1. Interpersonal Communication
Chapter 6
Interpersonal
Communication
PowerPoint Presentation by Charlie Cook
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2. Learning Objectives After reading and studying this chapter and doing the exercises, you should be able to:
Describe the communication process.
Describe the impact of information technology on interpersonal communication in organizations.
Explain how nonverbal communication can be used to enhance communication.
Present details about the various channels of communication in organizations.
Summarize barriers to effective communication and how to overcome them.
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3. Learning Objectives After reading and studying this chapter and doing the exercises, you should be able to:
Explain how to overcome potential cross-gender and cross-cultural communication problems.
Recognize the basics for becoming a more power-oriented communicator.
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4. The Communication Process
Components of communication
Source (the sender)—person attempting to send a message to another person. Authority and experience of sender can call attention to message.
Message—a purpose or idea to be conveyed. Clarity, complexity, length, and organization affect reception of message.
Channel (medium)—how and through what media the message is conveyed to the receiver.
Receiver—the party to whom the message is sent must get and understand properly the message for communication to take place.
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5. The Communication Process (cont’d)
Components of communication (cont’d)
Feedback—reactions of the receiver that indicate the message was received and properly understood.
Environment—factors such as organizational culture affect how messages are transmitted and understood.
Noise—physical and human relations distractions in the environment can disrupt the communication process.
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6. The Communication Process
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EXHIBIT 9-1

7. Communication and Information Technology
Telecommuting
Interpersonal Communications
Slide Presentations
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8. E-mail Impacts on interpersonal communication: E-mail characteristics:
Written messages are replacing telephone and personal conversations.
The volume of messages is increasing.
characteristics:
Is unaffected by distance and time.
Enhances industrial democracy by linking workers and leaders.
Encourages indiscriminate sending of trivial information.
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9. Telecommuting
An arrangement in which employees use computers to perform their regular work responsibilities at home or in a satellite office.
Have a strong reliance on .
Lack the social interactions of work.
Can be difficult to evaluate performance.
Challenges in separating home life and work.
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10. Presentation Technology
The capability to create and effectively use multimedia presentation tools is an essential managerial skill.
Tips for a professional presentation:
Know how to operate presentation equipment.
Maintain eye contact with the audience and talk to the audience, not to the screen.
Reveal points only as needed.
Keep the slide in view until the audience gets the point.
Use special slide effects sparingly.
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11. The Impact of Computer-Mediated Communication on Behavior
Positives
Communication is more widespread and immediate
Democratizes organizational communications
Negatives
The lack of the human touch
Repetitive motion injuries
Loss of productivity to surfing
handling overload
Danger of being “always working” due to accessibility
Multitasking ineffectively
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12. Communication and Information Technology
Nonverbal communication
The transmission of messages by means other than words, usually as a supplement to written, spoken, or signed communications.
General purpose is to express the feeling behind the message.
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13. Nonverbal Communication Behaviors
Environment
Body placement
Postures
Hand gestures
Facial expressions
Voice tone
Clothing, dress, appearance
Mirroring
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14. Organizational Channels of Communication
Formal communication channels
Officially defined pathways for sending information inside and outside the organization.
Organization charts illustrate the hierarchical channels to be followed.
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15. Organizational Communication Channels
Network organization
A spherical structure that can rotate self-managing teams and other resources around a common knowledge base.
Has communication channels that do not follow the formal patterns of hierarchical organizations.
May enter into temporary strategic alliances with other firms to capitalize on combined talents.
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16. Communication Pathways in a Hierarchical Organization and a Spherical Organization
Network Organization
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EXHIBIT 9-2

