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PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Chapter 11.

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Presentation on theme: "PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Chapter 11."— Presentation transcript:

1 PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Chapter 11 Communicating and Information Technology

2 11–2Copyright © 2006 Thomson Business and Economics. All rights reserved. Learning Outcomes 1.Describe the three ways communication flows through organizations. 2.List the four steps in the interpersonal communication process. 3.State the major advantages of oral communication and written communication. 4.State a general guide to channel selection. 5.List the five steps in the process of sending face-to-face messages. 6.Describe paraphrasing, and explain why it is useful. 7.List and explain the three parts of the process of receiving messages. After studying this chapter, you should be able to:

3 11–3Copyright © 2006 Thomson Business and Economics. All rights reserved. Learning Outcomes (cont’d) 8.Define reflecting responses, and state when they should be used. 9.Discuss what should and should not be done to calm an emotional person. 10.Describe the three primary types of information systems and their relationship. 11.List the components of an information network.

4 11–4Copyright © 2006 Thomson Business and Economics. All rights reserved. Learning Outcomes (cont’d) 12.Define the following key terms: communication nonverbal communication vertical communication message-sending process horizontal communication feedback grapevine paraphrasing communication process message-receiving process encoding reflecting responses communication channel empathic listening decoding

5 11–5Copyright © 2006 Thomson Business and Economics. All rights reserved. Ideas on Management at Powell’s Books 1.What was the organizational communication flow of information about pay limits and restructuring at Powell’s, and what was the flow of communication about employees’ reactions? 2.Which message channel did Powell use to inform employees of the pay limits and restructuring? 3.Which parts of the message-sending process did Michael Powell ignore, thus creating communication problems at Powell’s? 4.How would you rate the listening skills of managers at Powell’s Books with regard to employees’ reactions to pay limits and restructuring? 5.How would you rate Powell’s managers’ ability to deal with employee emotions? How could communications have been better so that the situation would not have escalated to unionization?

6 11–6Copyright © 2006 Thomson Business and Economics. All rights reserved. Organizational Communication Vertical Communication –The flow of information both downward and upward through the organizational chain of command. Horizontal Communication –The flow of information between colleagues and peers. Grapevine –The informal flow of information in any direction throughout the organization.

7 11–7Copyright © 2006 Thomson Business and Economics. All rights reserved. Organizational Communication: Formal Communication Exhibit 11–1

8 11–8Copyright © 2006 Thomson Business and Economics. All rights reserved. Organizational Communication: Informal Communication Exhibit 11–1 cont’d

9 11–9Copyright © 2006 Thomson Business and Economics. All rights reserved.

10 11–10Copyright © 2006 Thomson Business and Economics. All rights reserved. Information Technology Data –Unorganized facts and figures Information –Data converted into a form that helps people do their jobs. –Useful information is: 1.Timely—current and available when you need it 2.Relevant—suited to the situation, accurate, complete but concise 3.Understandable—in a form that is easy to comprehend

11 11–11Copyright © 2006 Thomson Business and Economics. All rights reserved. Information Technology (cont’d) Information Technology (IT) –Technology used to store, process, and distribute useful information The Internet –A global collection of computer networks linked together to exchange data and information on the World Wide Web (WWW) Business Portal –A specific company’s gateway to Internet-based information

12 11–12Copyright © 2006 Thomson Business and Economics. All rights reserved. Information Technology (cont’d) Databases –Collected information that is accessible to employees through company intranets, company Web sites, and the World Wide Web. Wireless Communication –Hand-held devices allow people to get information when and where they need it.

13 11–13Copyright © 2006 Thomson Business and Economics. All rights reserved. The Communication Process Exhibit 11–2

14 11–14Copyright © 2006 Thomson Business and Economics. All rights reserved. Major Communication Barriers Exhibit 11–3

15 11–15Copyright © 2006 Thomson Business and Economics. All rights reserved.

16 11–16Copyright © 2006 Thomson Business and Economics. All rights reserved. Message Transmission Channels Exhibit 11–4

17 11–17Copyright © 2006 Thomson Business and Economics. All rights reserved.

18 11–18Copyright © 2006 Thomson Business and Economics. All rights reserved. Oral Communication Advantages –Easier –Faster –Encourages feedback Disadvantages –Leaves no permanent record

19 11–19Copyright © 2006 Thomson Business and Economics. All rights reserved. Nonverbal Communication –Includes messages sent without words. –Setting (physical surroundings) –Body language Facial expressions Vocal quality (how said, not what said) Gestures Posture –Disadvantage Can be misinterpreted by receiver

20 11–20Copyright © 2006 Thomson Business and Economics. All rights reserved. Written Communication Advantages –Provides a permanent record Disadvantages –Takes longer –Hinders feedback

21 11–21Copyright © 2006 Thomson Business and Economics. All rights reserved. Selecting the Message Transmission Channel Media Richness –The amount of information and meaning conveyed through a channel. Oral channels (e.g., face-to-face) are the richest channels, useful for sending difficult and unusual messages. Written channels are less rich, useful for simple and routine messages. Combined channels are best used for important messages that must be attended to.

