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Transcript of Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Chapter 8...
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Chapter 8 Organizational
BehaviorNelson & Quick,
6th edition
Communication
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of Cengage Learning All rights reserved
CommunicationCommunication - the evoking of a shared or
common meaning in another person
Interpersonal Communication - communication between two or more people in an organization
Communicator - the person originating the message
Receiver - the person receiving a message
Perceptual Screen - a window through which we interact with people that influences the quality, accuracy, and clarity of the communication
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CommunicationMessage - the thoughts and feelings
that the communicator is attempting to elicit in the receiver
Feedback Loop - the pathway that completes two-way communication
Language - the words, their pronunciation, and the methods of combining them used & understood by a group of people
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Communication
Data - uninterrupted and unanalyzed facts
Information - data that have been interpreted, analyzed, & and have meaning to some user
Richness - the ability of a medium or channel to elicit or evoke meaning in the receiver
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Basic Interpersonal Communication Model
Event XMessage
• Context• Affect
Influence message quality, accuracy, clarityInclude age, gender, values, beliefs, culture,
experiences, needs
ReceiverCommunicator
/////////
/////////
/////////
/////////
Perceptual screensPerceptual screens
Feedback
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Communication Media: Information Richness
& Data Capacity
Medium Information Richness
Data Capacity
Face-to-face discussion Highest Lowest
Telephone High Low
Electronic mail Moderate Moderate
Individualized letter Moderate Moderate
Personalized note or memo
Moderate Moderate
Formal written report Low High
Flyer or bulletin Low High
Formal numeric report Lowest Highest
SOURCE: Created by E. A. Gerloff from “Information Richness: A New Approach to Managerial Behavior and Organizational Design” by Richard L. Dalt and R. H. Lengel in Research in Organizational Behavior 6 (1984); 191-233. Reprinted by permission of JAI Press Inc.
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Reflective ListeningReflective Listening - the skill of
listening carefully to another person and repeating back to the speaker the heard message to correct any inaccuracies or misunderstandings
What I heard you say was we will understand the
process better if we break it into steps
This complex process must be
divided to be understood
Photos courtesy of Clips Online ©2008 Microsoft Corporation
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Reflective Listening
• Used to understand other people• Used to problem solve• Emphasizes personal elements of
communication process• Emphasizes the feelings communicated• Emphasizes responding to, not leading,
the communicator
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Reflective Listening: 4 Levels of Verbal Response
Affirm Contact
• Communicates attentiveness
• Provides reassurance in expressing thoughts and feelings
Paraphrase
• Reflects back to speaker what has been heard; assures accuracy
• Builds empathy, openness, acceptance
Clarify the Implicit
• Bring out unspoken (but evident) thoughts and feelings
• Builds greater awareness
Reflect “core” feelings
• Restate important thoughts and feelings
• Exercise caution; danger of overreaching
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Reflective Listening: 2 Uses of Nonverbal Response
Silence
Listener:• Sort out thoughts and
feelings• Identify and isolate
personal responses
Speaker:• Useful for thinking• Determine how to
express difficult ideas or feelings
Eye Contact
• Useful to open a relationship
• Improves communication
• Be aware of cultural differences
• Use moderate eye contact
• Use times of no eye contact for privacy and control
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Communications: 1-way vs. 2-wayTwo-Way Communication - the communicator & receiver interact• Good for problem
solving
One-Way Communication - a person sends a message to another person and no questions, feedback, or interaction follow• Good for giving simple
directions• Fast but often less
accurate than 2-way communication
Photos courtesy of Clips Online ©2008 Microsoft Corporation
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Five Keys to Effective Supervisory Communication
• Expressive speaking
• Empathetic listening
• Persuasive leadership
• Sensitivity to feelings
• Informative management
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• Physical separation• Status differences• Gender differences• Cultural diversity• Language
Barriers to Communication
Communication Barriers - aspects of communication content and context that can impair effective communication
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• Physical separation gateways– Periodic face-to-face interactions– Regular meetings for interrelated units
• Status differences gateways– Effective supervisory skills– Feelings of security for employees– Non-hierarchical informational
technology communication methods
Gateways to Communication
Communication Gateways – pathways through barriers to communication and antidotes to communication problems
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• Gender differences gateways– Awareness of gender-specific differences in
communication– Actively seek meaning clarification
• Cultural diversity gateways– Increased awareness and sensitivity– Develop/acquire a guide, map, beacon for
understanding and interacting cross-culturally
Gateways to Communication
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• Language gateways– Simple, direct, declarative language– Use brief sentences and terms/words
audience uses– Speak in the language
of the listener– Avoid jargon or
technical language
Gateways to Communication
Photos courtesy of Clips Online ©2008 Microsoft Corporation
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Defensive Communication
Defensive Communication - communication that can be aggressive, attacking and angry, or passive and withdrawing
Leads to– Injured feelings– Communication breakdowns– Workplace alienation– Destructive and retaliatory behaviors– Nonproductive efforts– Problem solving failures
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Nondefensive Communication
Nondefensive Communication - communication that is assertive, direct, and powerful
Provides– basis for asserting and defending oneself
when attached in non-defensive way– restores order, balance, and effectiveness
in working relationships
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Two Defensiveness Patterns
Dominant Defensiveness - characterized by active, aggressive, attacking behavior
Subordinate Defensiveness - characterized by passive, submissive, withdrawing behavior
Photos courtesy of Clips Online ©2008 Microsoft Corporation
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Defensive Tactics - Boss
Defensive Tactic Example
Power Play“Finish this report by month’s end or lose your promotion.”
