1. Communication Visibility is incredibly important. It’s very hard to lead through e-mails. —Bill Zollars, CEO, Yellow Roadway Chapter 10 Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

2. Learning Objectives 1.Describe the process of communication. 2.Distinguish between hearing and listening. 3.Describe techniques for communicating effectively. 4.Identify barriers to communication and suggest ways to avoid them. 5.Distinguish between verbal and nonverbal messages, and name types of verbal messages. 6.Identify the directions in which communication can flow in an organization. 7.Distinguish between formal and informal communication in an organization. 8.Discuss the role of the grapevine in organizations. 10-2

3. Communication –the process by which people send and receive information –at the heart of the supervisor’s job 10-3

4. The Communication Process 10-4

5. The Communication Process Noise –Anything that can distort a message by interfering with the communication process Feedback –The way the receiver of a message responds or fails to respond to the message 10-5

6. Hearing versus Listening Hearing  the brain is registering sounds. Listening  paying attention to what is being said and trying to understand the full message. 10-6

7. Communicating Effectively Communicate from the receiver’s viewpoint Learn from feedback Use strategies for effective listening Overcome barriers to communication 10-7

8. Communicating with a “You” Attitude Watch your pronouns Remember how it feels to be overwhelmed with too much information Choose examples that are meaningful to your audience Choose words that are meaningful to your audience Pay attention 10-8

9. Ten Rules for Good Listening 10-9

10. Strategies for Effective Listening Active listening –Hearing what the speaker is saying, seeking to understand the facts and feelings the speaker is trying to convey, and stating what you understand that message to be 10-10

11. Barriers to Communication Information overload –Give employees only information that will be useful to them. –Be sure that employees are paying attention. Misunderstandings –Word choices –Cultural differences –Inferences versus facts 10-11

12. A Drawing That May Be Perceived in More Than One Way Old woman or Young lady 10-12

13. Barriers to Communication Perceptions –The ways people see and interpret reality. Prejudices –Negative conclusions about a category of people based on stereotypes. 10-13

14. Types of Messages Verbal message –A message that consists of words Nonverbal message –A message conveyed without using words 10-14

15. Types of Messages Types of nonverbal messages –Gestures –Posture –Tone of voice –Facial expression –Silence 10-15

16. The Etiquette of Proper Distance 10-16

17. Factors that Impact Your Message FIGURE 10.7 Relative Contributions of Several Factors to Total Impact of a Message 10-17

18. Verbal Messages Oral communication –Conversations –Interviews –Meetings –Formal presentations –Telephone calls 10-18

19. Types of Messages Written communication –Memos –Letters –Reports –E-mail –Bulletin board notices –Posters 10-19

20. Technology and Message Types Use written communication when: –You can wait for the receiver to read it. –You can’t afford to bring people together. –The message is complex. –The information is more factual than sensitive. –You won’t be embarrassed for others to read the message. –You need a record of the communication. –The receiver is able to read your language and use your technology. 10-20

21. Technology and Message Types Use oral communication when: –The message is sensitive. –You need immediate feedback. –The receiver might have difficulty reading. –You want to build a relationship or see reactions. 10-21

22. Choosing the Most Effective Message Type Time and cost limits Complexity and sensitivity of the issue Need for a record Need for feedback Capabilities of the receiver 10-22

23. Direction of Communication in Organizations Downward communication –message is sent to someone at a lower level Upward communication –message is sent to someone at a higher level Lateral communication –message is sent to a person at the same level 10-23

24. Formal and Informal Communication Formal communication –organizational communication that is work- related and follows the lines of the organization chart. 10-24

25. Formal and Informal Communication Informal communication –organizational communication that is directed toward individual needs and interests and does not necessarily follow formal lines of communication. 10-25

26. Gossip and Rumors Rumors are explanations, sometimes unfounded, for what is going on around us. Supervisors should avoid rumors and gossip, however he or she should be prepared to investigate stories they may hear, but with an open mind. 10-26

27. The Grapevine Grapevine –The path along which informal communication travels Situations that worry employees will cause them to turn to the grapevine when they aren’t satisfied with the amount of information they receive from management. 10-27

28. The Grapevine Regularly use the tools of formal communication to inform employees of the organization’s version of events. Be open to discussion; be someone employees will turn to when they want a rumor confirmed or denied. Use performance appraisal interviews as a way to listen to employees as well as to give them information. Have a trusted employee act as a source of information about the messages traveling the grapevine. When it is necessary to clear the air, issue a formal response to a rumor. 10-28