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Chapter Eight Interpersonal Communication Objectives After reading and studying this chapter, you should be able to: 1. 2. 3. 4. Describe the communication process. Describe the impact of information technology on interpersonal communication in organizations. Explain how nonverbal communication can be used to enhance communication. Present details about the various channels of communication in organizations. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 2 Objectives (cont.) 5. 6. 7. Summarize barriers to effective communication and how to overcome them. Explain how to overcome potential crossgender and cross-cultural communication problems. Recognize the basics for becoming a more powerful communicator. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 3 The Communication Process Components of communication 1. 2. 3. 4. Source (the sender) — person attempting to send a message to another person. Authority and experience of sender can call attention to message. Message — a purpose or idea to be conveyed. Clarity, complexity, length, and organization affect reception of message. Channel (medium) — how and through what media the message is conveyed to the receiver. Receiver — the party to whom the message is sent must get and understand properly the message for communication to take place. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 4 The Communication Process Components of communication (cont.) 5. 6. 7. Feedback — reactions of the receiver that indicate the message was received and properly understood. Environment — factors such as organizational culture affect how messages are transmitted and understood. Noise — physical and human relations distractions in the environment can disrupt the communication process. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 5 Exhibit 8-1: The Communication Process Copyright © 2007 by Nelson, a division of Thomson Canada Limited 6 Communication & IT E-mail Telecommuting Presentation technology Impact of computer-mediated communication on behaviour Copyright © 2007 by Nelson, a division of Thomson Canada Limited 7 E-mail Two major impacts: Positive influences: Has replaced many in-person & phone interactions Higher volume of messages Facilitates communication, especially over time zones Enhances industrial democracy Problems: Encourages indiscriminate sending of messages Time spent to sort through messages Inappropriate use (e.g., firing someone) Distraction Copyright © 2007 by Nelson, a division of Thomson Canada Limited 8 Telecommuting Employees use computers to perform regular work at home or in satellite office May be FT or PT arrangement Flexibility appealing to many Presents communication challenges: Lose out on social interaction Isolation hard if high need for affiliation Worse relationships with supervisors, coworkers Copyright © 2007 by Nelson, a division of Thomson Canada Limited 9 Presentation Technology The capability to create and effectively use multimedia presentation tools is an essential managerial skill. Problems: Audience distracted by media Speaker may seem superfluous to presentation Tips for use: Know how to operate presentation equipment. Maintain eye contact with the audience and talk to the audience, not to the screen. Reveal points only as needed. Keep the slide in view until the audience gets the point. Use special slide effects sparingly. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 10 Impact of Computer-Mediated Communication on Behaviour Positives Communication is more widespread and immediate Democratizes organizational communications Negatives The lack of the human touch Repetitive motion injuries Loss of productivity to surfing E-mail handling overload Danger of being “always working” due to accessibility Multitasking ineffectively Copyright © 2007 by Nelson, a division of Thomson Canada Limited 11 Nonverbal Communication The transmission of messages by means other than words, usually as a supplement to written, spoken, or signed communications. General purpose is to express the feeling behind the message. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 12 Nonverbal Communication Behaviours 1. 2. 3. 4. 5. 6. 7. 8. Environment Body placement Posture Hand gestures Facial expression & movement Voice tone Clothing, dress & appearance Mirroring Copyright © 2007 by Nelson, a division of Thomson Canada Limited 13 Formal Communication Channels Official pathways for sending information inside and outside an organization Organization charts illustrate the hierarchical channels to be followed Clear in traditional bureaucracy More difficult to follow in a network organization (temporary spherical structure created by strategic alliance of firms) Copyright © 2007 by Nelson, a division of Thomson Canada Limited 14 Exhibit 8-2: Communication Pathways in a Hierarchical Organization and a Spherical Organization Copyright © 2007 by Nelson, a division of Thomson Canada Limited 15 Informal Communication Channels Unofficial network that supplements the formal channels, including: Grapevine Is the major informal channel in organizations. Can distort information in its tangled pathways. Used to spread negative rumours and gossip. Used to disseminate information along informal lines. Chance encounters Management by walking around Copyright © 2007 by Nelson, a division of Thomson Canada Limited 16 Channel Selection 1. Match message to medium Media richness refers to amount of information carried by the medium 2. 