Chapter Eight Interpersonal Communication

Copyright © 2007 by Nelson, a division of Thomson Canada Limited2 Objectives After reading and studying this chapter, you should be able to: 1. Describe the communication process. 2. Describe the impact of information technology on interpersonal communication in organizations. 3. Explain how nonverbal communication can be used to enhance communication. 4. Present details about the various channels of communication in organizations.

Copyright © 2007 by Nelson, a division of Thomson Canada Limited3 Objectives (cont.) 5. Summarize barriers to effective communication and how to overcome them. 6. Explain how to overcome potential cross- gender and cross-cultural communication problems. 7. Recognize the basics for becoming a more powerful communicator.

Copyright © 2007 by Nelson, a division of Thomson Canada Limited4 The Communication Process Components of communication Components of communication 1. Source (the sender) — person attempting to send a message to another person. Authority and experience of sender can call attention to message. 2. Message — a purpose or idea to be conveyed. Clarity, complexity, length, and organization affect reception of message. 3. Channel (medium) — how and through what media the message is conveyed to the receiver. 4. Receiver — the party to whom the message is sent must get and understand properly the message for communication to take place.

Copyright © 2007 by Nelson, a division of Thomson Canada Limited5 The Communication Process Components of communication (cont.) Components of communication (cont.) 5. Feedback — reactions of the receiver that indicate the message was received and properly understood. 6. Environment — factors such as organizational culture affect how messages are transmitted and understood. 7. Noise — physical and human relations distractions in the environment can disrupt the communication process.

Copyright © 2007 by Nelson, a division of Thomson Canada Limited6 Exhibit 8-1: The Communication Process

Copyright © 2007 by Nelson, a division of Thomson Canada Limited7 Communication & IT Telecommuting Telecommuting Presentation technology Presentation technology Impact of computer-mediated communication on behaviour Impact of computer-mediated communication on behaviour

Copyright © 2007 by Nelson, a division of Thomson Canada Limited8 Two major impacts: Two major impacts: Has replaced many in-person & phone interactions Has replaced many in-person & phone interactions Higher volume of messages Higher volume of messages Positive influences: Positive influences: Facilitates communication, especially over time zones Facilitates communication, especially over time zones Enhances industrial democracy Enhances industrial democracy Problems: Problems: Encourages indiscriminate sending of messages Encourages indiscriminate sending of messages Time spent to sort through messages Time spent to sort through messages Inappropriate use (e.g., firing someone) Inappropriate use (e.g., firing someone) Distraction Distraction

Copyright © 2007 by Nelson, a division of Thomson Canada Limited9 Telecommuting Employees use computers to perform regular work at home or in satellite office Employees use computers to perform regular work at home or in satellite office May be FT or PT arrangement May be FT or PT arrangement Flexibility appealing to many Flexibility appealing to many Presents communication challenges: Presents communication challenges: Lose out on social interaction Lose out on social interaction Isolation hard if high need for affiliation Isolation hard if high need for affiliation Worse relationships with supervisors, coworkers Worse relationships with supervisors, coworkers

Copyright © 2007 by Nelson, a division of Thomson Canada Limited10 Presentation Technology The capability to create and effectively use multimedia presentation tools is an essential managerial skill. The capability to create and effectively use multimedia presentation tools is an essential managerial skill. Problems: Problems: Audience distracted by media Audience distracted by media Speaker may seem superfluous to presentation Speaker may seem superfluous to presentation Tips for use: Tips for use: Know how to operate presentation equipment. Know how to operate presentation equipment. Maintain eye contact with the audience and talk to the audience, not to the screen. Maintain eye contact with the audience and talk to the audience, not to the screen. Reveal points only as needed. Reveal points only as needed. Keep the slide in view until the audience gets the point. Keep the slide in view until the audience gets the point. Use special slide effects sparingly. Use special slide effects sparingly.

