1. Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

2. Managing Communication Processes Organizations: Behavior, Structure, Processes Chapter 15

3. 15-3 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

4. 15-4 Communication The process by which things get done in organizations

5. 15-5 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

6. 15-6 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

7. 15-7 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

8. 15-8 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

9. 15-9 The Communication Process Message Medium Receiver Feedback Who... says what...in what way...to whom......with what effect Commu- nicator

10. 15-10 Classic Communication Model Communicator Encoding Message & Medium DecodingReceiver Feedback = Noise

11. 15-11 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

12. 15-12 Nonverbal Communication Messages sent with body posture, facial expressions, and hand/eye movements It is as important as verbal communication

13. 15-13 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

14. 15-14 Body Language Body language is classified into five types of expression Emblems Illustrators Regulators Adaptors Affect displays

15. 15-15 Communicating Across Cultures Words Space Time Behavior

16. 15-16 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.

17. 15-17 Communication and Technology Internet and World Wide Web Intranet Voicemail Email, Instant Messaging Mobile phone, pager, PDA Conferencing

18. 15-18 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

19. 15-19 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

20. 15-20 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

21. 15-21 Interpersonal Communication Style How an individual prefers to relate to others

22. 15-22 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 Interpersonal Communication Style

23. 15-23 The Johari Window Arena Blind spot Facade Unknown Less More Feedback Known Unknown Known Unknown Less More Exposur e Known by selfUnknown by self Known by others Unknown by others

24. 15-24 Interpersonal Strategies Interpersonal communication can be improved with… Exposure Feedback

25. 15-25 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

26. 15-26 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 Managerial Styles

27. 15-27 Barriers to Effective Communication Communicator’s Field of Experience Communicator Encoding The Message Decoding Receiver Receiver’s Field of Experience Communication Gap

28. 15-28 Semantic problems Filtering In-group language Status differences Time pressures Barriers Created by Senders

29. 15-29 Selective listening Value judgments Source credibility Barriers Created by Receivers

30. 15-30 Frame of reference Proxemic behavior Communication overload Barriers Created by Sender and/or Receiver

31. 15-31 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 Improving Organizational Communication

32. 15-32 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 Ways to Improve Communication