1. Prepared by Management Department | www.unimedia.ac.id | man@unimedia.ac.id I NTERPERSONAL & O RGANIZATIONAL C OMMUNICATION : M ASTERING THE E XCHANGE OF I NFORMATION Week 14

2. Communication Defined  the transfer of information and understanding from one person to another―is an activity that you as manager will have to do a lot of. Good communication skills, both written and oral, are essential to success.  One study found that managers spend over 81 percent of their day communicating. “You’re an efficient communicator when you can transmit your message accurately in the least time” “You’re an effective communicator when your intended message is accurately understood by the other person” www.unimedia.ac.id

3. How the Communication Process Work F EEDBACK The receiver expresses his or her reaction to the sender’s message. T HE M EDIUM E NCODING & D ECODING The pathway by which a message travels. Encoding is translating a message into understandable symbols or language. S ENDER, M ESSAGE R ECEIVER Is the person for whom the message is intended Is the person wanting to share information―called a message www.unimedia.ac.id Decoding is interpreting and trying to make sense of the message. N OISE Any disturbance that interferes with the transmission of a message

4. The Communication Process

5. www.unimedia.ac.id S ELECTING T HE R IGHT M EDIUM FOR E FFECTIVE C OMMUNICATION H IGH M EDIA R ICHNESS (B EST FOR N ONROUTINE, A MBIGUOUS S ITUAITIONS ) L OW M EDIA R ICHNESS (B EST FOR R OUTINE, C LEAR S ITUATIONS ) T ELEPHONE P ERSONAL W RITTEN M EDIA ( E - MAIL, MEMOS, LETTERS ) I MPERSONAL W RITTEN M EDIA ( NEWSLETTERS, FLIERS, GENERAL REPORTS ) V IDEO C ONFERENCING F ACE - TO -F ACE P RESENCE

6. www.unimedia.ac.id Rich Medium – “best for nonroutine situations and to avoid oversimplification”. Lean Medium – “best for routine situations and to avoid overloading M ATCHING THE A PPROPRIATE M EDIUM TO T HE A PPROPRIATE S ITUATION :

7. Some Barriers That Happen Within The Communication Process  Sender barrier―no message gets sent. Have you ever had an idea but were afraid to voice it because (like Robert Suhoza) you feared criticism? Encoding barrier―the message is not expressed correctly. No doubt you’ve sometimes had difficulty trying to think of the correct word to express how you feel about something. Medium barrier―the communication channel is blocked. You never get through to someone because his or her phone always has a busy signal. Decoding barrier―the recipient doesn’t understand the message. Your boss tells you to “lighten up” or “buckle down”, but because English is not your first language, you don’t understand what the message mean. Receiver barrier―no message gets received. Because you are talking to a co-worker, you weren’t listening when your supervisor announced today’s work assignments, and so you have to ask him or her to repeat the announcement. Feedback barrier―the recipient doesn’t respond enough. No doubt you’ve had the experience of giving someone street directions, but since they only nod their heads and don’t repeat the direction back to you, you don’t really know whether you understood. www.unimedia.ac.id

8. Three Types of Barriers www.unimedia.ac.id P HYSICAL B ARRIERS “ SOUND, TIME, SPACE, & SO ON ” S EMANTIC B ARRIERS “ WHEN WORDS MATTER ” P ERSONAL B ARRIERS “ INDIVIDUAL ATTRIBUTES THAT HINDER COMMUNICATION ”

9. www.unimedia.ac.id 1. I NTERPERSONAL S PACE N ONVERBAL C OMMUNICATION : 3. F ACIAL E XPRESSIONS 2. E YE C ONTACT 4. B ODY M OVEMENT & G ESTURES 5. T OUCH 6. S ETTING 7. T IME

10. Toward Better Nonverbal Communication Skills DoDon’t Maintain eye contactLook away from the speaker Lean toward the speakerTurn away from the speaker Speak at a moderate rateSpeak too quickly or slowly Speak in a quiet, reassuring toneSpeak in an unpleasant tone Smile and show animationYawn excessively Occasionally nod head in agreementClose your eyes www.unimedia.ac.id

