HBO Lesson 1_2_3

Fundamentals

of

Organizational

Behavior

PowerPoint Presentation

by Charlie Cook

Lesson 1.The Dynamics of people and organizations

A primary goal of management education is to develop

students into managers who can think ahead, exercise

good judgment, make ethical decisions, and take into

consideration the implications of their proposed

actions

– Jane Schmidt-Wilk

Premises

Organizations are complex systems. Need to understand how the system operates esp. in a

sociotechnical system – humanity and technology.

Human behavior in organizations is

sometimes unpredictable Behaviors may come from deep-seated needs, lifetime

experiences and personal value systems

Human behavior in a organization can be

partially understood Applying the frameworks of behavioral science, management

and other disciplines.

There are no perfect solutions to

organizational problems Increase the understanding and skills – work relationships

can substantially upgraded

We do not have the luxury of not working

with or relate to other people. Learn human behavior.

Explore how to improve he interpersonal skills

Begin to mange ones relationships with others at work.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 1–4

What is an Organization?

An organization is a

collection of people

who work together

to achieve individual

and organizational

goals.

What is an Organization

A consciously coordinated social unit,

composed of two or more people, that

functions on a relatively continuous basis

to achieve a common goal or set of goals.


The Meaning of Organizational Behavior

Organizational behavior (OB) is

the study of human behavior in the workplace,

the interaction between people and the organization,

and the organization itself.

OB studies what people do in an organization and how that

behavior affects the performance of the organization.

Describe

how people behave under a variety of conditions.

Understand

Why people behave as they do.

Probe for underlying explanations

Predict

Predict future employee behavior (tardiness, productive & unproductive etc.)

Provide preventive actions

Control

At least partially and develop some human activity at work.

Managers need to remember that organizational behavior is a tool for human benefit

Goals of OB

Levels of Analysis

Group Level

Individual

Level

Organizational Level

Components of Organizational Behavior

Understanding

organizational behavior

requires studying

Individuals in Organizations

Group and Team Processes

Organizational Processes


Benefits of Studying Organizational Behavior

Develop skills to function effectively in the workplace.

Grow personally through insight into human behavior.

Enhance overall organizational effectiveness

Sharpen and refine

common sense.

Key forces – complex set of forces affects the

nature of organizations

Key Forces

• People

Make up the internal social system of

an organization

Melting pot of diversity – talents,

background and perspectives to their

jobs

Managers need to be tuned in to these diverse

patterns and trends.

–Changes in the labor force

»Decline in work ethic and rise in

emphasis on leisure, self expression,

fulfillment and personal growth

»Decreased automatic acceptance of

authority and increase in the desire for

participation, autonomy and control.


»Skills become obsolete due to rapid

technological advances – retrain or be

displaced

»Security needs are prime concern and

loyalty diminishes because of

downsizing and outsourcing

»Absence of meaningful salary growth

has placed renewed emphasis on

money as a motivator


• Structure

Defines the formal relationship and use of people in

organizations.

Effective coordination of work

Create complex problems of cooperation, negotiation and

decision making

• Technology

Provides he resources with which people work and affects the

tasks they perform

Benefit of technology – does more and better work however it

restricts people in various ways

OB’s challenge is to maintain the delicate balance between

technical and social systems.

• Environment

Internal or external

Organizations are part of a larger system and factors

influence them like:

–Citizens expect organizations to be socially

responsible

–New products and competition for customers come

from around the globe (globalization)

–The direct impact of unions diminishes

–Dramatic pace of change in society.

The external environment influences the attitudes of

people, affects working conditions, and provides

competitions for resources and power.

1–17

Fundamental Concepts of OB

Nature of people

Individual differences

–Nature vs. nurture

Perception

–The unique way in which each person sees,

organizes and interprets things.

–Selective perception cause misinterpretation

A whole person

–We employ the whole person not just their brains or

skills

–Ergonomics is the science of fitting workplace

conditions and job demands to the capabilities of the

working population

Motivated behavior

–A path towards increased need fulfillment is a

better approach

Desire for involvement

–Hunger for a change to chare what they know

and to learn from the experience.

–Organizations need to provide opportunities for

meaningful involvement – employee

empowerment

Value of the person

–Worth before the word

–meal before the message

–they want to be treated differently from other

factors of production1–19

Nature of organizationSocial systems

–or social structure in general refer to entities or groups in

definite relation to each other, to relatively enduring

patterns of behavior and relationship within social

systems, or to social institutions and norms becoming

embedded into social systems in such a way that they

shape the behavior of actors within those social systems.

