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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