22 11–22Copyright © 2006 Thomson Business and Economics. All rights reserved. Sending Messages Planning the Message –What is the goal of the message? –Who should receive the message? –How should the message be sent? –When should the message be sent? –Where should the message be sent?

23 11–23Copyright © 2006 Thomson Business and Economics. All rights reserved. The Message-Sending Process 1.Develop rapport. 2.State your communication objective. 3.Transmit your message. 4. Check the receiver’s understanding. 5.Get a commitment and follow up. Exhibit 11–5

24 11–24Copyright © 2006 Thomson Business and Economics. All rights reserved. Checking Understanding: Feedback Feedback –Information that verifies a message. Paraphrasing –The process of having the receiver restate the message in his or her own words. Feedback Problems –Receivers feel ignorant. –Receivers are ignorant. –Receivers are reluctant to point out sender’s ignorance.

25 11–25Copyright © 2006 Thomson Business and Economics. All rights reserved. Checking Understanding: Feedback (cont’d) How to Get Feedback –Be open to feedback There are no dumb questions. –Be aware of nonverbal communication Make sure your nonverbal communication encourages feedback. –Ask questions When you send messages, you should know whether recipients understand the messages before taking action. –Paraphrase The most accurate indicator of understanding is paraphrasing.

26 11–26Copyright © 2006 Thomson Business and Economics. All rights reserved. The Message-Receiving Process Exhibit 11–6

27 11–27Copyright © 2006 Thomson Business and Economics. All rights reserved. Five Typical Response Styles Exhibit 11–7

28 11–28Copyright © 2006 Thomson Business and Economics. All rights reserved. Response Styles Advising –Providing evaluation, personal opinion, direction, or instructions. Diverting –Switching the focus of the communication to a new message. Probing –Asking the sender for more information about some aspect of the message. Reassuring –Responding to reduce the intensity of the emotions associated with the message. Reflecting –Paraphrasing the message to indicate acceptance and understanding.

29 11–29Copyright © 2006 Thomson Business and Economics. All rights reserved.

30 11–30Copyright © 2006 Thomson Business and Economics. All rights reserved. Dealing With Emotional People Dimensions of Emotional Intelligence 1.Self-awareness, or understanding your own emotions 2.Self-management, the ability to manage your own emotions 3.Self-motivation, the ability to persist through failure and setbacks 4.Empathy, the ability to understand others’ emotions and to see things from their perspective 5.Social skills that allow one to handle others’ emotions.

31 11–31Copyright © 2006 Thomson Business and Economics. All rights reserved. Dealing With Emotional People (cont’d) Dealing with Emotional People –Don’t make condescending statements. –Do make reflective empathic responses. –Paraphrase feelings. Reflective Empathic Listening –The ability to understand and relate to another’s situation and feelings.

32 11–32Copyright © 2006 Thomson Business and Economics. All rights reserved. Criticism Giving Criticism –Never publicly criticize your boss. –Don’t criticize your boss behind his back. Getting Criticism –Don’t become defensive or emotional. –Even constructive criticism can be emotionally painful.

33 11–33Copyright © 2006 Thomson Business and Economics. All rights reserved. Types of Information Systems (IS) Transaction Processing Systems (TPS) –Used to handle routine and recurring business matters (e.g. accounting transactions). Management Information Systems (MIS) –Used to transform data into the information employees need to do their work. –Focus on strategy implementation. Executive Information Systems (EIS) –Used by top-level managers. –Focus on the development and revision of strategy.

34 11–34Copyright © 2006 Thomson Business and Economics. All rights reserved. Types of Information Systems (IS) (cont’d) Decision Support Systems (DSS) –Use managers’ insights in an interactive computer-based process to assist in making nonroutine decisions. –Allow managers to evaluate the possible effects of alternative decisions. –Expert systems are computer programs designed to imitate the thought processes of a human being.

35 11–35Copyright © 2006 Thomson Business and Economics. All rights reserved. Information Network Exhibit 11–8

36 11–36Copyright © 2006 Thomson Business and Economics. All rights reserved. Information Networks –Connect all employees from headquarters and remote facilities to each other, to suppliers, to customers, and to databases. –P2P:peer to peer, intranets connecting employees –B2C:business to customer through CRM— customer relationship management –B2B: business to supplier through EDI— electronic data exchange

37 11–37Copyright © 2006 Thomson Business and Economics. All rights reserved.

38 11–38Copyright © 2006 Thomson Business and Economics. All rights reserved. Situational Communication Model Exhibit 11–9


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