17. Informal Communication Channels
An unofficial network that supplements the formal channels.
“The Grapevine”
Is the major informal channel in organizations.
Can distort information in its tangled pathways.
Used to spread negative rumors and gossip.
Used to disseminate information along informal lines.
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18. Managing Communications
Combating rumors in organizations:
Be wary of vague communications.
Promote healthy, accurate communications.
Avoid concealing bad news.
Correct erroneous communications promptly.
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19. Communication Directions
Downward communication:
Flow of messages from a higher to a lower level in the organization.
Danger lies in lack of response from lower level.
Upward communication:
Transmission of messages from lower level to higher levels in an organization.
Improving upward communications:
Management by walking around
Chance encounters
Talking regularly with employees (open-door policy)
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20. Communication Directions (cont’d)
Horizontal communications
Messages sent to others on the same level in the organization.
Diagonal communications
Transmission of messages to other departments at higher and lower levels in the organization.
Spherical communications
Communication among members from different teams in the network organization.
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21. B a r i e s t o I n p l C m u c 1. S T h f v y g w d . 2 F k b 3 M 4 x
Sending different messages a
bout the same topic
creates confusion. 5 D
People perceive words and concepts differently
based on their personal perspective and past
experience. 6 V j
Making a value judgment prior to receiving the
message inte
rferes with the communication of the
message meaning. 7
Occurs when people are so overloaded with
information that they cannot respond effectively to
messages.
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22. Barriers to Communication and the Means for Overcoming Them
Barriers Overcoming Barriers
Semantics Clarify ideas before sending.
Filtering of negative information Motivate the receiver.
Lack of credibility of the sender Discuss differences in paradigms.
Mixed signals Foster informal communication.
Different frames of reference Communicate feelings behind the facts.
Value judgments Be aware of nonverbal behavior.
Communication overload Obtain feedback.
Adapt to the other person’s communication style.
Engage in meta-communication.
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EXHIBIT 9-3

23. Improving the Sending of Messages
Clarify ideas before communicating.
Monitor the receiver.
Discuss differences in paradigms.
Foster informal communications.
Communicate feelings behind the facts.
Be aware of nonverbal behavior.
Obtain feedback.
Adapt to the other person’s communication style.
Engage in meta-communication
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24. Improving the Receiving of Messages
Active listening:
Listen for full meaning without making premature judgments or interpretations.
Listen intently, with the goal of empathizing with the speaker.
Provide feedback to the speaker what he or she thinks the speaker meant.
Observe nonverbal cues for additional meaning.
Avoid reacting too quickly to a word or phrase that stirs emotion.
Ask open-ended questions that invite an explanation.
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25. Twelve Keys to Effective Listening
Find areas of interest
Judge content, not delivery
Hold your fire
Listen for ideas
Be flexible
Work at listening
Resist distractions
Exercise your mind
Keep your mind open
Capitalize on the fact that thought is faster than speech
Restate what you hear
Notices eye color
Sources: John W. Richter, “Listening: An Art Essential to Success,” Success, (September 1980): p. 26; Lyman K. Steil, “How Well Do You Listen?” Executive Female, Special Issue No. 2 (1986): p. 37; “Train Yourself in the Art of Listening,” Positive Leadership (Ragan Communications, Inc.), Sample issue distributed 2003.
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EXHIBIT 9-4

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27. Overcoming Cross-Cultural Communication Barriers
Be sensitive to cross-cultural barriers.
Show respect for all workers.
Use straight-forward language and speak slowly and clearly.
Be alert to cultural differences in customs and behaviors.
Be sensitive to differences in nonverbal communication.
Do not be diverted by style, accent, grammar, or personal appearance.
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EXHIBIT 9-5

29. The Power-Oriented Linguistic Style
Components of a linguistic style that give power and authority to the message sender:
Choose words that show conviction such as “I’m convinced” or “I’m confident.”
Use the pronoun “I” to receive more credit for your ideas.
Emphasize direct rather than indirect talk.
Frame your comments in a way that increases your listener’s receptivity.
Speak at length, set the agenda for a conversation, make jokes and laugh.
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30. The Power-Oriented Linguistic Style (cont’d)
Components of a linguistic style that give power and authority to the message sender:
Minimize the number of questions you ask that may imply you lack information on the topic.
Apologize infrequently and particularly minimize saying, “I’m sorry.”
Take deep breath to project a firm voice with power and conviction.
Occupy as much space as possible when speaking before a group.
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