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Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. COMMUNICATION THE KEY TO RESONANT RELATIONSHIPS Chapter 4 4–1.

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Presentation on theme: "Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. COMMUNICATION THE KEY TO RESONANT RELATIONSHIPS Chapter 4 4–1."— Presentation transcript:

1 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. COMMUNICATION THE KEY TO RESONANT RELATIONSHIPS Chapter 4 4–1

2 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Communication and Management  Communication └ The sharing of information between two or more individuals or groups to reach a common understanding. 4-2

3 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. 1.Why Is Communication Central to Effective Relationships at Work?  Good Leaders and Successful Employees pay a great deal of attention to both:  What They Communicate  How They Share Information Introduction 4–3

4 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. How Do Humans Communicate?  Verbal Communication └ The converting of messages into words, either written or spoken  Nonverbal └ The converting of messages by means of facial expressions, body language, and styles of dress. 4-4

5 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. 2.How Do Humans Communicate?  Communication Defined  Very Complex Share everything Use words Communicate nonverbally  Language Defined  Tied to Our Ability to Think  Several Ways of Expression  Both Thoughts and Feelings 4–5

6 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Read the following statement and put emphasis on the underlined word. I Did Not Say You Were Stupid 4–6

7 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. 4.What Is the Interpersonal Communication Process?  Interpersonal Communication Model  Sender  Message  Receiver  Channel  Encoding  Decoding Introduction 4–7

8 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. The Communication Process 1. Sender – person wishing to share information with some other person 2. Message – what information to communicate 3. Encoding – sender translates the message into symbols or language 4. Noise – refers to anything that hampers any stage of the communication process 4-8

9 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. The Communication Process 1. Receiver – person or group for which the message is intended 2. Medium – pathway through which an encoded message is transmitted to a receiver 3. Decoding - critical point where the receiver interprets and tries to make sense of the message 4-9

10 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.  Information Encoded, Transmitted, and Decoded  Misinterpreted Due to Noise The Shannon-Weaver Model of Communication 4.What Is the Interpersonal Communication Process? 4–10  Interactive Process  Bidirectional Process The Schramm Model of Communication

11 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.  Rich Channels (Mediums)  Carry More Information  Less Ambiguous Message  Specific Receiver  Opportunities for Feedback  Verbal and Nonverbal Signals Choosing “Rich” or “Lean” Communication Channels  Lean Channels (Mediums)  Less Information  Convey Simple Information  To Specific Individuals 4.What Is the Interpersonal Communication Process? 4–11

12 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Information Richness Information richness The amount of information that a communication medium can carry The extent to which the medium enables the sender and receiver to reach a common understanding 4-12

13 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Information Richness and Communication Media Managers and their subordinates can become effective communicators by selecting an appropriate medium for each message—there is no one “best” medium. 4-13

14 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Face-to-Face Communication Management by wandering around face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues and concerns. 4-14

15 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Spoken Communication Electronically Transmitted Has the second highest information richness. Telephone conversations are information rich with tone of voice, sender’s emphasis, and quick feedback, but provide no visual nonverbal cues. 4-15

16 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Personally Addressed Written Communication Has a lower richness than the verbal forms of communication, but still is directed at a given person. Personal addressing helps ensure receiver actually reads the message—personal letters and are common forms. 4-16

17 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Impersonal Written Communication Has the lowest information richness. Good for messages to many receivers where little or no feedback is expected (e.g., newsletters, blogs, reports) 4-17

18 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. 5.How Do We Use Information Technology to Communicate at Work?  Technology Has Changed Communication  Elimination of language barriers (translation dictionaries)  New Rules for proper communication behavior  and Text Messaging  Web Conferencing and Videoconferencing  Social Media Introduction 4–18

19 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. 5.How Do We Use Information Technology to Communicate at Work?  Consider two situations: one in which information technology helped you build a relationship, and one in which it inhibited the development of a relationship. How did technology help in the first instance and get in the way in the second?  Many argue that new communication technologies have made social interactions impersonal and that people are not developing enough face-to-face communication skills. What is your opinion on this topic? Discussion Questions 4–19

20 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Barriers to Effective Communication 1. Messages that are unclear, incomplete, difficult to understand 2. Messages that are sent over an inappropriate medium 3. Messages with no provision for feedback 4. Messages that are received but ignored 4-20

21 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. 10.What Can We All Do to Improve Communication and Build Resonant Relationships at Work?  Be sure you know what message you want to send.  Determine the most appropriate channel for your message.  Simplify your language to match your audience.  Remember that jargon can hurt communication when it is unfamiliar to the receiver, but it may improve communication when it is familiar.  Create a level of trust that makes people feel comfortable passing bad news up and down the hierarchy.  Be careful about poor or inadvertent use of inappropriate nonverbal signals.  Practice empathy when communicating. Basic Rules for Sending Clear and Powerful Messages 4–21

22 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Communication Skills for Managers as Senders Jargon-specialized language that members of an occupation, group, or organization develop to facilitate communication among themselves --should never be used when communicating with people outside the occupation, group, or organization 4-22

23 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Example – NASCAR Jargon 1. Unless you follow NASCAR, you may not be familiar with words like loose-in, tight-off, wedge adjustment, spring rubber, track-bar, catch can and tunnel turn. 4-23

24 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. Communication Skills For Managers as Receivers 1. Pay attention 2. Be a good listener 3. Be empathetic 4-24

25 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. 8.What Is Organizational Communication?  Remain Calm  Gather Information  Communicate Openly  Responds Swiftly Crisis Communication 4–25

26 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.  HR Communicates About  Labor Laws  Workforce Data Introduction 9.What Can HR Do to Ensure Effective Communication and Resonant Relationships in Organizations? 4–26

27 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.  HR’s Responsibilities  Current on Labor Relations  Employees and Management Understand the Law Communicating Labor Laws 9.What Can HR Do to Ensure Effective Communication and Resonant Relationships in Organizations? 4–27

28 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.  Employee Morale  High Morale:  Enthusiasm, Commitment, Trust…  Low Morale:  High Employee Turnover, Absenteeism… Gathering and Communicating Employee Engagement Information 9.What Can HR Do to Ensure Effective Communication and Resonant Relationships in Organizations? 4–28


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