Chapter 12 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....

Chapter 12Chapter 12

©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing

Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman

Patricia M. FandtPatricia M. Fandt

Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer

University of Central FloridaUniversity of Central Florida

Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman

Patricia M. FandtPatricia M. Fandt

Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer

University of Central FloridaUniversity of Central Florida

Communicating Effectively Within Diverse Organizations

Transparency 12-2Transparency 12-2© 2001 South-Western Publishing© 2001 South-Western Publishing

Learning ObjectivesSlide 1 of 3


1.Explain the role of communication in the organization and why it is so complex for managers to understand.

2.Define communication and explain how to achieve high-quality communication.

3.Describe the elements of the communications process.

4.Identify the primary categories of interpersonal communication.




5.Discuss the role of technological communication and information use in the workplace.

6.Address the primary reasons why managers communicate.

7.Explain the barriers that interfere with effective communication.

8.Discuss the types of formal communication channels.




9.Describe the principles for effective feedback.

10. Specify the guidelines for becoming a good listener.


Communication Complexity Communication Complexity

Communication is a complex process that requires constant attention so that intended

messages are sent and received. Communication is essential to management;

it is the process through which things get done in organizations.


Defining Communication and Achieving Quality

Defining Communication and Achieving Quality

• Communication– The process through which managers

coordinate, lead, and influence subordinates; a process in which one person or group evokes a shared or common meaning in another person or group.

– Defining communication is relatively simple, but achieving high-quality communication is both complicated and difficult.


Basic Elements in the Communication Process

Slide 1 of 5


Slide 1 of 5

SenderSender EncodingEncoding DecodingDecoding ReceiverReceiverMessageMessage

Social context

NoiseNoise

NoiseNoiseNoiseNoise

NoiseNoise



Slide 2 of 5


Slide 2 of 5

• Social Context– The setting in which the communication takes

place.

• Sender and Message– Encoding:

• The process that translates the sender’s ideas into a systematic set of symbols or a language expressing the communicator’s purpose.



Slide 3 of 5


Slide 3 of 5

• Messages and Channel– Messages

• The tangible forms of coded symbols that are intended to give a particular meaning to the information or data.

– Channel• The carrier of the message or the means by

which the message is sent.



Slide 4 of 5


Slide 4 of 5

• Receiver– Decoding

• The translation of received messages into interpreted meanings.

• Feedback– The process of verifying messages and the

receiver’s attempts to ensure that the message he or she decoded is what the sender really meant to convey.



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Slide 5 of 5

• Noise– Any internal or external interference or

distraction with the intended message that can cause distortion in the sending and receiving of messages.


Categories of Interpersonal Communication

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Slide 1 of 3

• Oral Communication– All forms of spoken information; by far the

most preferred type of communication used by managers.

• Written Communication– Letters, memos, policy manuals, reports, forms,

and other documents used to share information in an organization.



Slide 2 of 3


Slide 2 of 3

• Nonverbal Communication– All messages that are nonlanguage responses.

• Types of Nonverbal Communication– Kinesic behavior, or body motion, such as

gestures, facial expressions, and eye behavior.– Physical characteristics, such as body shape,

physique, posture, height, and weight.– Paralanguage, such as voice quality, speech

rate, pitch, and laughing.



Slide 3 of 3


Slide 3 of 3

• Types of Nonverbal Communication– Environment, such as building and room

design, furniture and interior decorating, light, noise, and cleanliness.

– Time, such as being late or early, keeping others waiting, and other relationships between time and status.

– Proxemics, such as the way people use and perceive space, seating arrangements, and conversational distance.


Technological Communication Slide 1 of 2


• Technological Communication– A broad category of communication

components that are rapidly influencing how managers communicate.

• Types of Technological Communication– Telecommuting

• The practice of working at a remote site by using a computer linked to a central office or other employment location.




• Types of Technological Communication (cont.)– Electronic mail (e-mail)

• A computer-based system that allows individuals to exchange and store messages through computerized text-processing and communication networks.

– Video conferencing• An umbrella term referring to technologies that use live

video to unite widely dispersed company operations.


