Chapter 12 (Lecture Outline and Line Art Presentation) Communicating in the Internet Age

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–2 Chapter Objectives 1.Identify each major link in the communication process. 2.Explain the concept of media richness and the Lengel- Daft contingency model of media selection. 3.Identify the five communication strategies and specify guidelines for using them. 4.Discuss why it is important for managers to know about grapevine and nonverbal communication. 5.Explain ways in which management can encourage upward communication. 6.Identify and describe four barriers to communication.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–3 Chapter Objectives (cont’d) 7.List two practical tips for each of the three modern communication technologies ( , cell phones, and videoconferences) and summarize the pros and cons of telecommuting. 8.List at least three practical tips for improving each of the following communication skills: listening, writing, and running a meeting.

Figure 12.1 The World of Communication (average daily number of messages sent and received by office workers)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–5 The Communication Process Communication The interpersonal transfer of information and understanding from one person to another. A linked social process of sender, encoding, medium, decoding, receiver, and feedback.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–6 Figure 12.2 The Basic Communication Process

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–7 The Communication Process (cont’d) Encoding Translating internal thought patterns into a language or code the intended receiver of the message will likely understand and/or pay attention to. Choice of words, gestures, or other symbols for encoding depends on the nature of the message. Technical or nontechnical Emotional or factual Visual or auditory Cultural diversity can create encoding challenges.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–8 Selecting a Medium Face-to-face conversations Telephone calls s Memorandums Letters Computer reports Photographs Bulletin boards Meetings Organizational publications News releases Press conferences Advertising The Communication Process (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–9 Selecting a Medium (cont’d) Moving between low- and high-context cultures can create appropriate media selection problems. In low-context cultures, the verbal content of the message is more important than the medium through which it is delivered. In high-context cultures, the context (setting) in which the message is delivered is more important than the literal words of the message. The Communication Process (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–10 A Contingency Approach (Lengel and Daft) Media richness: a given medium’s capacity to convey information and promote learning. Characteristics of rich mediums Provide simultaneous multiple information cues. Facilitate immediate feedback. Have a personal focus. Characteristics of lean mediums Convey limited information (few cues). Provide no immediate feedback. Are impersonal. The Communication Process (cont’d)

Figure 12.3 The Lengel-Daft Contingency Model of Media Selection Source: Robert H. Lengel and Richard L. Daft, "The Selection of Communication Media as an Executive Skill," ACADEMY OF MANAGEMENT EXECUTIVE, 2 (August l988): 226, 227, exhibits 1 and 2. Reprinted by permission.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–12 Decoding Successful decoding depends on the receiver having a willingness to receive the message. knowledge of the language and terminology used in the message. an understanding of the sender’s purpose and background situation. The Communication Process (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–13 Feedback The choice factors for the form to provide feedback are the same factors governing the encoding process. Feedback affects the form and content of follow-up communication. Effective feedback is timely, relevant, and personal. The Communication Process (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–14 Noise Noise: any interference with the normal flow of communication. Understanding decreases as noise increases. Dealing with noise Make messages more understandable. Minimize and neutralize sources of interference. The Communication Process (cont’d)

