1. 6 Communication Ridel A. 6-Communication Ridel A., NUM 19 July 2018
MOD

2. Definition
The exchange of messages between people for the purpose of achieving common meanings.
6-Communication

3. Types Verbal: communicated by words Non-verbal: Continuous
Multiple-channeled
Ambiguous
More insight
Determining by different culture (Robbins p. 299)
Source: Communication, by Rudolph F. Verderber, 8/e, p. 82 & 83
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4. Communication process model
Encoding
Channel
Decoding
Source
Receiver
Decoding
Channel
Encoding
Feedback
Sources ▪
Organizational Behavior, by Stephen P. Robbins, 9/e, p. 285 ▪
Organizational Behavior, by Gregory Moorhead and Ricky W. Griffin, 3/e, p.356
6-Communication

5. Communication process
Who…
Says what…
In what way…
To whom…
Communicator
Message
Medium
Receiver
Feedback
…with what effect
Communication model
• • • •
• • • •
• • • •
• • • •
• • • •
Message & Medium
Communicator
Encoding
Decoding
Receiver
Feedback
Sources
Organizational (behavior, structure, and process), by Gibson, Ivancevich, Donnelly, and Konospaske, 7/e, p. 413, 415
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6. Communication Styles Communication Nonverbal Behavior Verbal Behavior
Ridel A., NUM
19 July 2018
Communication Styles
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern
Good eye contact; Comfortable but firm posture; Strong, steady and audible voice; Facial expressions matched to message; Appropriately serious tone; Selective interruptions to ensure understanding.
Direct and unambiguous language; No attributions or evaluations of others’ behavior; Use of “I” statements and cooperative “we” statements.
Pushing hard without attacking; permits others to influence outcome; expressive and self-enhancing without intruding on others.
Assertive
Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki
6-Communication
MOD

7. Communication Styles (continued)
Ridel A., NUM
Communication Styles (continued)
19 July 2018
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern
Glaring eye contact; Moving or leaning too close; Threatening gestures (pointing finger; clenched fist); Loud Voice; Frequent interruptions.
Swear words and abusive language; Attributions and evaluations of others’ behavior; Sexist or racists terms; Explicit threats or put-downs.
Taking advantage of others; Expressive and self-enhancing at others’ expense.
Aggressive
Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki
6-Communication
MOD

8. Communication Styles (continued)
Ridel A., NUM
Communication Styles (continued)
19 July 2018
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern
Little eye contact; Downward glances; Slumped postures; Constantly shifting weight; Wringing hands; Weak or whiny voice.
Qualifiers (“maybe,” “kind of” ); Fillers (“uh,” “you know,” “well”); Negaters (“it’s really not that important,” “I’m not sure”).
Encouraging others to take advantage of us; Inhibited; Self-denying.
Nonassertive
Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki
6-Communication
MOD

9. Skills and Best Practices: Advice to Improve Nonverbal Communication Skills
Positive Nonverbal Actions Include:
Maintain eye contact.
Nod your head to convey that you are listening or that you agree.
Smile and show interest.
Lean forward to show the speaker you are interested.
Use a tone of voice that matches your message
Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki
6-Communication

10. Advice to Improve Nonverbal Communication Skills (cont)
Negative Nonverbal Actions Include:
Avoiding eye contact and looking away from the speaker.
Closing your eyes or tensing your facial muscles.
Excessive yawning.
Using body language that conveys indecisiveness or lack of confidence (e.g., slumped shoulders, head down, flat tones, inaudible voice)
Speaking too fast or too slow.
Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki
6-Communication

11. 12-7
Listening Styles
Results-style: Interested in the bottom line or result of a message.
Reasons-style: Interested in hearing the rationale behind a message.
Process-style: Likes to discuss issues in detail.
Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki
6-Communication

12. Barriers to Effective Communication
Ridel A., NUM
Barriers to Effective Communication
19 July 2018
Process Barriers: involve all components of the perceptual model of communication
Personal Barriers: involve components of an individual’s communication competence and interpersonal dynamics between people communicating
Physical Barriers: pertain to the physical distance between people communicating
Semantic Barriers: relate to the different understanding and interpretations of the words we use to communicate
Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki
6-Communication
MOD

13. Improving social perception
Look for additional information about people
Actively question the accuracy of your perceptions
Realize that perceptions of people may need to be changed over time
When you have formed a perception, check its accuracy verbally
Source: Communication, by Rudolph F. Verderber, 8/e, p. 50
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14. The effective of communication
Attention
Comprehension
Acceptance of the information as true
Retention
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15. Source ▪ Management, 3/e ▪ Organizational Behavior, (3/e)
Kathry M. Bartol: University of Maryland, College Park
David C. Martin : American University ▪
Organizational Behavior, (3/e)
Robert Kreitner: Arizona State University
6-Communication