1. Chapter 8 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition
Communication

2. 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 2

3. 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 4

4. 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 4

5. Basic Interpersonal Communication Model
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by South-Western, a division of Thomson Learning.
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Basic Interpersonal Communication Model
Perceptual screens /
Event X
Communicator
Receiver
Message
Context
Affect
Influence message quality, accuracy, clarity Include age, gender, values, beliefs, culture, experiences, needs 3

6. 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.

7. This complex process needs to be divided to be understood
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
This complex process needs to be divided to be understood
What I heard you say was we will understand the process better if we break it into steps
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8. Reflective Listening Emphasizes receiver’s role
Helps the receiver and communicator clearly and fully understand the message sent
Useful in problem solving 7

9. 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 8

10. One-way vs. Two-way Communication
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
Two-Way Communication – the communicator and receiver interact
Good for problem solving 10

11. Barriers to Communication
Physical separation
Status differences
Gender differences
Cultural diversity
Language
Communication Barriers –
factors that block or significantly distort successful communication
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 23 23 12

12. Gateways to Communication
Communication Gateways – factors that are antidotes to communication problems
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 23 12 23

13. Gateways to Communication
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 23 12 23

14. 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 13

15. Nondefensive Communication
Nondefensive Communication –communication that is assertive, direct, and powerful
Provides
basis for defense when attacked
restores order, balance, and effectiveness 14

16. Two Defensiveness Patterns
Subordinate Defensiveness – characterized by passive, submissive, withdrawing behavior
Dominant Defensiveness – characterized by active, aggressive, attacking behavior 15

17. Defensive Tactics Boss
Example
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?” 16

18. Defensive Tactics Employee
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?” 16

19. 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 17

20. 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 18

21. Proxemics: Territorial Space
Territorial Space – bands of space extending outward from the body; territorial space differs from culture to culture c
c = social 4-12’ a
a = intimate <1.5’ b
b = personal 1.5-4’ d
d = public >12’ 19

22. Proxemics: Seating Dynamics
Seating Dynamics – seating people in certain positions according to the person’s purpose in communication
X O X
Communication O
Cooperation X
O X O
Non-
Communication
Competition O 20

23. Paralanguage
Variations in speech send messages What message is sent by
High-pitched, breathy voice
Rapid, loud speech
Interruptions
Tongue clucking ?

24. Examples of Decoding Nonverbal Cues Kinesics and Facial and Eye Behavior
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by South-Western, a division of Thomson Learning.
All rights reserved
He’s
unapproachable!
He’s angry! I’ll
stay out of his way!
Boss fails to acknowledge employee’s greeting
Boss breathes heavily and waves arms
I wonder what
he’s hiding?
My opinion
doesn’t count
No eye contact while communicating
Manager sighs deeply
SOURCE: Adapted from “Steps to Better Listening” by C. Hamilton and B. H. Kleiner. Copyright © February Reprinted with permission, Personnel Journal, all rights reserved. 21

25. Information Communication Technology (ICT)
Informational databases
Electronic mail systems
Voice mail systems
Fax machine systems
Cellular phone systems 22

26. 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

27. 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

28. 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 23

29. Tips for Effective Use of ICT
Strive for message completeness
Build in opportunities for feedback
Do not anticipate immediate response
“Is the communication really necessary?”
“Disconnect” from technology
Provide workplace social interactions