Copyright © 2007 by Nelson, a division of Thomson Canada Limited11 Impact of Computer-Mediated Communication on Behaviour Positives Positives Communication is more widespread and immediate Communication is more widespread and immediate Democratizes organizational communications Democratizes organizational communications Negatives Negatives The lack of the human touch The lack of the human touch Repetitive motion injuries Repetitive motion injuries Loss of productivity to surfing Loss of productivity to surfing handling overload handling overload Danger of being “always working” due to accessibility Danger of being “always working” due to accessibility Multitasking ineffectively Multitasking ineffectively

Copyright © 2007 by Nelson, a division of Thomson Canada Limited12 Nonverbal Communication The transmission of messages by means other than words, usually as a supplement to written, spoken, or signed communications. The transmission of messages by means other than words, usually as a supplement to written, spoken, or signed communications. General purpose is to express the feeling behind the message. General purpose is to express the feeling behind the message.

Copyright © 2007 by Nelson, a division of Thomson Canada Limited13 Nonverbal Communication Behaviours 1. Environment 2. Body placement 3. Posture 4. Hand gestures 5. Facial expression & movement 6. Voice tone 7. Clothing, dress & appearance 8. Mirroring

Copyright © 2007 by Nelson, a division of Thomson Canada Limited14 Formal Communication Channels Official pathways for sending information inside and outside an organization Official pathways for sending information inside and outside an organization Organization charts illustrate the hierarchical channels to be followed Organization charts illustrate the hierarchical channels to be followed Clear in traditional bureaucracy Clear in traditional bureaucracy More difficult to follow in a network organization (temporary spherical structure created by strategic alliance of firms) More difficult to follow in a network organization (temporary spherical structure created by strategic alliance of firms)

Copyright © 2007 by Nelson, a division of Thomson Canada Limited15 Exhibit 8-2: Communication Pathways in a Hierarchical Organization and a Spherical Organization

Copyright © 2007 by Nelson, a division of Thomson Canada Limited16 Informal Communication Channels Unofficial network that supplements the formal channels, including: Unofficial network that supplements the formal channels, including: Grapevine Grapevine Is the major informal channel in organizations. Is the major informal channel in organizations. Can distort information in its tangled pathways. Can distort information in its tangled pathways. Used to spread negative rumours and gossip. Used to spread negative rumours and gossip. Used to disseminate information along informal lines. Used to disseminate information along informal lines. Chance encounters Chance encounters Management by walking around Management by walking around

Copyright © 2007 by Nelson, a division of Thomson Canada Limited17 Channel Selection 1. Match message to medium Media richness refers to amount of information carried by the medium Media richness refers to amount of information carried by the medium E.g., Face-to-face contact is rich, bulletin is lean E.g., Face-to-face contact is rich, bulletin is lean Routine messages only need lean medium Routine messages only need lean medium Nonroutine messages (novel, emotional, complex, ambiguous) need rich medium Nonroutine messages (novel, emotional, complex, ambiguous) need rich medium 2. Consider needs of people (e.g., social contact) 3. Consider generational group of receiver

Copyright © 2007 by Nelson, a division of Thomson Canada Limited18 Communication Directions Downward communication: Downward communication: Flow of messages from a higher to a lower level in the organization. Flow of messages from a higher to a lower level in the organization. Danger lies in lack of response from lower level. Danger lies in lack of response from lower level. Upward communication: Upward communication: Transmission of messages from lower level to higher levels in an organization. Transmission of messages from lower level to higher levels in an organization. More likely in less bureaucratic firms More likely in less bureaucratic firms Invited by open-door policy Invited by open-door policy

Copyright © 2007 by Nelson, a division of Thomson Canada Limited19 Communication Directions (cont.) Horizontal communications Horizontal communications Messages sent to others on the same level in the organization. Basis for cooperation. Messages sent to others on the same level in the organization. Basis for cooperation. Diagonal communications Diagonal communications Transmission of messages to other departments at higher and lower levels in the organization. Transmission of messages to other departments at higher and lower levels in the organization. Spherical communications Spherical communications Communication among members from different teams in the network organization. Communication among members from different teams in the network organization.