Social systems can be said to be the patterns of behavior

of a group of people possessing similar characteristics

due to their existence in same society.

–Formal and informal social systems

–The idea of a social system provides a framework for

analyzing organizational behavior issues. It helps make

OB problems understandable and manageable

Mutual interest

–Symbiotic relationship between organizations

and people

–Provides a superordinate goal – one that can

attained only through the integral effort of

individuals and their employers.

Ethics

–Treatment of employees in an ethical fashion

–Establish code of ethics, publicized statements of

wthical values, provide ethics trainings, reward

employees for notable ethical behaviors, set up

internal procedure to handle misconduct.



Key Developments in OB History

The Hawthorne Studies at Western Electric

Originally intended as a study of the effects of

environmental changes on productivity.

The Hawthorne Effect— the tendency of people to behave

differently (perform better) when they receive attention.

Key Findings

1. Economic incentives are less potent than generally believed.

2. Dealing with human problems is complicated and challenging.

3. Leadership practices and work-group pressures strongly

influence productivity, satisfaction, and performance.

4. Personal problems influence worker productivity.

5. Effective communication is critical to success.

6. Factors embedded in the social system influence behavior.



The Human Relations Movement

Based on belief that managerial practices, morale, and

productivity are strongly linked and that the proper working

environment enhances worker capabilities.

Douglas McGregor

Theory X

– Managers assume people dislike work,

avoid responsibility, lack ambition,

and need close supervision.

Theory Y

– Managers assume people enjoy

work, accept responsibility,

are innovative, and are

self-controlling.



The Contingency Approach

Emphasizes that there is no one best way to manage

people. Different situations require managers to make

decisions about which managerial methods and approaches

to use in a specific instance.

Knowledge of organizational behavior and management is

essential to the examination of individual

and situational differences before

deciding a course of action.

1–25

Key Managerial Practices of Successful Organizations

1. Employment security.

2. High standards in

selecting personnel.

3. Extensive use of self-

managed teams and

decentralized decision

making.

4. Comparatively high

compensation based on

performance.

5. Extensive employee

training.

6. Reduction of status

differences between

higher management and

other employees.

7. Information sharing

among managers and

other workers.

8. Promotion from within.

26

What other knowledge

help us understand OB?

Contributing Disciplines

Psychology

The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.Unit of Analysis:

Individual

Contributions to OB:Learning, motivation, personality, emotions, perception

Training, leadership effectiveness, job satisfaction

Individual decision making, performance appraisal, attitude measurement

Employee selection, work design, and work stress

Contributing Disciplines to the OB Field

Social Psychology

An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

Unit of Analysis:

Group Contributions to OB:

Behavioral change

Attitude change

Communication

Group processes

Group decision making

– Unit of Analysis:Organizational System

–Group

Contributions to OB:

Group dynamics

Work teams

Communication

Power

Conflict

Intergroup behavior

Formal organization theory

Organizational technology

Organizational change

Organizational culture

1-31

• SociologyThe study of people in relation to their fellow human beings.

Unit of Analysis:

Organizational System

Group

Contributions to OB:

Organizational culture

Organizational environment

Anthropology

The study of societies to learn about human beings and their activities.

•Comparative values

•Comparative attitudes

•Cross-cultural analysis

SIGNIFICANCE OF OB

Road map to our lives in organizations

Helps us understand and predict organizational life

Influences events in organizations

Helps understand self and others better

Helps a manager get things done better

Helps maintain cordial relations

Highly useful in the field of marketing

Helps in career planning and development

Limitations of OB

Knowledge about OB does not help an individual manage personal

life better

Qualities of OB are mysterious

Has become a fad with managers

Is selfish and exploitative

Managers expect quick-fix solutions-not possible

Principles and practices may not work in the events of declining

fortunes

Cannot eliminate totally conflict and frustration

Challenges & Opportunities for OB

Responding to Globalization

Managing Workforce Diversity

Improving Quality and Productivity

Improving Customer Service

Improving People Skills

Stimulating Innovation and Change

Coping with “Temporariness”

Working in Networked Organizations

Helping Employees Balance Work-Life Conflicts

Creating a Positive Work Environment

Improving Ethical Behavior

1-38

39

Managing Diversity

Workforce diversity -

organizations are becoming

a more heterogeneous mix of

people in terms of gender,

age, race, ethnicity, and

sexual orientation

Diversity

Diversity enhances creativity and innovation (Adler,

1997;Jackson et al., 1992), and

Produces competitive advantages(Coleman, 2002;

Jackson et al., 1992).

