Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 8 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5 th edition Communication

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Communication Communication – the evoking of a shared or common meaning in another person Interpersonal Communication – communication between two or more people in an organization Communicator – the person originating the message Receiver – the person receiving a message Perceptual Screen – a window through which we interact with people that influences the quality, accuracy, and clarity of the communication

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Communication Message – the thoughts and feelings that the communicator is attempting to elicit in the receiver Feedback Loop – the pathway that completes two-way communication Language – the words, their pronunciation, and the methods of combining them used and understood by a group of people

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Communication Data – uninterpreted and unanalyzed facts Information – data that have been interpreted, analyzed, & and have meaning to some user Richness – the ability of a medium or channel to elicit or evoke meaning in the receiver

Basic Interpersonal Communication Model Event X Message Context Affect Perceptual screens ////////////////// ////////////////// ////////////////// ////////////////// Influence message quality, accuracy, clarity Include age, gender, values, beliefs, culture, experiences, needs Receiver Communicator Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Communication Media: Information Richness & Data Capacity SOURCE: E. A. Gerloff in Research in Organizational Behavior : “Information Richness: A New Approach to Managerial Behavior and Organizational Design” by Richard L. Dalt and R. H. Lengel. Reprinted by permission of JAI Press Inc.

Reflective Listening Reflective Listening – the skill of listening carefully to another person and repeating back to the speaker the heard message to correct any inaccuracies or misunderstandings What I heard you say was we will understand the process better if we break it into steps This complex process needs to be divided to be understood Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reflective Listening Emphasizes receiver’s role Helps the receiver and communicator clearly and fully understand the message sent Useful in problem solving

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reflective Listening Reflective listening emphasizes the personal elements of the communication process the feelings communicated in the message responding to the communicator, not leading the communicator the role or receiver or audience understanding people by reducing perceptual distortions and interpersonal barriers

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reflective Listening: 4 Levels of Verbal Response Affirm Contact Communicates attentiveness Provides reassurance in expressing thoughts and feelings Paraphrase Reflects back to speaker what has been heard; assures accuracy Builds empathy, openness, acceptance Clarify the Implicit Bring out unspoken (but evident) thoughts and feelings Builds greater awareness Reflect “core” feelings Restate important thoughts and feelings Exercise caution; danger of overreaching

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reflective Listening: Use Nonverbal Silence Listener: Sort out thoughts and feelings Identify and isolate personal responses Speaker: Useful for thinking Determine how to express difficult ideas or feelings Eye Contact Useful to open a relationship Improves communication Be aware of cultural differences Use moderate eye contact Use times of no eye contact for privacy and control

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved One-way vs. Two-way Communication Two-Way Communication – the communicator and receiver interact Good for problem solving One-Way Communication – a person sends a message to another person and no questions, feedback, or interaction follow Good for giving simple directions Fast but often less accurate than two- way communication

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Five Keys to Effective Supervisory Communication Expressive speaking Empathetic listening Persuasive leadership Sensitivity to feelings Informative management

Physical separation Status differences Gender differences Cultural diversity Language Barriers to Communication Communication Barriers – factors that block or significantly distort successful communication Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Physical separation gateways –Periodic face-to-face interactions –Regular meetings for interrelated units Status differences gateways –Effective supervisory skills –Feelings of security for employees –Informational technology communication methods Gateways to Communication f Communication Gateways – factors that are antidotes to communication problems

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Gender differences gateways –Awareness of gender-specific differences in communication Cultural diversity gateways –Increased awareness and sensitivity Language gateways –Simple, direct, declarative language –Use brief sentences –Speak in the language of the listener –Avoid jargon or technical language Gateways to Communication

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Defensive Communication Defensive Communication – communication that can be aggressive, attacking and angry, or passive and withdrawing Leads to –injured feelings –communication breakdowns –alienation –retaliatory behaviors –nonproductive efforts –problem solving failures

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Nondefensive Communication Nondefensive Communication – communication that is assertive, direct, and powerful Provides –basis for defense when attacked –restores order, balance, and effectiveness

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Two Defensiveness Patterns Dominant Defensiveness – Dominant Defensiveness – characterized by active, aggressive, attacking behavior Subordinate Defensiveness – Subordinate Defensiveness – characterized by passive, submissive, withdrawing behavior

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Defensive Tactics Boss Defensive TacticExample Power Play“Finish this report by month’s end or lose your promotion.” Put-Down“A capable manager would already be done with this report.” Labeling“You must be a slow learner. Your report is still not done?” Raising Doubts“How can I trust you, Chris, if you can’t finish an easy report?”

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Defensive Tactics Employee Defensive Tactic Example Misleading Information “Morgan has not gone over with me the information I need for the report.” [Morgan left Chris with a copy of the report.] Scapegoating“Morgan did not give me input until just today.” Hostile Jokes“You can’t be serious! The report isn’t that important.” Deception“I gave it to the secretary. Did she lose it?”

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Nondefensive Communication: A Powerful Tool Speaker seen as centered, assertive, controlled, informative, realistic, and honest Speaker exhibits self-control and self possession Enhances relationship building Listener feels accepted rather than rejected

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Nonverbal Communication Nonverbal Communication – all elements of communication that do not involve words Four basic types –Proxemics – an individual’s perception and use of space –Kinesics – study of body movements, including posture –Facial and Eye Behavior – movements that add cues for the receiver –Paralanguage – variations in speech, such as pitch, loudness, tempo, tone, duration, laughing, and crying

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved c c = social 4-12’ b b = personal 1.5-4’ Proxemics: Territorial Space Territorial Space – bands of space extending outward from the body; territorial space differs from culture to culture a a = intimate <1.5’ d d = public >12’

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Proxemics: Seating Dynamics Seating Dynamics – seating people in certain positions according to the person’s purpose in communication Cooperation X O Non- Communication O X O Competition X O X Communication O

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Paralanguage Variations in speech send messages What message is sent by –High-pitched, breathy voice –Rapid, loud speech –Interruptions –Tongue clucking

Examples of Decoding Nonverbal Cues Kinesics and Facial and Eye Behavior No eye contact while communicating Manager sighs deeply Boss breathes heavily and waves arms Boss fails to acknowledge employee’s greeting He’s unapproachable! My opinion doesn’t count I wonder what he’s hiding? He’s angry! I’ll stay out of his way! SOURCE: Adapted from “Steps to Better Listening” by C. Hamilton and B. H. Kleiner. Copyright © February Reprinted with permission, Personnel Journal, all rights reserved. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Communicative Disease Communicative Disease – the absence of heartfelt communication in human relationships leading to loneliness and social isolation

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Positive, Healthy Communication Emotional Competence Personal Integrity Head-to- Heart Dialogue

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Information Communication Technology (ICT) Informational databases Electronic mail systems Voice mail systems Fax machine systems Cellular phone systems

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Characteristics of ICT Instant exchange of information across geographic boundaries and time zones Schedules and office hours become irrelevant Normal considerations of time and distance less important

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved How ITC Affects Behavior Impersonal— interaction with a machine Flaming, rude, or obscene outbursts Bluntness Intimacy Uninhibitedness Interpersonal skills—tact and graciousness Nonverbal cues— emotional element Clues to power, organizational position, departmental membership

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Other Ways ICT Affect Behavior Alters group interaction –Equalize participation –Less influence from dominant people Information overload Overwhelmed feelings Can’t get away from work Multi-tasking Increases impatience with face-to-face communication

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Strive for message completenessBuild in opportunities for feedbackDo not anticipate immediate response“Is the communication really necessary?”“Disconnect” from technologyProvide workplace social interactions Tips for Effective Use of ICT