1. Communication Simple Communication
The exchange of information and the transmission of meaning.
Let’s think about all that goes into this definition
Exchange
Between two people, three, or a group?
Is it a one-way exchange?
Does one-way exchange really exist?
What is the media?
How does that affect the exchange?
Information
What characteristics best suit different types of information?
Exchanging information in a way that creates a common basis of understanding and feeling.
How do you create a vital “common basis”
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2. Components of the Communication Process
Information Source
The message, idea, thought, or fact that is to be communicated
Signal
The stream of words, images, or gestures used to actually express the message
Transmission
The act of actually sending, delivering, or transferring the message
Channel or Medium.
A report, image, speech, or nonverbal behavior
Destination or receiver
The listener, audience, viewer, or reader
Noise
Anything that blocks, distorts, or in any way changes the information source as it makes its way to the destination/receiver
Why is there such a need to break down “simple” communication?
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3. The Communication Process
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FIGURE 12–1
Source: © Gary Dessler, Ph.D.

4. Barriers to Effective Communication
Ambiguous, Muddled Messages
Ambiguity of Meaning
Did not understand the subject matter
Ambiguity of intent
Did not understand what the sender’s intentions
Ambiguity of effect
The receiver is unsure of the consequences of the message
Semantics
Words have different meanings to different people
Physical Barriers
Barriers that physically limit your ability to get the message across
Loss of Transmission
Degradation of message content
We all know what happens to stories when passed from person to person. (Important information is often lost)
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5. Barriers to Effective Communication
Failing to Communicate
This occurs often when speaking to large groups of people
Active Listening
Ensuring that what you said is what was actually heard and understood
Competition Barriers
Often times people are involved in multiple forms of information retrieval
This means that a sender must do everything in their power to monopolize the airways.
In order to get the understanding you desire
Cultural, Linguistic, and Diversity Barriers
Along with semantics
Language is metaphor, and therefore very value laden
Not Listening
This entire class. Your hoping to learn through osmosis
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6. Nonverbal Communication
The non-spoken aspects of communication
A person’s manner of speaking, facial expressions, or body posture, that express meaning to others.
In my opinion the most important aspect of communication
If communication is metaphorical and value-laden
Those issues are best communicated in non-verbals
Nonverbal communication can complicate the task of communicating internationally.
Socially bound and independent…
In many societies
The context (or setting) in which a message is delivered, with its nonverbal cues, has far more meaning than the words of the message itself.
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7. Psychological Barriers
Keeping in mind the dyadic (subjective) nature of a communication exchange
Perception
Selectivity/exposure
Filtering out of unpleasant things and focusing on or recalling things not heard.
We perceive all day long  Sensemaking
Retention
Filtering of things that feel good, and the tendency to forget those things that are painful.
Experiential Barriers
The difficulty in understanding things not personally experienced.
The absence of the “common frame of reference”
How do we address this…
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8. Psychological Barriers (cont’d)
Emotions
Emotions influence both what is said and what is heard.
Not only emotions regarding the message and messenger.
Also, overall emotions that a person has throughout any given day
The content is a small part of the process
Defensiveness
Adjustments people make to avoid acknowledging personal inadequacies that might reduce their self-esteem.
We construct our own reality to make us feel better…
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9. Active Listening Listen for total meaning. Reflect feelings.
Try your best to understand the entire, complete message being sent
What else is there besides content
Reflect feelings.
Affirm the listener by letting them know there message is being heard.
Note all cues.
Expressions, gestures, self-concept
Give the person your full attention.
Filter out all the noise (people sense this)
Show that you are listening with an open mind.
Withhold judgment, and quick responses
Encourage the speaker to give complete information.
Paraphrasing, summarizing, ask questions
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10. How to be More Persuasive
Establish your credibility.
This is usually achieved through expertise and/or experience
Frame for common ground.
Incorporate a common understanding
Connect emotionally.
Persuasion is based on emotion
Provide evidence.
Legitimize your side
Use peer power whenever it’s available.
Find legitimacy through the acceptance of others
Have the person make the commitment active, public, and voluntary.
Public commitments tend to bring about action
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11. How to Improve Your Negotiating Skills
Mistakes to avoid when negotiating:
Neglecting the other side’s problems.
One of the most common problems
We tend not to subordinate or understand the other side
Sometimes, simply acknowledging the other person’s concerns or needs leads to agreement
It is both a tool and a consideration
Letting price overwhelm other interests.
Searching too hard for common ground.
On the flip side, sometimes a common ground can’t be ound
Failing to consider BANTRAs
The alternative desired may not be tenable
However, through the process you realize what alternatives have materialized.
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12. Organizational Communication
Communication that occurs among several individuals or groups.
Downward communications go from superior to subordinate.
Usually tend to be formal and structured in nature
Don’t really allow for feedback and response
Lateral (horizontal) communications move between departments or between people in the same department.
Not as formal, although structured to allow for proper information flow
Upward communications move from subordinates to superiors.
Probably the most important, least used communication channel.
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13. Special Barriers to Organizational Communication
What we want to say vs. what we actually say is a function of several possible barriers…
Interpersonal Barriers
Authority
Task
Political
Identity
Organizational Culture
Organization Structures
Free Speech?
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14. Getting Upward Feedback
Request feedback from people whom you trust and who will be honest with you.
If the feedback is too general, ask for examples of specific, recent behavior.
Don’t be defensive, make excuses, or blame others when you hear criticism.
Do not overreact or underreact to feedback.
Once the feedback is complete, summarize what the speaker said to make sure that you understand.
Explain what you are going to do in response to the feedback, do it, evaluate the consequences on performance, and then let the feedback-giver know of the outcome.
Thank the person for his or her concern and advice.
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FIGURE 12–2
Source: Adapted from Paula J. Caproni, The Practical Coach (Upper Saddle River, NJ: Prentice Hall, 2001), p. 21.

15. Fostering Upward Organizational Communication
Since upward communication is the most difficult to achieve…
Initiatives need to be put in place that facilitate communication
Social gatherings
Union publications
Regular meetings
Performance appraisal meetings
Grievances
Attitude surveys
A suggestion system
An open door policy
Indirect measures
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16. Improving Downward Communication
Open-Book Management
A management style in which a company opens its books to the employees, sharing financial data, explaining numbers, and rewarding workers for improvement.
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17. Improving Horizontal Communication
Appoint Liaison Personnel
Organize Committees and Task Forces
Use Independent Integrators
Horizontal Communications
We know that informal communication occurs horizontally…
The more important issues is what and how is that information monitored and controlled…
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18. Improving Informal Communications
Emphasize Informality
Maintain Communication Intensity
Informal Communications
Provide Physical Support
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19. Hierarchy of Media Richness and Application for Managerial Applications
Source: Adapted from Richard L. Daft and Robert H. Lengel, “Information Richness: A New Approach to Managerial Information Processing and Organization Design,” in Barry Staw and Larry L. Cummings, eds., Research in Organizational Behavior, vol. 6 (Greenwich, CT: JAI Press, 1984), pp. 191–233. Reprinted from R. Daft and R. Steers, Organizations: A Micro/Macro Approach (Glenview, IL: Scott, Foresman, 1986) p. 532.
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FIGURE 12–5