Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1 Chapter 15 Prepared by Deborah Baker Texas Christian University Management 4th Edition Chuck Williams Managing Communication

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 2 What Would You Do?  JetBlue offers direct flights, low fares, and great customer service  Its cost structure is even better than Southwest Airlines  But, hyper growth is likely to create serious issues JetBlue Headquarters, Forest Hills, New York. How can JetBlue maintain its culture? How will it satisfy customers’ and employees’ needs?

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 3 What Is Communication? After reading these sections, you should be able to: 1. explain the role that perception plays in communication and communication problems. 2. describe the communication process and the various kinds of communication in organizations.

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 4 Basic Perception Process Basic Perception Process Perception Problems Perception Problems Perceptions of Others Perceptions of Others Self-Perception Perception and Communication Problems 1 1

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 5 Basic Perception Process 1.1 Perception The process by which individuals attend to, organize, interpret, and retain information from their environments. Perception Filters The personality-, psychology-, or experienced-based differences that influence people to ignore or pay attention to particular stimuli.

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 6 Basic Perception Process Stimulus Attention Perceptual Filter Organization Perceptual Filter Interpretation Perceptual Filter Retention PerceptualFilter Adapted From Exhibit

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 7 Perception Problems  Selective perception  notice and accept stimuli which are consistent with our values and beliefs  ignore inconsistent stimuli  Closure  tendency to fill in the gaps when information is missing  we assume that what we don’t know is consistent with what we do know 1.2

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 8 Perception of Others  Attribution Theory  we have a need to understand and explain the causes of other people’s behavior  General reasons to explain behavior  Internal attribution the behavior was voluntary or under their control  External attribution the behavior was involuntary and beyond their control 1.3

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 9 Attribution Bias and Error 1.3 Defensive Bias Defensive Bias Fundamental Attribution Error The tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty. The tendency to ignore external causes of behavior and to attribute other people’s actions to internal causes.

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 10 Attribution Bias and Error 1.3

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 11 Self-Perception 1.4 Self-Serving Bias The tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes).

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 12 Kinds of Communication Communication Process Formal Communication Channels Informal Communication Channels Coaching and Counseling Nonverbal Communication 2 2

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 13 The Interpersonal Communication Process Adapted From Exhibit Encode Message Decode Message NoiseNoise NoiseNoise NoiseNoise NoiseNoise NoiseNoise NoiseNoise NoiseNoise NoiseNoise Transmit Message Receive Message Message to be Conveyed Message to be Conveyed Message that was Understood Message that was Understood SenderReceiver Communication Channel Feedback to Sender

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 14 The Communication Process 1. The sender is unsure what message to communicate 2. The message is not clearly encoded 3. The wrong channel is chosen 4. The message is improperly decoded 5. The receiver lacks experience or time Noise occurs if: 2.1

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 15 The Communication Process 1. Penalty 2. Excellence 3. Tight 4. Small 5. Pure 6. Flimsy 7. Okay Meanings of the Word Fine 2.1 Adapted From Exhibit 15.4

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 16 Formal Communication Channels  The system of official channels  Downward communication  top down  Upward communication  bottom up  Horizontal  within a level 2.2

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 17 Improving Formal Communication 1. Decrease reliance on downward communication 2. Increase chances for upward communication 3. Encourage much greater use of horizontal communication 4. Be aware of communication problems 2.2

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 18 Common Problems with Downward, Upward, and Horizontal Communication Downward Sending too many messages Issuing contradictory messages Hurriedly communicating vague, unclear messages Issuing messages indicating management’s low regard for lower-level workers Upward Risk of telling upper management about problems Managers acting angrily and defensively to problems Few opportunities for workers to contact upper levels of management Horizontal Management discouraging or punishing horizontal communication Managers and workers not given time or opportunity for horizontal communication Not enough opportunities or channels for lower-level workers to engage in horizontal communication 2.2 Adapted from Exhibit 15.5

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 19 Informal Communication Channels  Transmitting messages outside the formal communication channels  The “Grapevine”  Highly accurate  information is timely  senders seek feedback  accuracy can be verified 2.3

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 20 Informal Communication Channels 2.3 Adapted from Exhibit 15.6

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 21 Informal Communication ChannelsGossipChainClusterChain Adapted from Exhibit

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 22 Managing Organizational Grapevines  Don’t withhold information from it  Don’t punish those who use it  Embrace the grapevine and keep employees informed  Use it as a source of information 2.3

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 23 Informal Communication Channels 1. Correct misinformation. 2. Don’t take angry comments personally 3. Give your name and contact number 4. Hold a town meeting to discuss issues 5. Set up anonymous discussion forums Dealing with Internet Gripe Sites Adapted from Exhibit

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 24 Coaching and Counseling  Coaching  communicating with someone for the direct purpose of improving the person’s performance  Counseling  communicating with someone about non-job related issues  issues may be affecting a person’s performance 2.4