Why Managers CommunicateWhy Managers Communicate

Managers communicate for many reasons:

To motivateTo motivateTo motivateTo motivate

To informTo informTo informTo inform

To controlTo controlTo controlTo control

To satisfy social To satisfy social needsneeds

To satisfy social To satisfy social needsneeds


Barriers to Effective Communications

Slide 1 of 3


Slide 1 of 3

• Cross-Cultural Diversity– When senders and receivers come from

different cultural backgrounds, breakdowns in the communication process are more likely.

• Ethnocentrism - The tendency to consider one’s own culture and its values as being superior to others.

• Trust and Credibility– Trust and credibility between the sender and

receiver must be established.



Slide 2 of 3


Slide 2 of 3

• Information Overload– Managers and organizations can experience

information overload when the amount of information that can be processed is exceeded.

• Language Characteristics– Many words and phrases in our language are

imprecise. Individuals often use different meanings or interpretations of the same word and do not realize it.



Slide 3 of 3


Slide 3 of 3

• Gender Differences– Gender differences can result in breakdowns

and lead to distorted communication and misunderstandings between men and women.

• Other Factors– Time pressures may cause us to focus on

information that helps us make a choice quickly. Feedback may be impaired or absent.


Communication ChannelsCommunication Channels

• Formal Communication Channels– Formal communication follows the chain of

command and is recognized as official.

• Direction of Flow– One way to view formal communication within

organizations is to examine how it flows - vertically and horizontally.


Formal Communication FlowsFormal Communication Flows

Upward

Horizontal

Downward

External

External External

External


Communication Flows Slide 1 of 3


• Vertical Communication– The flow of information both up and down the

chain of command.– Downward communication

• Messages sent from individuals at higher levels of the organization to those at lower levels.

– Upward communication• Messages sent up the line from subordinates to

managers.




• Horizontal Communication– The flow of information that occurs both within

and between departments.

• Spontaneous Communication Channels– Opportunistic and informal communication

paths that arise from the social relationships that evolve in the organization.




• Grapevine– An informal method of transmitting

information depicted as the wandering of messages throughout the organization.


Communication Competency Challenges

Communication Competency Challenges

• Three Most Important Communication Challenges:– Expect to be misunderstood by at least some

listeners and readers.– Expect to misunderstand others.– Strive to reduce the degree of such

misunderstandings, but never expect total elimination of them or the ability to anticipate all possible outcomes.


Developing Quality Feedback Skills

Slide 1 of 3


Slide 1 of 3

• Feedback– The process of verifying messages from the

sender.– Through feedback, communication becomes a

dynamic, two-way process, rather than just an event.

– The emotional impact of feedback varies according to how personally it is focused.



Slide 2 of 3


Slide 2 of 3

• Principles of Effective Feedback– Give feedback that is specific rather than

general.– Give feedback when the receiver appears ready

to accept it.– Focus feedback on behavior rather than the

person, and focus it on behavior that can be changed.



Slide 3 of 3


Slide 3 of 3

• Principles of Effective Feedback (cont.)– Provide feedback using descriptive information

about what the person said or did.– Avoid feedback using evaluative inferences

about motives, intent, or feelings.


Advanced Listening SkillsSlide 1 of 2


• Guidelines For Effective Listening– Listen for message content.– Listen for feelings.– Respond to feelings.– Be sensitive to both the nonverbal and the

verbal content of messages.– Reflect back to the sender, in your own words,

what you think you are hearing.




• Guidelines for Effective Listening – Be attentive and listen to understand, not to

reply. – Be patient. Don’t interrupt the speaker. Take

time to digest what has been said before responding.


Key Points to Consider Slide 1 of 2


• You spend most of your time at work communicating.

• Your success is based on strong communication skills.

• Communication is becoming increasingly important in view of recent trends, such as increased globalization, diversity, and workplace specialization.




• Technological communication offers new opportunities to communicate more often and more efficiently than ever before. It is an essential tool for people who want to stay in touch with the rest of the world.

Chapter 12 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....

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Transcript of Chapter 12 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....