Adapted from “Steps to Better Listening” by C. Hamilton and B. H. Kleiner. Copyright © February 1987. Reprinted with permission, Personnel Journal, all rights reserved. Information Communication Technology (ICT) • • • • • Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Informational databases Electronic mail systems Voice mail systems Fax machine systems Cellular phone systems Characteristics of ICT • Instant exchange of information across geographic boundaries and time zones • Schedules and office hours become irrelevant • Normal considerations of time and distance less important Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved How ITC Affects Behavior • Impersonal— interaction with a machine • Flaming, rude, or obscene outbursts • Bluntness • Intimacy • Uninhibitedness Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved • Interpersonal skills—tact and graciousness • Nonverbal cues— emotional element • Clues to power, organizational position, departmental membership Other Ways ICT Affect Behavior • Alters group interaction – Equalize participation – Less influence from dominant people Information overload • • • • Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Overwhelmed feelings Can’t get away from work Multi-tasking Increases impatience with face-to-face communication Tips for Effective Use of ICT Strive for message completeness Build in opportunities for feedback Do not anticipate immediate response “Is the communication really necessary?” “Disconnect” from technology Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Provide workplace social interactions