Figure 12.4 Clampitt’s Communication Process Source: Philip G. Clampitt, Robert J. DeKoch, and Thomas Cashman, "A Strategy for Communicating about Uncertainty," ACADEMY OF MANAGEMENT EXECUTIVE, 14 (November 2000): 48. Copyright 2000 by Academy of Management. Reproduced with permission of Academy of Management in the format Textbook via Copyright Clearance Center.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–16 Dynamics of Organizational Communication Communication Strategies Spray & Pray Impersonal and one-way communications (lectures). Tell & Sell A restricted set of messages with explanations for their importance and relevance. Underscore & Explore Information and issues that are keys to organizational success are discussed and explained.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–17 Dynamics of Organizational Communication (cont’d) Communication Strategies (cont’d) Identify & Reply Responding to employee concerns about prior organizational communications. Withhold & Uphold Telling employees only what they need to know when you think they need to know it.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–18 Communication Strategies (cont’d) Seeking a middle-ground communication strategy Avoid Spray & Pray and Withhold & Uphold. Use Tell & Sell and Identify & Reply sparingly. Use Underscore & Explore as much as possible. Merging communication strategies and media richness Managers need to select the richest medium possible when employing Tell & Sell, Identify & Reply, and Underscore & Explore strategies. Dynamics of Organizational Communication (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–19 The Grapevine The unofficial and informal communication system in an organization Managerial Attitudes Toward the Grapevine Managers have predominately negative feelings about the grapevine. The grapevine is more prevalent at lower-levels of the managerial hierarchy. The grapevine appears to be more influential in larger organizations. Dynamics of Organizational Communication (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–20 Figure 12.5 Grapevine Patterns Source: John W. Newstrom and Keith Davis, ORGANIZATIONAL BEHAVIOR: HUMAN BEHAVIOR AT WORK, 9th ed. (New York: McGraw-Hill, 1993). Reproduced with permission of The McGraw-Hill Companies.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–21 Coping with the Grapevine The grapevine cannot be extinguished. Attempts to stifle the grapevine as likely to stimulate it instead. Monitoring and officially correcting grapevine information is perhaps the best strategy for coping with the grapevine. Dynamics of Organizational Communication (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–22 Nonverbal Communication Body Language Nonverbal communication based on facial expressions, posture, and appearance. Types of Body Language Facial Gestural Postural Receiving Nonverbal Communication Awareness of nonverbal cues can give insight into deep-seated emotions.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–24 Nonverbal Communication (cont’d) Giving Nonverbal Feedback Nonverbal feedback from authority figures significantly affects employee behavior. Positive feedback builds good interpersonal relations Sensitivity and cross-cultural training can reduce nonverbal errors when working with individuals from other cultures.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–25 Upward Communication The process of encouraging employees to share their feelings and ideas with management. Options for improving upward communication Formal grievance procedures Employee attitude and opinion surveys Suggestion systems Open-door policy Informal meetings Internet chat rooms Exit interviews

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–26 Communication Problems and Promises in the Internet Age Barriers to Communication Process barriers Sender barrier Encoding barrier Medium barrier Decoding barrier Receiver barrier Feedback barrier Physical barriers Devices and distance

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–27 Barriers to Communication (cont’d) Semantic Barriers Misinterpretation of the meaning of words and phrases by individuals. Specialized occupational languages can create communication problems with outsiders. Psychosocial Barriers Differing backgrounds, perceptions, values, biases, needs, and expectations of individuals can block communications. Communication Problems and Promises in the Internet Age (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–28 Barriers to Communication (cont’d) Sexist and Racist Communication Progressive and ethical managers are weeding sexist and racist language out of their vocabularies and correspondence to eliminate the demeaning of women and racial minorities. Communication Problems and Promises in the Internet Age (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–29 Communicating in the Online Workplace Getting a handle on Put short messages in the subject line. Be sparing with graphics and attachments. Hello! Can we talk cell phone etiquette? Advantages are mobility and convenience. Disadvantages are distracted drivers and disturbing calls in public places, and the risk of disclosing private information. Communication Problems and Promises in the Internet Age (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–32 Communicating in the Online Workplace (cont’d) Video conferences A live television exchange between people in different locations. Desire to reduce costly and possibly dangerous travel time is driving this technology. Telecommuting Sending work to and from one’s office via a computer modem while working at home. Communication Problems and Promises in the Internet Age (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–34 Becoming a Better Communicator Effective Listening Tolerate silence; keep listening. Ask stimulating, open-ended questions. Encourage the speaker with attentive eye contact, alert posture, and verbal encouragers. Paraphrase what you have just heard. Show emotion to show your sympathy with speaker. Know your biases and prejudices. Avoid premature judgments. Summarize by reiterating what the speaker said.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–35 Becoming a Better Communicator (cont’d) Effective Writing 1.Keep words simple. 2.Don’t sacrifice communication to rules of composition. 3.Write concisely. 4.Be specific.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 12–36 Running Meetings Prepare ahead of time. Have a reason for the meeting. Distribute an agenda. Give participants at least a day’s notice. Limit attendance and designate a leader. Have a specific start and end time. Encourage participation but keep to the agenda. Use visual aids. Follow up. Becoming a Better Communicator (cont’d)