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Chapter 16
Managing Communication
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What Would You Do? Buckman Labs is facing
communication problems Answers to customer questions
took too long People were unwilling to share
information How can sales reps be matched
with the right technical experts?
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Learning Objectives:CommunicationAfter reading the next two sections, you should be able to:
1. explain the role that perception plays in communication and communication problems2. describe the communication process and the various kinds of communication in organizations
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Perception and Communication Problems Basic perception process Perception problems Perceptions of others Self-perception
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Basic Perception Process Perception is the process by which
individuals attend to, organize, interpret, and retain information about their environments
Perceptual filters how people experience stimuli personality-, psychology-, or
experienced-based differences
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Basic Perception Process
Exhibit 16.1
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Perception Problems Selective perception
tendency to notice and accept information 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
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Perceptions of Others Attribution theory
we have a basic need to understand and explain the causes of other people’s behaviour
causes can be internal or external internal causes are voluntary or under
the individual’s control external causes are involuntary and
outside the individual’s control
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Attribution Errorand Bias Defensive bias
tendency for people to perceive themselves as personally and situationally similar to someone who is in trouble
Fundamental attribution error Tendency to ignore external causes of
behaviour and attribute behaviour to internal causes
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Self-Perception
People generally want to maintain a positive self-image and anything that threatens that can create defensiveness
Self-serving bias tendency of people to attribute success to
internal causes and failure to external causes
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Kinds of Communication
The communication process Formal communications channels Informal communication channels Coaching and counseling: One-on-
one communication Nonverbal communication
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The Interpersonal Communication Process
Exhibit 16.2
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NoiseNoise occurs if:
1. the sender isn’t sure about what message to communicate
2. the message is not clearly encoded3. the wrong communication channel is chosen4. the message is not received or decoded
properly5. the receiver doesn’t have the experience or
time to understand the message
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Meanings of theWord “Fine”1. If you exceed the 100-kph speed limit, you
may have to pay a fine (penalty)2. Mario Lemieux turned in a fine performance
(excellent)3. The machine runs at a slow speed, because
the tolerance is fine (delicate)4. The puzzle is difficult to put together
because the pieces are so fine (small)5. Recent experiments have tried to produce
drugs that are fine (pure)6. The pages of that antique book are
extremely fine (flimsy)Adapted from Exhibit 16.3
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Formal Communication ChannelsThe system of official channels carrying
organizationally approved information Downward communication
from higher to lower levels Upward communication
from lower to higher levels Horizontal communication
among people at the same level
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Improving Formal Communication
Decrease reliance on downward communication
Increase chances for upward communication
Encourage greater use of horizontal communication
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Informal Communication Channels Transmission of messages outside
the formal communication channels The “grapevine”
arises out of informal networks carries highly accurate information information is interesting and timely senders can seek feedback accuracy can be verified
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Managing the Grapevine Don’t withhold information from it Feed information to it to keep
employees informed Use it as a source of information
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Coaching and Counselling: One-on-One Communication
Coaching communicating with someone for the direct
purpose of improving the person’s performance Counselling
communicating with someone about non-job-related issues that may be affecting performance
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NonverbalCommunication
Any communication that doesn’t involve words. Kinesics
movements of the body and face Paralanguage
the pitch, rate, tone, volume, and speaking pattern of one’s voice
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Learning Objectives:Improving CommunicationAfter reading the next two sections, you should be able to:
3. explain how managers can manage effective one-on-one communication
4. describe how managers can manage effective organization-wide communication
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Managing One-on-One Communication
Choosing the right communication medium
Listening Giving feedback Improving cross-cultural
communication
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Choosing the Right Communication Medium The method used to deliver an oral
or written message Oral communication
spoken messages such as face-to-face and group meetings and telephone calls
Written communication includes letters, e-mails and memos
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Listening Hearing versus listening
Active listening
Empathetic listening
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Becoming anActive Listener Clarify responses
ask speaker to explain confusing statements
Paraphrase responses restate what has been said in your
own words Summarize responses
review the speaker’s main points
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Becoming an Empathetic Listener
Show your desire to understand listen first talk about what’s important to the other
Reflecting feelings focus on the affective part of the
message demonstrates understanding
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Clarifying, Paraphrasing, and Summarizing Responses for Active Listeners Clarifying
Could you explain that again? I don’t understand what you mean
Paraphrasing What you’re really saying is … If I understand you correctly …
Summarizing Let me summarize … Okay, your main concerns are …
Adapted from Exhibit 16.5
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Giving Feedback
Destructive feedback disapproves without any intention of
being helpful and almost always causes a negative or defensive reaction
Constructive feedback intended to be helpful, corrective,
and/or encouraging
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Making FeedbackEffective Provide immediate feedback
don’t delay, give feedback while memories are strong
Provide specific feedback focus on particular behaviours under the
person’s control Provide problem — oriented
feedback focus on behaviour not personality
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Improving Cross-Cultural Communication
Familiarize yourself with cultural work norms
Know the address terms Understand cultural attitudes
toward time
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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 discussion with others
Acquaintance time how much time you must spend with
someone before getting down to business
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Managing Organization —Wide Communication Improving transmission: getting
the message out Improving reception: hearing what
others feel and think
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Improving Transmission: Getting the Message Out E-mail Online discussion forums Televised/videotaped speeches
and conferences Corporate talk shows Broadcast voice-mail
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Establishing Online Discussion Forums1. Perform a “knowledge” audit — identify
intellectual assets and spread that information throughout the organization
2. Create an online directory — detail workers’ expertise and make it available to all employees
3. Set up discussion groups on the net — people can collaborate on problem solving
4. Reward information sharing — make knowledge sharing part of performance ratings
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Improving Reception: Hearing What Others Feel and Think Company hotlines
people can call and leave anonymous comments
Survey feedback information gathered from questionnaires
Informal meetings hear directly what people think
Surprise visits opportunity to talk with people who have
little chance to talk with upper management
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What Really Happened? Differences of perception existed
between sales reps and technical experts
Online discussion forums were created K’Netix system appealed to experts,
sales reps and customers K’Netix encouraged open and
unrestricted communication and has helped people develop innovative solutions
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