Copyright © 2007 by Nelson, a division of Thomson Canada Limited20 Exhibit 8-4: Barriers to Interpersonal Communication

Copyright © 2007 by Nelson, a division of Thomson Canada Limited21 Improving the Sending of Messages Clarify ideas before communicating. Clarify ideas before communicating. Motivate the receiver. Motivate the receiver. Discuss differences in paradigms. Discuss differences in paradigms. Foster informal communications. Foster informal communications. Communicate feelings behind the facts. Communicate feelings behind the facts. Be aware of nonverbal behavior. Be aware of nonverbal behavior. Obtain feedback. Obtain feedback. Adapt to the other person’s communication style. Adapt to the other person’s communication style. Engage in meta-communication Engage in meta-communication

Copyright © 2007 by Nelson, a division of Thomson Canada Limited22 Improving the Receiving of Messages Active listening: Active listening: Listen for full meaning without making premature judgments or interpretations. Listen for full meaning without making premature judgments or interpretations. Listen intently; goal is empathizing with the speaker. Listen intently; goal is empathizing with the speaker. Provide feedback to the speaker re what he or she thinks the speaker meant. Provide feedback to the speaker re what he or she thinks the speaker meant. Observe nonverbal cues for additional meaning. Observe nonverbal cues for additional meaning. Avoid reacting too quickly to a word or phrase that stirs emotion. Avoid reacting too quickly to a word or phrase that stirs emotion. Ask open-ended questions that invite an explanation Ask open-ended questions that invite an explanation

Copyright © 2007 by Nelson, a division of Thomson Canada Limited23 Gender Differences in Communication Styles

Copyright © 2007 by Nelson, a division of Thomson Canada Limited24 Exhibit 8-6: Some Cross-Cultural Differences

Copyright © 2007 by Nelson, a division of Thomson Canada Limited25 Overcoming Cross-Cultural Communication Barriers Be sensitive to cross- cultural barriers. Be sensitive to cross- cultural barriers. Show respect for all workers. Show respect for all workers. Use straight-forward language and speak slowly and clearly. (minimize use of idioms, analogies) Use straight-forward language and speak slowly and clearly. (minimize use of idioms, analogies) Be alert to cultural differences in customs and behaviours. Be alert to cultural differences in customs and behaviours. Be sensitive to differences in nonverbal communication. Be sensitive to differences in nonverbal communication. Do not be diverted by style, accent, grammar, or personal appearance. Do not be diverted by style, accent, grammar, or personal appearance. Listen for understanding, not agreement Listen for understanding, not agreement

Copyright © 2007 by Nelson, a division of Thomson Canada Limited26 Power-Oriented Linguistic Style Components of a linguistic style that give power and authority to the message sender: Components of a linguistic style that give power and authority to the message sender: Choose words that show conviction such as “I’m convinced” or “I’m confident.” Choose words that show conviction such as “I’m convinced” or “I’m confident.” Use the pronoun “I” to receive more credit for your ideas. Use the pronoun “I” to receive more credit for your ideas. Emphasize direct rather than indirect talk. Emphasize direct rather than indirect talk. Frame your comments in a way that increases your listener’s receptivity. Frame your comments in a way that increases your listener’s receptivity. Speak at length, set the agenda for a conversation, make jokes and laugh. Speak at length, set the agenda for a conversation, make jokes and laugh.

Copyright © 2007 by Nelson, a division of Thomson Canada Limited27 Power-Oriented Linguistic Style (cont.) Components of a linguistic style that give power and authority to the message sender: Components of a linguistic style that give power and authority to the message sender: Minimize the number of questions you ask that may imply you lack information on the topic. Minimize the number of questions you ask that may imply you lack information on the topic. Apologize infrequently and particularly minimize saying, “I’m sorry.” Apologize infrequently and particularly minimize saying, “I’m sorry.” Take deep breath to project a firm voice with power and conviction. Take deep breath to project a firm voice with power and conviction. Occupy as much space as possible when speaking before a group. Occupy as much space as possible when speaking before a group. Let others know of your expertise. Let others know of your expertise.