3. E.g., Face-to-face contact is rich, bulletin is lean Routine messages only need lean medium Nonroutine messages (novel, emotional, complex, ambiguous) need rich medium Consider needs of people (e.g., social contact) Consider generational group of receiver Copyright © 2007 by Nelson, a division of Thomson Canada Limited 17 Communication Directions Downward communication: Flow of messages from a higher to a lower level in the organization. Danger lies in lack of response from lower level. Upward communication: Transmission of messages from lower level to higher levels in an organization. More likely in less bureaucratic firms Invited by open-door policy Copyright © 2007 by Nelson, a division of Thomson Canada Limited 18 Communication Directions (cont.) Horizontal communications Diagonal communications Messages sent to others on the same level in the organization. Basis for cooperation. Transmission of messages to other departments at higher and lower levels in the organization. Spherical communications Communication among members from different teams in the network organization. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 19 Exhibit 8-4: Barriers to Interpersonal Communication Copyright © 2007 by Nelson, a division of Thomson Canada Limited 20 Improving the Sending of Messages Clarify ideas before communicating. Motivate the receiver. Discuss differences in paradigms. Foster informal communications. Communicate feelings behind the facts. Be aware of nonverbal behavior. Obtain feedback. Adapt to the other person’s communication style. Engage in meta-communication Copyright © 2007 by Nelson, a division of Thomson Canada Limited 21 Improving the Receiving of Messages Active listening: Listen for full meaning without making premature judgments or interpretations. Listen intently; goal is empathizing with the speaker. Provide feedback to the speaker re what he or she thinks the speaker meant. Observe nonverbal cues for additional meaning. Avoid reacting too quickly to a word or phrase that stirs emotion. Ask open-ended questions that invite an explanation Copyright © 2007 by Nelson, a division of Thomson Canada Limited 22 Gender Differences in Communication Styles Key Gender Differences in Communication Styles Male Preferences Female Preferences To talk to preserve independence and status by displaying knowledge and skill. To use communication for rapport build ing . To work out problems by themselves. To talk o ut solutions with another person; want empathy and understanding . Are more likely to be critical of the work of a coworker. Are more likely to compliment the work of a coworker Tend to be more directive in their conversations. Emphasize politeness toward others. Tend to be intimidating when facing differences. Tend to be more conciliatory when facing differences. More interested in calling attention to their accomplishments or hogging recognition. Less interested in calling attention to their accomplishments or hogging recognition. Tend to dominate discussions . Tend no t to seek to dominate discussions. Are more likely to minimize doubts . Tend to downplay their certainty . Copyright © 2007 by Nelson, a division of Thomson Canada Limited 23 Exhibit 8-6: Some Cross-Cultural Differences Copyright © 2007 by Nelson, a division of Thomson Canada Limited 24 Overcoming Cross-Cultural Communication Barriers Be sensitive to crosscultural barriers. Show respect for all workers. Use straight-forward language and speak slowly and clearly. (minimize use of idioms, analogies) Be alert to cultural differences in customs and behaviours. Be sensitive to differences in nonverbal communication. Do not be diverted by style, accent, grammar, or personal appearance. Listen for understanding, not agreement Copyright © 2007 by Nelson, a division of Thomson Canada Limited 25 Power-Oriented Linguistic Style Components of a linguistic style that give power and authority to the message sender: Choose words that show conviction such as “I’m convinced” or “I’m confident.” Use the pronoun “I” to receive more credit for your ideas. Emphasize direct rather than indirect talk. Frame your comments in a way that increases your listener’s receptivity. Speak at length, set the agenda for a conversation, make jokes and laugh. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 26 Power-Oriented Linguistic Style (cont.) Components of a linguistic style that give power and authority to the message sender: Minimize the number of questions you ask that may imply you lack information on the topic. Apologize infrequently and particularly minimize saying, “I’m sorry.” Take deep breath to project a firm voice with power and conviction. Occupy as much space as possible when speaking before a group. Let others know of your expertise. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 27