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 25 Doing the Right Thing 2.4 Protect Personal, Confidential Information  Managers are privy to personal and confidential information about employees  There is a moral and legal obligation to protect employees’ privacy  Information about discrimination, sexual harassment, potential workplace violence, or conflicts of interest may need to be shared Protect Personal, Confidential Information  Managers are privy to personal and confidential information about employees  There is a moral and legal obligation to protect employees’ privacy  Information about discrimination, sexual harassment, potential workplace violence, or conflicts of interest may need to be shared

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 26 Employee Assistance ProgramsCounseling Child Care Senior Care LegalServices HealthLifestyles Pet Care FinancialServices EmployeeAssistancePrograms 2.4

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 27 Nonverbal Communication  Any communication that doesn’t involve words  Kinesics  movements of the body and face  Paralanguage  the pitch, tone, rate, volume, and speaking pattern of a person’s voice 2.5

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 28 How to Improve Communication After reading these sections, you should be able to: 3. explain how managers can manage effective one-on-one communication. 4. describe how managers can manage effective organization-wide communication.

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 29 How to Improve Communication Choosing the Right Communication Medium Being a good listener Giving effective feedback Improving cross-cultural communication 3.1

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 30 Choosing the Right Communication Medium 3.1 Communication Medium The method used to deliver an oral or written message. Oral communication Written communication

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 31 Listening HearingversusListening ActiveListening EmphaticListening 3.2

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 32 Becoming an Active Listener Clarify responses  ask questions to clear up ambiguities 2. Paraphrase responses  restate the speaker’s comments in your own words 3. Summarize responses  review the speaker’s main points

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 33 Becoming an Empathetic Listener  Show your desire to understand  listen first  talk about what’s important to the other  Reflect feelings  focus on the emotional part of the message  more than just restating words 3.2

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 34 Clarifying, Paraphrasing, and Summarizing Responses Clarifying Could you explain that again? I don’t understand what you mean I’m confused. Would you run through that again? I’m not sure how …. Paraphrasing What you’re really saying is …. If I understand you correctly …. So your perspective is that …. In other words …. Tell me if I’m wrong, but what you’re saying is …. Summarizing Let me summarize …. Okay, your main concerns are …. Thus far, you’ve discussed …. To recap what you’ve said …. Adapted from Exhibit

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 35 Giving Feedback Destructive Feedback Constructive Feedback 3.3

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 36 Making Feedback Constructive  Give immediate feedback  don’t delay feedback  discuss performance while the memory is vivid  Make feedback specific  focus on definite behavior and time-frame  make sure behavior was controllable  Make feedback problem-oriented  focus on behavior not personality 3.3

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 37 Improving Cross-Cultural Communication 1. Familiarize yourself with a culture’s work norms 2. Know whether a culture is emotionally affective or neutral 3. Understand terms and attitudes toward time 3.3

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 38 A Comparison of French and American Views of Work Exhibit

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 39 Affective and Neutral Cultures In Affective Cultures, People… 1.Reveal thoughts and feelings through verbal and nonverbal communication 2.Express and show feelings of tension 3.Let their emotions flow easily, intensely, and without inhibition 4.Admire heated, animated, and intense expressions of emotion 5.Are used to touching, gesturing, and showing strong emotions through facial expressions 6.Make statements with emotion 3.4

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 40 Affective and Neutral Cultures In Neutral Cultures, People… 1.Don’t reveal what they are thinking or feeling 2.Hide tension and only show it accidentally in face or posture 3.Suppress emotions, leading to occasional “explosions” 4.Admire remaining cool, calm, and relaxed 5.Resist touching, gesturing, and strong emotions through facial expressions 6.Often make statements in an unexpressive manner 3.4

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 41 Monochronic Cultures  Do one thing at a time  Concentrate on the job  Take time commitments seriously  Are committed to the job  Adhere religiously to plans  Show respect for private property  Emphasize promptness  Are accustomed to short-term relationships 3.4 People in Monochronic Cultures…

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 42 Polychronic Cultures  Do many things at once  Are highly distractible and subject to interruptions  Meet time commitments only if possible without extreme measures  Are committed to people  Change plans easily and often  Are more concerned with relationships than with privacy  Frequently borrow and lend things  Vary promptness by the relationship  Tend to build lifetime relationships 3.4 People in Polychronic Cultures…

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 43 Cross-Cultural Temporal Concepts  Appointment time  how punctual you must be  Schedule time  time when projects should be completed  Discussion time  how much time should be spent in discussions  Acquaintance time  how much small-talk is required 3.4

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 44 Managing Organization-Wide Communication Improving Transmission: Getting the Message Out Improving Transmission: Getting the Message Out Improving Reception Improving Reception 4 4

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 45 online discussion forums televised / videotaped speeches and conferences corporate talk shows broadcast voice mail Improving Transmission Getting the Message Out 4.1

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 46 Establishing Online Discussion Forums Knowledge Audit Online Directory Online Directory Discussion Groups on Internet Reward Information Sharing Step 1Step 2Step 3Step 4 Adapted from Exhibit

Chapter 15 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 47 Improving Reception  Company hotlines  Survey feedback  Informal meetings  Surprise visits  Blogs 4.2