1. Copyright ©2011 by Cengage Learning. All rights reserved 1 Chapter 15 Managing Communication Designed & Prepared by B-books, Ltd. MGMT3 Chuck Williams

2. Copyright ©2011 by Cengage Learning. All rights reserved 2 What Is Communication? After reading these sections, you should be able to: 1.explain the role that perception plays in communication and communication problems. 2.describe the communication process and the various kinds of communication in organizations.

3. Copyright ©2011 by Cengage Learning. All rights reserved 3 Basic Perception Process Basic Perception Process Perception Problems Perception Problems Perceptions of Others Perceptions of Others Self-Perception Perception and Communication Problems 1 1

4. Copyright ©2011 by Cengage Learning. All rights reserved 4 Basic Perception Process Perception The process by which individuals attend to, organize, interpret, and retain information from their environments. Perception Filters The personality-, psychology-, or experience- based differences that influence people to ignore or pay attention to particular stimuli. 1.1

5. Copyright ©2011 by Cengage Learning. All rights reserved 5 Basic Perception Process Stimulus Attention Perceptual Filter Organization Perceptual Filter Interpretation Perceptual Filter Retention PerceptualFilter 1.1

6. Copyright ©2011 by Cengage Learning. All rights reserved 6 Perception Problems Selective perception notice and accept objects which are consistent with our values and beliefs ignore inconsistent information Closure tendency to fill in the gaps when information is missing we assume that what we don’t know is consistent with what we do know 1.2

7. Copyright ©2011 by Cengage Learning. All rights reserved 7 Perception of Others Attribution Theory –we have a need to understand and explain the causes of other people’s behavior General reasons to explain behavior –Internal attribution the behavior was voluntary or under their control –External attribution the behavior was involuntary and beyond their control 1.3

8. Copyright ©2011 by Cengage Learning. All rights reserved 8 Attribution Bias and Error Defensive Bias Defensive Bias Fundamental Attribution Error The tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty or trouble. The tendency to ignore external causes of behavior and to attribute other people’s actions to internal causes. 1.3

9. Copyright ©2011 by Cengage Learning. All rights reserved 9 Attribution Bias and Error 1.3

10. Copyright ©2011 by Cengage Learning. All rights reserved 10 Self-Perception Self-Serving Bias The tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes). 1.4 © iStockphoto.com

11. Copyright ©2011 by Cengage Learning. All rights reserved 11 Kinds of Communication Communication Process Formal Communication Channels Informal Communication Channels Coaching and Counseling Nonverbal Communication 2 2

12. Copyright ©2011 by Cengage Learning. All rights reserved 12 The Interpersonal Communication Process 2.1 © Burke/Triolo Productions/Brand X Pictures/Jupiterimages / © TongRo Image Stock/Jupiterimages

13. Copyright ©2011 by Cengage Learning. All rights reserved 13 The Communication Process 1.The sender is unsure what message to communicate 2.The message is not clearly encoded 3.The wrong channel is chosen 4.The message is improperly decoded 5.The receiver lacks experience or time Noise occurs if: 2.1

14. Copyright ©2011 by Cengage Learning. All rights reserved 14 The Communication Process 1.Penalty 2.Excellence 3.Tight 4.Small 5.Pure 6.Flimsy 7.Okay Meanings of the Word Fine 2.1

15. Copyright ©2011 by Cengage Learning. All rights reserved 15 Formal Communication Channels Downward communication –top down Upward communication –bottom up Horizontal –within a level 2.2 The system of formal communication channels includes:

16. Copyright ©2011 by Cengage Learning. All rights reserved 16 Beyond the Book Improving Communication at Goldman Sachs In the midst of increasing market turmoil and intense scrutiny from the government and the press, Lloyd C. Blankfein, CEO of Goldman Sachs, made it a priority to keep communication flowing throughout the firm. At times when things seemed uncertain or particularly stressful, Blankfein would send out company-wide emails, sometimes every day, to help fill everyone in. He also made himself available, walking throughout the offices to get a feel for what was happening and to answer questions that people might have. Blankfein doesn’t just rely on pep-talks either; he makes a point of being honest about challenging situations and taking the time to determine and communicate strategy. Source: L. C. Blankfein, “Corner Office: Lessons Learned at Goldman”, interview by A. Bryant, The New York Times, 12 September 2009. http://www.nytimes.com/2009/09/13/business/13corner.html?pagewanted=1 (accessed 10/23/2009). http://www.nytimes.com/2009/09/13/business/13corner.html?pagewanted=1

17. Copyright ©2011 by Cengage Learning. All rights reserved 17 Improving Formal Communication 1.Decrease reliance on downward communication 2.Increase chances for upward communication 3.Encourage much greater use of horizontal communication 4.Be aware of communication problems 2.2