Diverse teams make it possible to enhance flexibility

(Fleury, 1999) and

Rapid response and adaptation to change (Adler,

1997; Jackson et al., 1992.

41

Diversity Implications

Managers have to shift their philosophy from

treating everyone alike to recognizing differences

and responding to those differences in ways that

ensure employee retention and greater

productivity.

42

OB Insights

Improving People Skills

Improving Customer Service

Empowering People

Working in Networked Organizations

Stimulating Innovation and Change

Helping Employees Balance Work/Life Conflicts

Declining Employee Loyalty

Improving Ethical Behavior

Lesson 2. Models of Organizational Behaviour


Organizational Behavior System

Philosphy of Organizational Behavior

The Philosophy of organizational behaviour held

by engagement consists of integrated set of

assumptions and beliefs about the way things are,

the purpose for these activities, and the way they

should be.

These philosophies are somewhat explicit and

occasionally implicit in the minds of the manager.


2 Sources of Philosophy of Organizational Behanvior

1. Fact premise – are acquired through direct

and indirect lifelong learning and are very useful

in guiding our behaviour.

2. Value premise – represents our views of the

desirability of certain goals and activities. Value

premises are variable beliefs we hold and are

therefore under our control.


VALUES

1. The rules by which we make our decisions

about right and wrong, should and should not,

good and bad.

2. They also tell us which are more or less

important which is useful when we have to

trade off meeting one value over another.


VISION

It represents a challenging portrait of the

organization and its members can be – a possible

and desirable future.

Leaders need to create exciting projections

about organization should go and what major

changes lie ahead.

Once the vision is established, persistent and

enthusiastic communication is required to sell it

to through out the ranks of employees so they will

embrace it with commitment.


MISSION

1. Identifies the business it is in, the market

niches it tries to serve, the types of customer it is

likely to have, and the reason for its existence.

2. Consists of a brief listing of the competitive

advantages or strengths that the organization

believes in.

3. It is more descriptive and less future-oriented

than vision.

4. Need to be converted to goal to become

operational and useful.


GOALS

Goals are relatively concrete formulation of

achievements the organization is aiming for

within set periods of time, such as one to five

years.

Goal setting is complex process for top

management's goals need to be merged with those

of employees, who bring their psychological,

social an economic needs with them to an

organization


Integration of Educational Philosophy

to DepEd’s Vision - Mission

DepEd Vision

“…whose values and competencies

enable them to realize their full potential…”

Rousseau’s Philosophy

We prepare the child to live life by attainment

of fullest natural growth leading to balanced,

harmonious and useful life. The focus

of Émile is upon the individual tuition of a

boy/young man in line with the principles of

‘natural education’. ‘Make the citizen good

by training’, Jean-Jacques Rousseau

writes, ‘and everything else will follow’.

“…and contribute meaningfully to

building the nation.”

Plato’s Philosophy

This aim, on the other hand, doesn’t focus

on personal growth but the service of the

state, which is a guarantor of the

happiness of its citizens, for as long as

they allow it to be the embodiment of

justice.

DepEd Mission

Students learn in a child-friendly,

gender-sensitive, safe,

and motivating environment.

Epicureanism

Primary purpose of this philosophy was to

attain happy and tranquil life. All societies

are based solely on an agreement of men

not to harm each other— a mutual

advantage.

Students learn in a child-friendly,

gender-sensitive, safe,

and motivating environment.


Motivation and interest plays a vital

role in learning. He was against the

use of force of education.

Teachers facilitate learning and

constantly nurture every learner.


The educator is considered to have

great importance, thus he is the

constant guide of the students.

Administrators and staff, as stewards of

the Institution, ensure an enabling and

supportive environment for effective

learning to happen.

Epicureanism

Goodness: Such an existence in the company of a few like-minded friends will provide the reassurance and good fellowship necessary for peace of mind, ataraxia.

Administrators and staff, as

stewards of the Institution,

ensure an enabling and supportive

environment for effective learning to

happen.


An educator is like a torch bearer who

leads students from dark cave of

innocence into the bright light of

knowledge.

