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6
Communication
Ridel A.
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Definition
• The exchange of messages between
people for the purpose of achieving
common meanings.
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Types
• Verbal:
communicated by
words
• Non-verbal:
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Continuous
Multiple-channeled
Ambiguous
More insight
Determining by
different culture (Robbins
p. 299)
Source: Communication, by Rudolph F.
Verderber, 8/e, p. 82 & 83
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Communication process model
Encoding
Channel
Decoding
Source
Receiver
Decoding
Channel
Encoding
Feedback
Sources
▪ Organizational Behavior, by Stephen P. Robbins, 9/e, p. 285
▪ Organizational Behavior, by Gregory Moorhead and Ricky W. Griffin,
3/e, p.356
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Communication process
Who…
Says what…
Communicator
Message
In what way…
Medium
To whom…
Receiver
Feedback
…with what effect
Communication model
••••
••••
Communicator
Encoding
••••
Message &
Medium
••••
••••
Decoding
Receiver
Feedback
Sources
Organizational (behavior, structure, and process), by Gibson,
Ivancevich, Donnelly, and Konospaske, 7/e, p. 413, 415
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Communication Styles
Communication
Style
Assertive
Nonverbal Behavior
Description
Pattern
Pushing hard without
attacking; permits others
to influence outcome;
expressive and selfenhancing without
intruding on others.
Good eye contact;
Comfortable but firm
posture; Strong, steady
and audible voice; Facial
expressions matched to
message; Appropriately
serious tone; Selective
interruptions to ensure
understanding.
Verbal Behavior
Pattern
Direct and
unambiguous
language; No
attributions or
evaluations of others’
behavior; Use of “I”
statements and
cooperative “we”
statements.
Source: Organizational Behavior by Robert Kreitner and
Angelo Kinicki
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Communication Styles (continued)
Communication
Style
Aggressive
Nonverbal Behavior
Description
Pattern
Taking advantage of
others; Expressive and
self-enhancing at others’
expense.
Glaring eye contact;
Moving or leaning too
close; Threatening
gestures (pointing finger;
clenched fist); Loud
Voice; Frequent
interruptions.
Verbal Behavior
Pattern
Swear words and
abusive language;
Attributions and
evaluations of others’
behavior; Sexist or
racists terms; Explicit
threats or put-downs.
Source: Organizational Behavior by Robert Kreitner and
Angelo Kinicki
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Communication Styles (continued)
Communication
Style
Nonassertive
Nonverbal Behavior
Description
Verbal Behavior
Pattern
Encouraging others to
take advantage of us;
Inhibited; Self-denying.
Little eye contact;
Downward glances;
Slumped postures;
Constantly shifting
weight; Wringing hands;
Weak or whiny voice.
Pattern
Qualifiers (“maybe,”
“kind of” ); Fillers
(“uh,” “you know,”
“well”); Negaters
(“it’s really not that
important,” “I’m not
sure”).
Source: Organizational Behavior by Robert Kreitner and
Angelo Kinicki
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Skills and Best Practices: Advice to
Improve Nonverbal Communication Skills
Positive Nonverbal Actions Include:
• Maintain eye contact.
• Nod your head to convey that you are listening or that
you agree.
• Smile and show interest.
• Lean forward to show the speaker you are interested.
• Use a tone of voice that matches your message
Source: Organizational Behavior by Robert Kreitner and
Angelo Kinicki
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Advice to Improve Nonverbal
Communication Skills (cont)
Negative Nonverbal Actions Include:
• Avoiding eye contact and looking away from the
speaker.
• Closing your eyes or tensing your facial muscles.
• Excessive yawning.
• Using body language that conveys indecisiveness or lack
of confidence (e.g., slumped shoulders, head down, flat
tones, inaudible voice)
• Speaking too fast or too slow.
Source: Organizational Behavior by Robert Kreitner and
Angelo Kinicki
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12-7
Listening Styles
Results-style:
Interested in the
bottom line or result of a message.
Reasons-style:
Interested in
hearing the rationale behind a
message.
Process-style:
Likes to discuss
issues in detail.
Source: Organizational Behavior by Robert Kreitner and
Angelo Kinicki
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Barriers to Effective Communication
• Process Barriers: involve all components of the
perceptual model of communication
• Personal Barriers: involve components of an
individual’s communication competence and
interpersonal dynamics between people
communicating
• Physical Barriers: pertain to the physical
distance between people communicating
• Semantic Barriers: relate to the different
understanding and interpretations of the
words we use to communicate
Source: Organizational Behavior by Robert Kreitner and
Angelo Kinicki
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Improving social perception
• Look for additional information about people
• Actively question the accuracy of your perceptions
• Realize that perceptions of people may need to be
changed over time
• When you have formed a perception, check its accuracy
verbally
Source: Communication, by Rudolph F.
Verderber, 8/e, p. 50
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The effective of communication
•
•
•
•
Attention
Comprehension
Acceptance of the information as true
Retention
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Source
▪ Management, 3/e
Kathry M. Bartol: University of Maryland, College Park
David C. Martin : American University
▪ Organizational Behavior, (3/e)
Robert Kreitner: Arizona State University
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