Put-Down“A capable manager would already be done with this report.”
Labeling “You must be a slow learner. Your report is still not done?”
Raising Doubts“How can I trust you, Chris, if you can’t finish an easy report?”
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Defensive Tactics - EmployeeDefensive
Tactic Example
Misleading Information
“Morgan has not gone over with me the information I need for the report.” [Morgan left Chris with a copy of the report.]
Scape-goating “Morgan did not give me input until just today.”
Hostile Jokes
“You can’t be serious! The report isn’t that important.”
Deception “I gave it to the secretary. Did she lose it?”
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Nondefensive Communication: A Powerful Tool
• Speaker seen as centered, assertive, controlled, informative, realistic, and honest
• Speaker exhibits self-control & self possession
• Listener feels accepted rather than rejected
• Enhances relationship building
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Nonverbal Communication
Nonverbal Communication - all elements of communication that do not involve words
Proxemics - an individual’s perception & use of space
Territorial space – bands of space extending outward from the body
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c = social 4-12’
cb
b = personal 1.5-4’
Proxemics: U.S. Territorial Space
Territorial space differs from culture to culture
dd = public >12’
a = intimate <1.5’
a
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Proxemics: Seating Dynamics
Seating Dynamics - seating people in certain positions according to the person’s purpose in communication
Cooperation
X O
Non-Communication
O X O
Competition
X
O
X
CommunicationO
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Nonverbal Communication
Kinesics - study of body movements, including posture
Facial & Eye Behavior - movements that add cues for the receiver
There are no universal gestures
Smiles are the only universal expressions
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Variations in speech send messagesWhat message is sent by– High-pitched, breathy voice– Rapid, loud speech– Interruptions– Tongue clicking
Nonverbal CommunicationParalanguage - variations in speech, such as pitch, loudness, tempo, tone, duration, laughing, & crying
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Examples of Decoding Nonverbal CuesKinesics and Facial and Eye Behavior
Boss breathes heavily &
waves arms
He’s angry! I’llstay out of
his way!
Boss fails to acknowledge employee’s
greeting
He’s unapproachable!
SOURCE: Adapted from “Steps to Better Listening” by C. Hamilton and B. H. Kleiner. Copyright © February 1987. Reprinted with permission, Personnel Journal, all rights reserved.
I wonder whathe’s hiding?
No eye contact while communicating
Manager sighs deeply
My opinion doesn’t count
Photos courtesy of Clips Online ©2008 Microsoft Corporation
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Communicative Disease
Communicative disease – the absence of heartfelt communication in human relationships leading to loneliness and social isolation
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Positive, Healthy Communication
PositiveEmotional
Competence
Personal Integrity
Head-to-Heart
Dialogue
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Information Communication Technology (ICT)
• Informational databases• Electronic mail systems• Voice mail systems• Fax machine systems• Cellular phone systems
ICT – the new technologies used for interpersonal communication
Photos courtesy of Clips Online ©2008 Microsoft Corporation
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Characteristics of ITC
• Instant exchange of information across geographic boundaries and time zones
• Schedules and office hours become irrelevant
• Normal considerations of time and distance less important
Photos courtesy of Clips Online ©2008 Microsoft Corporation
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How ITC Affects Behavior
• Impersonal—interaction with a machine
• Flaming, rude or obscene outbursts
• Bluntness• Intimacy• Uninhibited behavior• Overload potential• 24/7 Accessibility• Multi-tasking
• Interpersonal skills—tact and graciousness
• Nonverbal cues; Emotional element
• Group productivity• Clues to power,
organizational position, departmental membership
• Patience• Social interaction
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Strive for message completeness
Build in opportunities for feedback
Do not anticipate immediate response
“Is the communication really necessary?”
“Disconnect” yourself from technology
Provide work place social interactions
Tips for Effective Use of ICT
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Chapter 8: Reflect & DiscussPatch Adams Video Clip
What to Watch for and Ask Yourself• What parts of the communication process
appear in this scene? Note each part of the process that you see in the scene.
• What type of communication does this scene show? Small group, large audience, or persuasive?
• Is Patch Adams an effective communicator? Why or why not?