DepEd Core Values

Maka-Diyos

Makatao

Makabayan

Makakalikasan

Strategic Priorities

Governance

Strengthened School-Based Management (SBM)

Principals with strong leadership skills

Uniformed metrics on school performance

System for policy and leadership continuation

established

Targets and Reforms

Reforms effectively implemented

Reforms institutionalized

Backlog on education inputs addressed

Ten Point Education Agenda accomplished

DepEd budget appropriately and efficiently utilized

Culture, Systems & Processes

Education map for the entire system

DepEd culture transformed (shared vision, highly motivated and stronger)

Ratplan in full swing

Processes required by the schools, divisions, regions in place

Assessment system revolutionized

Technology

DepEd dashboard made accessible

DepEd data and other information are consistent

All schools connected

Online educational system (going global)

Online enrolment

Learning Materials digitized

Learner-centered and Inclusive Education

Children at the center of basic education

Education services responsive to student and family choice

Students are offered options on the delivery mode

Safer DepEd (child protection, disaster-resilient schools, etc.)

IPEd institutionalized (and moving forward to the 21st

century)

More readers, better readers

Children’s hunger addressed

Curriculum Implementation

21st century Philippine basic education

K to 12 curriculum implemented

Smooth implementation of SHs (1st batch of SHS

going to

SHS ready schools, voucher in place, etc.)

Teachers prepared for K to 12

Curriculum for multigrade schools available

External Relationships

Restored people’s trust in public education and in

DepEd

Government and private sector partnerships more

acceptable

Stronger and more engaged external public

All school boards active and engaged

The Autocratic Model

The Custodial Model

The Supportive Model

The Collegial Model

The System Model

MODELS OF ORGANIZATIONAL BEHAVIOR

The Autocratic Model-

Depends on power. “You do this - or else”

In the autocratic environment the managerial

orientation is formal, official authority

The employee orientation is obedience to a boss

The employee psychological results is

dependence on their boss

Employee needs met is subsistence

Performance results is minimum


The Custodial Model

Depends on economic resources

The managerial orientation is money

The employee orientation is security and benefits

The employee psychological results is

dependence on organization

Employee needs met is security

Performance results is passive cooperation


The Supportive Model-

Depends on leadership

The managerial orientation is to support

The employee orientation is job performance

The employee psychological results is a feeling

of participation and tasks involvement in the

organization

Employee status and recognition needs are better

met

Performance results is awakened drives


The Collegial Model-

Depends on partnership

The managerial orientation is teamwork

The employee orientation is responsible

behavior

The employee psychological results is self

discipline

Employee needs met is self actualization

Performance results is moderate enthusiasm


The System Model -

Depends on trust, community and meaning

the managerial orientation is caring and

compassion

The employee orientation is psychological

ownership

The employee psychological results is self

motivation

Employee needs are met are wide range

Performance results is passion and commitment

to organizational goal


Models of OB

Lesson 3 : Managing Communications


Communication

The sharing of information between

two or more individuals or groups to

reach a common understanding.

16-77

The Communication Process

16-79Figure 16.1

Ideation

It is the conception of an idea or thought by a person, group or an organization.

Encoding

when an idea or thought

is translated into

symbols, verbal or non-

verbal, that are

understood by others.

Transmission

This takes place when the idea or thought which has

been places into some transmittable language is

passed through one or more available channels (five

senses) and through some medium.

Decoding

simply

interpretation of

the message.

Understanding

mean that the

receiver grasps

the essentials of

the message.

Acceptance and Action

Acceptance implies a willingness on the part of the

receiver to comply with message and the action

phase entails implementation of the communiqué or

message.

Noise

interference in the

communication process.

Feedback

returned message

from the receiver

to the sender.

ORGANIZATIONAL

COMMUNICATION

Communication Networks


The pathways along which information flows in groups and

teams and throughout the organization.

16-89


Type of communication network depends on:

The nature of the group’s tasks

The extent to which group members need to communicate

with each other to achieve group goals.

16-90

16-91Figure 16.3

Commun

ication

Networks

in

Groups

and

Teams

Communication Networks in Groups and Teams

16-92

Type of Network

Wheel Network Information flows to and from one central member.

Chain Network Members communicate only with the people next to them in the sequence.

Wheel and chain networks provide little interaction.

Circle Network Members communicate with others close to them in terms of expertise, experience, and location.

All-Channel Network

Networks found in teams with high levels of communications between each member and all others.

FORMAL SMALL – GROUP NETWORKS

CRITERIA WHEEL CHAIN ALL CHANNEL

SPEED FAST MODERATE FAST

ACCURACY HIGH HIGH MODERATE

EMERGENCE

OF A LEADERHIGH MODERATE NONE

MEMBER

SATISFACTIONMODERATE MODERATE HIGH

THE GRAPEVINE

3 CHARACTERS

1. It is not controlled by the management.

2. It is perceived by most employees as being more believable and reliable than formal communiqués issued by top management.