18. Copyright ©2011 by Cengage Learning. All rights reserved 18 Common Problems with Downward, Upward, and Horizontal Communication Downward Sending too many messages Issuing contradictory messages Hurriedly communicating vague, unclear messages Issuing messages indicating management’s low regard for lower-level workers Upward Risk of telling upper management about problems Managers reacting angrily and defensively to problems Few opportunities for workers to contact upper levels of management Horizontal Management discouraging or punishing horizontal communication Managers and workers not given time or opportunity for horizontal communication Not enough opportunities or channels for lower-level workers to engage in horizontal communication 2.2

19. Copyright ©2011 by Cengage Learning. All rights reserved 19 Informal Communication Channels Transmitting messages outside the formal communication channels The Grapevine Highly accurate –information is timely –senders seek feedback –accuracy can be verified 2.3

20. Copyright ©2011 by Cengage Learning. All rights reserved 20 Informal Communication Channels 2.3

21. Copyright ©2011 by Cengage Learning. All rights reserved 21 Managing Organizational Grapevines Don’t withhold information from it Don’t punish those who use it Embrace the grapevine and keep employees informed Use it as a source of information 2.3

22. Copyright ©2011 by Cengage Learning. All rights reserved 22 Informal Communication Channels 1. Correct misinformation 2. Don’t take angry comments personally 3. Give your name and contact number 4. Hold a town meeting to discuss issues 5. Set up anonymous discussion forums Dealing with Internet Gripe Sites 2.3

23. Copyright ©2011 by Cengage Learning. All rights reserved 23 Coaching and Counseling Coaching –communicating with someone for the direct purpose of improving the person’s on-the-job performance or behavior Counseling –communicating with someone about non-job related issues that may be affecting or interfering with a person’s performance 2.4

24. Copyright ©2011 by Cengage Learning. All rights reserved 24 Employee Assistance ProgramsCounseling Child Care Senior Care LegalServices HealthLifestyles Pet Care FinancialServices EmployeeAssistancePrograms 2.4

25. Copyright ©2011 by Cengage Learning. All rights reserved 25 Nonverbal Communication Any communication that doesn’t involve words Kinesics –movements of the body and face Paralanguage –the pitch, tone, rate, volume, and speaking pattern of a person’s voice 2.5

26. Copyright ©2011 by Cengage Learning. All rights reserved 26 Beyond the Book Sending the Right Message Deborah Dunsire, president and CEO of Millenium: The Takeda Oncology Company, knows that nonverbal communication can be especially important to executives. Employees will take a lot away from people in senior leadership; if managers aren’t careful, however, they might end up unconsciously sending the wrong signals. Dunsire has learned to be more verbal and proactive with the messages she is sending, so that employees don’t draw incorrect conclusions about the business and make decisions based on those assumptions. Source: D. Dunsire, “Corner Office: Stepping Out of the Sandbox”, interview by A. Bryant, The New York Times, 29 August 2009. http://www.nytimes.com/2009/08/30/business/30corner.html (accessed 10/30/2009).

27. Copyright ©2011 by Cengage Learning. All rights reserved 27 How to Improve Communication After reading these sections, you should be able to: 3.explain how managers can manage one-on-one communication effectively. 4.describe how managers can manage organization-wide communication effectively.

28. Copyright ©2011 by Cengage Learning. All rights reserved 28 How to Improve Communication Choosing the Right Communication Medium Being a good listener Giving effective feedback 3 3

29. Copyright ©2011 by Cengage Learning. All rights reserved 29 Choosing the Right Communication Medium Communication Medium The method used to deliver an oral or written message. Oral communication Written communication 3.1

30. Copyright ©2011 by Cengage Learning. All rights reserved 30 ListeningHearingversusListening ActiveListening EmpatheticListening 3.2

31. Copyright ©2011 by Cengage Learning. All rights reserved 31 Becoming an Active Listener 1.Clarify responses Ask questions to clear up ambiguities 2.Paraphrase responses Restate the speaker’s comments in your own words 3.Summarize responses Review the speaker’s main points 3.2

32. Copyright ©2011 by Cengage Learning. All rights reserved 32 Becoming an Empathetic Listener 1.Show your desire to understand Listen first Talk about what’s important to the other 2.Reflect feelings Focus on the emotional part of the message More than just restating words 3.2

33. Copyright ©2011 by Cengage Learning. All rights reserved 33 Clarifying, Paraphrasing, and Summarizing Responses Clarifying Could you explain that again? I don’t understand what you mean. I’m confused. Would you run through that again? I’m not sure how …. Paraphrasing If I understand you correctly …. So your perspective is that …. In other words …. Tell me if I’m wrong, but what you’re saying is …. Summarizing Let me summarize …. Okay, your main concerns are …. Thus far, you’ve discussed …. To recap what you’ve said …. 3.2

34. Copyright ©2011 by Cengage Learning. All rights reserved 34 Giving Feedback 3.3 Two types of feedback: ConstructiveDestructive

