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McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Managing Communication Processes Organizations: Behavior, Structure, Processes Chapter 15 Learning Objectives Define the term communication Describe the major elements in the process of communication Discuss how nonverbal cues influence communication effectiveness Compare the different types of interpersonal communication Identify the major barriers to effect 15-3 Communication The process by which things get done in organizations 15-4 Global Virtual Team Communication Global virtual teams are cross-functional They operate across time, space, organizational boundaries, and cultures Members communicate mainly through electronic technologies Internationally savvy companies provide virtual teams with intercultural training 15-5 Intercultural Communication Training Part one of this training focuses on helping team members understand his/her own: Cultural beliefs Verbal and nonverbal communication styles Attitudes toward time, space, work ethic, etc. Part two of this training focuses on: Learning to work with teammates from diverse cultures Interpreting the communication styles and cultural backgrounds of teammates Responding effectively to these unique cues 15-6 The Importance of Communication Communication is vital Person-to-person Nation-to-nation In organizations In groups Nearly all aspects of a manager’s job involve communication The most important aspect of communication is the effect it produces 15-7 The Importance of Communication Communication does not depend on technology; it depends on Forces within people Their surroundings Nearly all aspects of a manager’s job involve communication The most important aspect of communication is the effect it produces 15-8 The Communication Process Who... Communicator says what... in what way... Message Medium to whom... Receiver Feedback ...with what effect 15-9 Classic Communication Model •••• Communicator •••• •••• •••• Encoding Message & Medium Decoding •••• Receiver Feedback •••• = Noise 15-10 Classic Communication Model Communicator: Someone with ideas, intentions, information, and a purpose for communicating Encoding: Converting a message into groups of symbols that represent ideas or concepts Message: An idea or experience that a sender wants to communicate Medium: Means by which a message is sent Decoding: The message’s target Receiver: Converts symbols into concepts and ideas Noise: Factors that distort the intended message Feedback: Receiver’s response to sender’s message 15-11 Nonverbal Communication Messages sent with body posture, facial expressions, and hand/eye movements It is as important as verbal communication 15-12 Nonverbal Messages People cannot refrain from behaving nonverbally A person trying to act passively is likely to be perceived as inexpressive, inhibited, withdrawn, uptight Speakers with greater vocal and facial pleasantness and facial expressiveness were judged by audiences to have greater competence Vocal inflection refers to how a message is transmitted 15-13 Body Language Body language is classified into five types of expression Emblems Illustrators Regulators Adaptors Affect displays 15-14 Communicating Across Cultures Words Space Time Behavior 15-15 Directions of Communication Downward communication Flows from higher to lower levels in an organization Includes management policies, instructions, and official memos Upward communication Flows from lower to higher levels in an organization Includes suggestion boxes, group meetings, grievance procedures, anonymous emails, unauthorized websites, airing grievances in chat rooms. 15-16 Communication and Technology Internet and World Wide Web Intranet Voicemail Conferencing Mobile phone, pager, PDA Email, Instant Messaging 15-17 The Grapevine An informal communication channel that cuts across all other channels of communication Many employees listen to the facts, opinions, suspicions, and rumors the grapevine provides An organization has multiple grapevine systems Grapevines, rumors, and gossip are deeply ingrained in organizational life Managers must be tuned into what is being said and must seek to keep employees informed 15-18 Rumors There are four categories of rumors A pipe dream or wish fulfillment expresses the wishes and hopes of those who spread the rumors Bogie rumors come from employees’ fears and anxieties and cause general uneasiness Wedge drivers are motivated by aggression or hatred and are the most damaging type of rumor Home-stretchers are anticipatory rumors; they occur after waiting for an announcement 15-19 Interpersonal Communication Flows between individuals in face-to-face and group situations A primary means of managerial communication Three-fourths of a manager’s communications occur in face-to-face interactions Problems that arise when attempting to communicate with other people are traced to Perceptual differences Interpersonal style differences 15-20 Interpersonal Communication Style How an individual prefers to relate to others 15-21 Interpersonal Communication Style The Johari Window: four combinations of information known by self and others The arena: the communicator and receiver(s) know the information necessary to have effective communication The blind spot: relevant information is known to self, but not to others The façade: superficial communication, used when information is known to self but not others The unknown: relevant information known by neither party 15-22 The Johari Window Feedback Less Known Exposur e Less More Known Unknown More Unknown Arena Blind spot Known by others Facade Unknown Unknown by others Known by self Unknown by self 15-23 Interpersonal Strategies Interpersonal communication can be improved with… Exposure Feedback 15-24 Managerial Styles All managers Provide information Give commands and instructions Make efforts to persuade and influence How managers communicate, both as senders and receivers, is crucial to effective performance 15-25 Managerial Styles Type A managers use neither exposure nor feedback; they appear aloof and cold and are poor communicators Type B managers seek good relationships with their subordinates, but are unable to express feelings Type C managers value their own ideas and opinions, but not those of others Type D, the most effective style, balances exposure and feedback. Managers can express their own feelings and have others express theirs 15-26 Barriers to Effective Communication Communication Gap Communicator’s Field of Experience Encoding Communicator The Message Receiver’s Field of Experience Decoding Receiver 15-27 Barriers Created by Senders Semantic problems Filtering In-group language Status differences Time pressures 15-28 Barriers Created by Receivers Selective listening Value judgments Source credibility 15-29 Barriers Created by Sender and/or Receiver Frame of reference Proxemic behavior Communication overload 15-30 Improving Organizational Communication Managers striving to become better communicators must do two things Improve the messages they transmit Improve their understanding of what other people are trying to communicate 15-31 Ways to Improve Communication To narrow the communication gap Follow up Ensure an optimum flow of information Utilize feedback Employ empathy Use repetition Encourage mutual trust Use effective timing Use simple language Listen closely 15-32