3. It is largely used to serve the self – interest of the people within it.

An organization’s informal

communication network.

CHOICE OF COMMUNICATION CHANNEL

Formal

Reports,

Bulletins

Memos,

Letters

Pre

recorded

Speeches

Electronic

Mail

Online

Discussion

groups,

groupware

Voice Mail

Live

Speeches

Telephone

Conversati

on

Video

Conferenc

e

Face – to -

Face

Conversati

on

High

Channel

Richness

Low

Channel

Richness

Organization Communication Networks

Organization Chart

Summarizes the formal reporting channels in an organization.

Communication in an organization flows through formal and informal pathways

Vertical communications flow up and down the corporate hierarchy.

16-96

Organization Communication Networks

Organization Chart

Horizontal communications flow between employees of the same level.

Informal communications can span levels and departments—the grapevine is an informal network carrying unofficial information throughout the firm.

16-97

Formal and Informal Communication Networks in an Organization

BARRIERS TO EFFECTIVE

COMMUNICATION

Filtering - Refers to a sender’s purposely manipulating information so it will be seen favourably by the receiver.

Selective Perception - The receivers in the communication process selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics.


COMMUNICATION

Information Overload - A

condition which information

inflow exceeds an individual’s

processing capacity.

Emotions - How the receiver

feels at the time of receipt of a

communication influences

how he or she interprets it.


COMMUNICATION

Language - Even when were

communicating in the same

language, words mean different

things to different people.

Communication Apprehension -

People who suffer from it experience

undue tension and anxiety in oral

communication, written

communication or both.


COMMUNICATION

Gender differences - are sometimes a barrier to

effective communication. Men tend to use talk to

emphasize status, whereas women tend to use it

to create connections.

Political Correct Communication - there are also

situations in which our desire to avoid offense

blocks communication (by keeping us from

saying what’s really on our mind) or alters our

communication in such a way as to make it

unclear.

GLOBAL IMPLICATIONS

Cultural Barriers

Barriers caused by word connotations.

Barriers cause by differences among perceptions.

Barrier caused by semantics.

Barriers caused by tone differences

GLOBAL IMPLICATIONS

Cultural Context

Low – context cultures -They rely heavily on non verbal and subtle situational cues in communicating with others.

High – context cultures -They rely essentially on words to convey meaning.

Communication Skills For Managers as Receivers

Pay attention to what is sent as a message.

Be a good listener: don’t interrupt.

Ask questions to clarify your understanding.

Be empathetic: try to understand what the sender

feels.

Understand linguistic styles: different people

speak differently.

Speed, tone, pausing all impact communication.

16-105

LISTENING IN INTERPERSONAL

COMMUNICATION

What is listening?

Listening…. the psychological process of receiving, attending to, constructing meaning from, and responding to spoken or nonverbal messages

Hearing = physiological

Listening = psychological

Listening V/S Hearing

Hearing- physical process; natural; passive

Listening- physical & mental process; active; learned process; a skill

Listening is hard!You must choose to participate in the process of listening.

85% of what we know is from listening

45%of our time is spent on listening

A person recalls 50%of what they just heard

….only 20%of it is remembered long term

Listening is learned first and used most, but

taught least.

Learned Used Taught

Listening 1st Most (45%) Least

Speaking 2nd Next most (35%) Next least

Reading 3rd Next least (16%) Next most

Writing 4th Least (9%) Most

How Important is listening ?

Listening is the most powerful form

of acknowledgment

…a way of saying, “You are important.”

Listening builds stronger relationships

…creates a desire to cooperate among people because they feel accepted and acknowledged.

Listening creates acceptance and

openness

…conveys the message that

“I am not judging you.”

Listening leads to learning…openness encourages personal

growth and learning

Listening reduces stress and

tension

…minimizes confusion and

misunderstanding, eliminating

related stress and tension

Listening is CRITICAL

in conflict resolution

…much conflict comes from the

need to be heard. Successful

resolution depends on being a

non-anxious presence.

Why Be A Good Listener?

To be recognized and remembered

To feel valued

To feel appreciated

To feel respected

To feel understood

To feel comfortable about a want or need

Listening promotes being heard

‘Seek first to understand, then

be understood’

- Stephen Covey

LISTENING AND EDUCATION

Students do not have a clear concept

of listening as an active process that

they can control. Students find it

easier to criticize the speaker as

opposed to the speaker’s message

(Imhof, 1998).