11. How Do Men and Women Differ? Linguistic CharacteristicMenWomen Taking creditGreater use of “I” statements (e.g., “I did this” and “I did that”); more likely to boast about their achievement. Greater use of “We” statements (e.g., “We did this” and “We did that”); less likely to boast about their achievement. Displaying confidenceLess likely to indicate that they are uncertain about an issue More likely to indicate a lack of certainty about an issue Asking questionsLess likely to ask questions (e.g., asking for direction) More likely to ask question Conversation ritualsAvoid making apologies because it puts them in a one-down position More frequently say “I am sorry” Giving feedbackMore direct and bluntMore tactful; tend to temper critism with praise Giving complimentsStingy with praisePay more compliments than men IndirectnessIndirect when it comes to admitting fault or when they don’t know something Indirect when telling others what to do www.unimedia.ac.id

12. How Managers Fit Into The Communication Process Formal Communication Channels― follow the chain of command and are recognized as official. 1.Vertical Communication : Up & Down the Chain of Command Downward Communication― flows from a higher level to a lower level (or levels). Upward Communication― flows from a lower level to a higher level (s). 2.Horizontal Communication : Within & Between Work Units flows within and between work units; its main purpose is coordination. 3.External Communication: Outside the Organization flows between people inside and outside the organization. www.unimedia.ac.id

13. Types of Downward and Upward Communication Downward Communication Most downward communication involves one of the following kinds of information: Instructions related to particular job tasks. Explanations about the relationship between two or more tasks. Explanations of the organization’s procedures and practices. A manager’s feedback about a subordinate’s performance. Attempts to encourage a sense of mission and dedication to the organization’s goals. Upward Communication Most upward communication involves the following kinds of information: Reports of progress on current projects. Reports of unsolved problems requiring help from people higher up. New developments affecting the work unit. Suggestions for improvements. reports on employee attitudes and efficiency. www.unimedia.ac.id

14. Informal Communication Channels Develop outside the formal structure and do not follow the chain of command― they skip management levels and cut across lines of authority. 1.The Grapevine― is the unofficial communication system of the informal organization, a network of gossip and rumor of what is called “employee language”. Research shows that the grapevine is faster than formal channel, is about 75% accurate, and is used by employees to acquire the majority of their on-the-job informtion. 2.Management by Wandering Around (MBWA) ―is the term used to describe a manager’s literally wandering around his or her organization and talking with people across all lines of authority. www.unimedia.ac.id

15. Involves doing work that is generally performed in the office away from the office, using a variety of information technologies. Using state-of-the-art computer software and hardware to help people work better together. Uses video and audio links along with computers to enable people located at different locations to see, hear and talk Uses the Internet to send computer-generated text and documents between people. Intranet-is nothing more than an organization’s private Internat Extranet-is an extended intranet in that it connect internal employees with selected customers,supplier www.unimedia.ac.id T ELECOMMUTING G ROUP S UPPORT S YSTEM V IDEOCONFERENCING T HE I NTERNET, I NTRANET & E XTRANET E- MAIL H ANDHELD D EVICES, B LOGS Handheld devices such as PDA and Smartphone. Blogs- is an online journal in which people write whatever they want about any topic. Communications Tools of Information Technology

16. Workplace Problems: Impediments to Productivity www.unimedia.ac.id M ISUSE OF T ECHNOLOGY F USSING WITH C OMPUTERS I NFORMATION O VERLOAD

17. Improving Communication Effectiveness Being an Effective ListenerBeing an Effective Reader  Concentrate on the Content of the Message Judge content, not delivery Ask questions, summarize remarks Listen for ideas Resist distractions, show interest Give a fair hearing  Realize That Speed Reading Doesn’t Work  Learn to Streamline Reading Be savvy about periodicals and books Transfer your reading load Make internal memos and e-mail more efficient  Do Top-Down Reading-SQ3R Rate reasons to read Question and predict answer Survey the big picture Skim for main ideas Summarize Being an Effective WriterBeing an Effective Speaker  Don’t Show Your Ignorance  Understand Your Strategy before You Write Most important to least important Least controversial to most controversial Negative to positive  Start with Your Purpose  Write Simply, Concisely, & Directly  Telegraph Your Writing with a Powerful Layout Highlighting White space  Tell them What You’re Going to Say  Say It  Tell Them What You Said www.unimedia.ac.id