Chapter 18 Managing Communication. 2 What Would You Do? Communication at Mutuals.com Start-up stock...

Chapter 18

Managing Communication

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What Would You Do? Communication at Mutuals.com

Start-up stock brokerage firm charging flat rate rather than commission

Spending is wildly out of control As firm has grown larger, personal touch of owner, and

some valuable employees are leaving How can you get employees tell you what is wrong?

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After discussing this section, you should be able to:

Learning ObjectivesCommunication

1. explain the role that perception plays in communication and communication problems.

2. describe the communication process and the various kinds of communication in organizations.

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Perception and Communication Problems

Basic PerceptionBasic PerceptionProcessProcess

PerceptionPerceptionProblemsProblems

PerceptionsPerceptionsof Othersof Others

Self-PerceptionSelf-Perception

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Been There, Done That

There are gender and power differences in communication but not all men nor all women communicate in the

same way Different styles to fit different people and

situations

Deborah Tannen: Communicating with Women & Men

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Perception Basics

Perception is the process by which individuals make sense of their world

Perceptual filters how people experience stimuli personality-, psychology-, or experience-based

differences

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Basic Perception ProcessStimulusStimulusStimulusStimulus StimulusStimulus

AttentionAttentionPerceptual Filter

OrganizationOrganizationPerceptual Filter

InterpretationInterpretationPerceptual Filter

RetentionRetentionPerceptual FilterAdapted From Exhibit 18.1

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Perception Problems

Selective perception notice and accept stimuli which are consistent

with our values and beliefs ignore inconsistent stimuli

Closure tendency to fill in the gaps when information is

missing we assume that what we don’t know is consistent

with what we do know

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Perceptions of Others Attribution theory

we have a need to understand others’ behavior we want to know the causes of others’ behavior

Causes can be internal or external attributions the behavior was voluntary or under their control the behavior was involuntary and beyond their

control

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Attribution Bias and Error

DefensiveDefensiveBiasBias

FundamentalFundamentalAttributionAttribution

ErrorError

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Self-Perception

We also evaluate ourselves and our environment

Self-serving bias attribute successes to ourselves - internal attribute failures to the environment - external

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Kinds of Communication

The Communication ProcessThe Communication Process

Formal Communication ChannelsFormal Communication Channels

Informal Communication ChannelsInformal Communication Channels

Coaching & CounselingCoaching & Counseling

Nonverbal CommunicationNonverbal Communication

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NNooiissee

NNooiissee

NNooiissee

NNooiissee

NNooiissee

NNooiissee

NNooiissee

NNooiissee

The Interpersonal Communication Process

Adapted From Exhibit 18.3

EncodeMessage

DecodeMessage

NNooiissee

NNooiissee

NNooiissee

NNooiissee

TransmitMessage

ReceiveMessage

Message to beConveyed

Messagethat was

Understood

Sender Receiver

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Noise occurs if: The sender is unsure what message to

communicate The message is not clearly encoded The wrong channel is chosen The message is improperly decoded The receiver lacks experience or time

Conduit Metaphor

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Formal Communication Channels The system of official channels Downward communication

top down Upward communication

bottom up Horizontal

within a level

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Common Problems with Downward, Upward, and Horizontal CommunicationCommon ProblemsCommon ProblemsDownward

Upward

Horizontal

• Sending too many messages• Issuing contradictory messages• Hurriedly communicating vague, unclear messages• Issuing messages indicating management’s low regard

for lower-level workers

• Risk of telling upper management about problems• Managers acting angrily and defensively to problems• Few opportunities for workers to contact upper levels of

management

• Management discouraging or punishing horizontal communication

• Managers and workers not given time or opportunity for horizontal communication

• Not enough opportunities or channels for lower-level workers to engage in horizontal communication

Adapted from Exhibit 18.5

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Improving Formal Communication Decrease reliance on downward

communication Increase chances for upward communication Encourage much greater use of horizontal

communication Be aware of communication problems

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Informal Communication Channels Transmitting messages outside the formal

communication channels The “grapevine” Highly accurate

information is timely senders seek feedback accuracy can be verified

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Grapevine Communication Networks

GossipGossipChainChain

ClusterClusterChainChain

Adapted from Exhibit 18.7

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Managing the Grapevine

Don’t withhold information from it Don’t punish those who use it Feed information to it Use if as a source of information

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Dealing With Internet Gripe Sites Correct information, put an end to false rumors,

don’t be defensive Don’t take angry comments personally Give your name and contact number to show

employees that you’re concerned Hold a town meeting to discuss issues raised on

the gripe site Set up anonymous internal discussion forums on

company server (discouraging use of the Web site)

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Coaching and Counseling: One-on-One Communication Coaching

communicating with someone for the direct purpose of improving the person’s performance

Counseling communicating with someone about non-job

related issues issues may be affecting a person’s performance

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Services Provided by EAPS

CounselingCounseling

Child CareChild Care

Senior CareSenior Care

LegalLegalServicesServices

HealthHealthLifestylesLifestyles

Pet CarePet Care

FinancialFinancialInformationInformation

EmployeeEmployeeAssistanceAssistanceProgramsPrograms

Adapted from Exhibit 18.9

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Nonverbal Communication

Any communication that doesn’t involve words

Kinesics body and face movements

Paralanguage the pitch, tone, rate, volume, and speaking pattern

of a person’s voice

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After discussing this section, you should be able to:

Learning ObjectivesHow to Improve Communication

3. explain how managers can manage effective one-on-one communication.