Listening is tied to effective

leadership(Bechler & Johnson, 1995;Johnson & Bechler, 1998).

Leaders listen with an open

mind by not becoming

emotional or defensive (Orick, 2002).

LISTENING AND LEADERS

Process of listening

Understanding

Learning

Remembering

Recalling

Evaluating

Judging

Receiving

Hearing

Responding

Answering

ReceivingIt refers to the response caused by sound waves stimulating the sensory receptors of the ear; it is physical response.

Understanding

It is the stage at which you learn what the speaker means-the thoughts and emotional tone.

RememberingIt is important listening process because it means that an individual has not only received and interpreted a message but has also added it to the mind's storage bank.

But just as our attention is selective, so too is our memory- what is remembered may be quite different from what was originally seen or heard.

Evaluating

It consists of judging the messages in some way. At times, you may try to evaluate the speaker’s underlying intentions or motives.

Often this evaluation process goes on without much conscious awareness.

RespondingThis stage requires that the receiver complete the

process through verbal and/or nonverbal feedback; because the speaker has no other way to determine if a message has been received .

This stage becomes the only overt means by which the sender may determine the degree of success in transmitting the message.

STYLESOF EFFECTIVE LISTENING

Participatory-Passive listening

Empathic-Objective listening

Non judgmental- Critical listening

Surface-Depth listening

Active-Inactive listening

STYLES OF EFFECTIVE LISTENING


Active participation

Physically & mentally engage in the sharing ofmeaning

ElementsNon-Verbal: Eye contact, facial expressions

Verbal: questions, back channeling cues suchas “I see” “yes” “uh-huh” etc


Listening without talking

Powerful means of communicatingacceptance

Passive listener: suspends judgment andjust listens

Who accepts, not evaluate. Whosupports, not intrude


To listen empathically

Feel with them

See the world as they see

Feel what they feel

It helps you understand what a personmeans & what the person is feeling


Listen with objectivity and detachment

See beyond other person sees

Example: A teacher & student

(Empathic) (1+1 = 11)

(Objective) (1+1 = 2)

Non judgmental- Critical listening

Listen with open mindAvoid distorting messagesAvoid filtering out unpleasant or

undesirable message

Recognize your own ethnic, national, orreligious biases, (it may increase orminimize importance because it confirms orcontradicts your biases)

Non judgmental- Critical listeningName calling- involves giving an ideae.g. (“atheist” “neo-Nazi” “cult”) to make you acceptthings you value high, like (“democracy” “freespeech” “academic freedom”)

Testimonial- use image associated to with person togain approval, (if you respect the person) to gainrejection (if you disrespect the person)e.g. advertisement: use person dressed like doctors,use phrase “dentists advice”

Bandwagon- used to persuade to accept or reject anidea because “everybody is doing it”e.g. “draw Mohammad day” & “switch to Pakbuk”


Obvious/surface/literal meaning

(Surface level communication)

What they are saying?


Hidden, deep meaning

(In depth communication)

Why they are saying?

E.g.: “The patient is very serious”

Purpose of Active listening

“Active, effective listening is a habit, as well as the foundation of effective communication.”

ACTIVE LISTENING

“Active listening is the process of sending back the speaker what the listener thinks the speaker meant.”

It is a process of putting into some meaningful whole your understanding of the speaker’s total message

Active listening serves a number of important purposes:

It shows that you are listening.

Check how accurately you have understood what the speaker said and meant.

Express acceptance of speaker’s feelings.

To prompt the speaker to further explore his or her feelings or thoughts.

Purpose:

“TECHNIQUES OF EFFECTIVE LISTENING”Active listening intentionally focuses on who you are listening to, whether in a group or one-on-one, in order to understand what he or she is saying.

Techniques:

Paraphrase the speaker’s meaning.

Express understanding of the speaker’s feeling.

Ask questions to ensure that you are on a right track.

Focus your attention on the subject

Avoid distractions

Set aside your prejudices, your opinions.

When interacting with the speaker, keep an eye contact and do not argue.

Quick flashback

Listening and hearing are two different entities.

The listening process requires five pre-requisites if it has to be listening.

Cultural differences and gender differences play an important role in the listening process.

The general key to effective listening in interpersonal situations is ‘’Active participation”.

Contd..

We need to listen empathically to make sure that we understand what the speaker is actually going through.

Effective listening involves listening non-judgmentally to help you understand and help you critically.