35. Copyright ©2011 by Cengage Learning. All rights reserved 35 Making Feedback Constructive Give immediate feedback –Don’t delay feedback –Discuss performance while the memory is vivid Make feedback specific –Focus on definite behavior and time-frame –Make sure behavior was controllable Make feedback problem-oriented –Focus on behavior not personality 3.3

36. Copyright ©2011 by Cengage Learning. All rights reserved 36 Beyond the Book Annual Reviews Six Months too Late One of the difficulties with annual reviews, says Yahoo CEO Carol Bartz, is that the feedback often is not immediate. Bartz says, “I have the puppy theory. When the puppy pees on the carpet, you say something right then because you don’t say six months later, ‘Remember that say, January 12, when you peed on the carpet?’ That doesn’t make any sense.” Source: C. Bartz, “Corner Office: Imagining a World Without Annual Reviews”, interview by A. Bryant, The New York Times, 17 October 2009. http://www.nytimes.com/2009/10/18/business/18corner.html?ref=business (accessed 10/23/2009). http://www.nytimes.com/2009/10/18/business/18corner.html?ref=business

37. Copyright ©2011 by Cengage Learning. All rights reserved 37 Improving Cross-Cultural Communication 1. Familiarize yourself with a culture’s work norms 2. Know whether a culture is emotionally affective or neutral 3. Understand terms and attitudes toward time Beyond the Book

38. Copyright ©2011 by Cengage Learning. All rights reserved 38 A Comparison of French and American Views of Work Beyond the Book

39. Copyright ©2011 by Cengage Learning. All rights reserved 39 Affective and Neutral Cultures In Affective Cultures, People… 1.Reveal thoughts and feelings through verbal and nonverbal communication 2.Express and show feelings of tension 3.Let their emotions flow easily, intensely, and without inhibition 4.Admire heated, animated, and intense expressions of emotion 5.Are used to touching, gesturing, and showing strong emotions through facial expressions 6.Make statements with emotion Beyond the Book

40. Copyright ©2011 by Cengage Learning. All rights reserved 40 Affective and Neutral Cultures In Neutral Cultures, People… 1.Don’t reveal what they are thinking or feeling 2.Hide tension and only show it accidentally in face or posture 3.Suppress emotions, leading to occasional “explosions” 4.Admire remaining cool, calm, and relaxed 5.Resist touching, gesturing, and strong emotions through facial expressions 6.Often make statements in an unexpressive manner Beyond the Book

41. Copyright ©2011 by Cengage Learning. All rights reserved 41 Monochronic Cultures Do one thing at a time Concentrate on the job Take time commitments seriously Are committed to the job Adhere religiously to plans Show respect for private property Emphasize promptness Are accustomed to short-term relationships People in Monochronic Cultures… Beyond the Book

42. Copyright ©2011 by Cengage Learning. All rights reserved 42 Polychronic Cultures Do many things at once Are highly distractible and subject to interruptions Meet time commitments only if possible without extreme measures Are committed to people Change plans easily and often Are more concerned with relationships than with privacy Frequently borrow and lend things Vary promptness by the relationship Tend to build lifetime relationships People in Polychronic Cultures… Beyond the Book

43. Copyright ©2011 by Cengage Learning. All rights reserved 43 Cross-Cultural Temporal Concepts Appointment time –how punctual you must be Schedule time –time when projects should be completed Discussion time –how much time should be spent in discussions Acquaintance time –how much small-talk is required Beyond the Book

44. Copyright ©2011 by Cengage Learning. All rights reserved 44 Managing Organization-Wide Communication Improving Transmission: Getting the Message Out Improving Transmission: Getting the Message Out Improving Reception Improving Reception 4 4

45. Copyright ©2011 by Cengage Learning. All rights reserved 45 email collaborative discussion sites televised / videotaped speeches and conferences voice mail broadcast voice mail Improving Transmission Getting the Message Out 4.1

46. Copyright ©2011 by Cengage Learning. All rights reserved 46 Email Ettiquette E-mail is the vehicle for any number of communication faux pas: being abusive, “cc”ing the wrong people, discussing sensitive topics. How to use it well? (1) Think about tone and don’t respond when you’re angry. (2) Send only to the appropriate people. (3) Assume anyone can read what you write. (4) Review what you wrote before you send. Source: G. A. Olson, “E-Mails are Forever,” The Chronicle of Higher Education, 15 December 2008. Beyond the Book

47. Copyright ©2011 by Cengage Learning. All rights reserved 47 Establishing Collaborative Discussion Sites Knowledge Audit Online Directory Online Directory Discussion Groups on Internet Reward Information Sharing Step 1Step 2Step 3Step 4 4.1

48. Copyright ©2011 by Cengage Learning. All rights reserved 48 Improving Reception Company hotlines Survey feedback Informal meetings Surprise visits Blogs 4.2 © iStockphoto.com/Amanda Rohde