4. describe how managers can manage effective organization-wide communication.

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Managing One-on-One Communication

Choosing the RightChoosing the RightCommunication MediumCommunication Medium

ListeningListening

Giving FeedbackGiving Feedback

Improving Cross-Improving Cross-Cultural CommunicationCultural Communication

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Choosing the Right Communication Medium The method used to deliver a message Oral communication

from face-to-face to video conferencing a rich, popular medium

Written communication from letters to email good for conveying information

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Listening

HearingHearingv.v.

ListeningListening

ActiveActiveListeningListening

EmpatheticEmpatheticListeningListening

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Becoming an Active Listener

Clarify responses ask questions to clear up ambiguities

Paraphrase responses restating speaker’s comments in your own words

Summarize responses review the speaker’s main points

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Becoming an Emphatic Listener Show your desire to understand

listen first talk about what’s important to the other

Reflecting feelings focus on the emotional part of the message more than just restating words

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Clarifying, Paraphrasing, and Summarizing Responses

ResponsesResponsesClarifying • Could you explain that again?

• I don’t understand what you mean• I’m confused. Would yourun throught that again?• I’m not sure how ….

Paraphrasing • What you’re really saying is ….• If I understand you correctly ….• So your Perspective is that ….• In other words ….• Tell me if I’m wrong, but what you’re saying is ….

Summarizing • Let me summarize ….• Okay, your main concerns are ….• Thus far, you’ve discussed ….• To recap what you’ve said ….

Adapted from Exhibit 18.10

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Giving Feedback

DestructiveDestructiveFeedbackFeedback

ConstructiveConstructiveFeedbackFeedback

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Making Feedback Effective

Give immediate feedback don’t delay feedback discuss performance while the memory is vivid

Make feedback specific focus on definite behavior and time-frame make sure behavior was controllable

Make feedback problem-oriented focus on behavior not personality

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Improving Cross-Cultural Communication

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French v. American Views of WorkIt is important for a manager to have at hand

precise answers to most questions subordinates may raise about their work.

Most organizations would be better off if conflict could be eliminated forever.

Most managers have a clear notion of what we call an organizational structure.

Most managers seem to be more motivated by obtaining power than by achieving objectives.

Perceptions Agreeing

U.S.U.S. FranceFrance

18% 53%

18% 53%

18% 53%

18% 53%

Adapted from Exhibit 18.11

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Affective and Neutral Cultures

In Affective CulturesIn Affective Cultures

Thoughts and feelings are revealed through verbal and nonverbal communication

Feelings of tension are expressed and shown

Emotions flow easily, intensely, and without inhibition

Heated, animated, and intense expressions of emotion are admired

People are used to touching, gesturing, and showing strong facial expressions of emotions

People make statements with emotion

Adapted from Exhibit 18.12

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Affective and Neutral Cultures

In Neutral CulturesIn Neutral Cultures

Thoughts and feelings are not revealed

Feelings of tension are hidden and shown only accidentally in person or face-to-face

Emotions are suppressed, leading to occasional “explosions”

Remaining cool, calm, and relaxed is admired

Physical contact such as touching, gesturing, and strong facial expressions are considered taboo

People often make statements in an unexpressive manner

Adapted from Exhibit 18.12

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Monochronic versus Polychronic Cultures

People in Monochronic Cultures: Do one thing at a time Concentrate on the job Take time commitments seriously Are committed to the job Adhere religiously to plans Respect privacy and private property Are accustomed to short-term relationships Emphasize promptness

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Monochronic versus Polychronic CulturesPeople in Polychronic Cultures: Do many things at once Are highly distractible and subject to interruptions Are committed to people Change plans easily and often Are more concerned with relationships than with

privacy Frequently borrow and lend things Vary promptness by the relationship Tend to build lifetime relationships

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Cross-Cultural Temporal Concepts Appointment time

how punctual you must be Schedule time

time when projects should be completed Discussion time

how much time should be spent in discussions Acquaintance time

how much small-talk is required

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Managing Organization-Wide Communication

Improving Transmission:Improving Transmission:Getting the Message OutGetting the Message Out

Improving Reception:Improving Reception:Hearing What Others Feel & ThinkHearing What Others Feel & Think

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Improving Transmission: Getting the Message Out

e-maile-mail Online discussion forumsOnline discussion forums

CorporateCorporatetalk showstalk shows

Televised/videotapedTelevised/videotapedspeeches andspeeches andconferencesconferences

BroadcastBroadcastvoice mailvoice mail

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Establishing Online Discussion Forums

KnowledgeKnowledgeAuditAudit

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OnlineOnlineDirectoryDirectory

22DiscussionDiscussionGroups onGroups on

IntranetIntranet

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RewardRewardInformationInformation

SharingSharing

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Adapted from Exhibit 18.14

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Improving Reception: Hearing What Others Feel & Think Company hotlines

call and leave anonymous comments Survey feedback

information gathered from questionnaires Informal meetings with top executives

directly “hear” employees

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What Really Happened? Communication at Mutuals.com

Problems and frustrations can be put in an e-mail and sent to a “hassles” folder

CEO reserves one hour each week to “actively listen” to employee problems

Cost and revenue information updated daily and available to employees and manager for control purposes