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Chapter 15

Chapter 15. Managing Communication. Perception and Communication Problems. Basic Perception Process. Perception Problems. Perceptions of Others. Self-Perception. 1. Perception

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Chapter 15

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  1. Chapter 15 Managing Communication

  2. Perception and Communication Problems Basic Perception Process Perception Problems Perceptions of Others Self-Perception 1

  3. Perception The process by which individuals attend to, organize, interpret, and retain information from their environments. Perception Filters The personality-, psychology-, or experienced-based differences that influence people to ignore or pay attention to particular stimuli. Basic Perception Process An example 1.1

  4. Stimulus Stimulus Stimulus Filter Perceptual Attention Filter Perceptual Organization Perceptual Interpretation Filter Perceptual Retention Filter Basic PerceptionProcess The process of becoming aware of a stimuli. The process of incorporating new information into your existing knowledge. The process of attaching meaning to this new information. 1.1 The process of remembering interpreted information. Adapted From Exhibit 15.1

  5. Perception Problems • Selective perception • notice and accept stimuli which are consistent with our values and beliefs • ignore inconsistent stimuli • 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

  6. Attribution Theory A theory that states that we all have a basic need to understand and explain the causes of other people’s behavior. Internal vs. External Attribution Internal – behavior that is voluntary or under the control of the individual. External – behavior that is involuntary and outside of the control of the individual. 1.2 8

  7. Defensive Bias The tendency for people to perceive themselves as personally and situationally similar to someone who ishaving difficulty. FundamentalAttributionError The tendency to ignore external causesof behavior and to attribute other people’s actions to internal causes. Attribution Bias and Error Employee says: “It appears that the reporting systems has screwed up Again (defensive bias). Usually use external attribution. Usually use internal attribution. Boss says: OK, what has he done to cause the mess this time (fundamental attribution error). 1.3

  8. 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). Self-Perception 1.4

  9. Kinds of Communication CommunicationProcess FormalCommunicationChannels NonverbalCommunication InformalCommunicationChannels Coaching and Counseling 2

  10. Sender Receiver Message that was Understood Message to be Conveyed Feedback to Sender N o i s e N o i s e N o i s e N o i s e Decode Message Encode Message Receive Message Transmit Message Communication Channel The Interpersonal Communication Process 2.1 Adapted From Exhibit 15.3

  11. The Communication Process Noise occurs if: • The sender is unsure what message to communicate • The message is not clearly encoded • The wrong channel is chosen • The message is improperly decoded • The receiver lacks experience or time Conduit metaphor refers to the mistaken assumption that senders can pipe their intended messages directly Into the heads of receivers with perfect clarity and without noise or perceptual filters interfering with the receivers’ understanding of the message. 2.1

  12. The Communication Process Meanings of the Word Fine • Penalty • Excellence • Tight • Small • Pure • Flimsy • Okay 2.1 Adapted From Exhibit 15.4

  13. Formal Communication Channels • The system of official channels • Downward communication • top down • Upward communication • bottom up • Horizontal • within a level 2.2

  14. Improving Formal Communication • Decrease reliance on downward communication • Increase chances for upward communication • Encourage much greater use of horizontal communication • Be aware of communication problems 2.2

  15. Sending too many messages • Issuing contradictory messages • Hurriedly communicating vague, unclear messages • Issuing messages indicating management’s low regard for lower-level workers Downward • Risk of telling upper management about problems • Managers acting angrily and defensively to problems • Few opportunities for workers to contact upper levels of management Upward • 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 Horizontal Common Problems with Downward, Upward, and Horizontal Communication 2.2 Adapted from Exhibit 15.5

  16. Informal Communication Channels • Transmitting messages outside the formal communication channels • The “Grapevine” • The fact is: • The Grapevine is highly accurate • - information is timely • - senders seek feedback • - accuracy can be verified 2.3

  17. Informal Communication Channels 2.3 Adapted from Exhibit 15.6

  18. 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

  19. Dealing with Internet Gripe Sites 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 Informal Communication Channels 2.3 Adapted from Exhibit 15.8

  20. Coaching and Counseling • Coaching • communicating with someone for the direct purpose of improving the person’s performance • Counseling • communicating with someone about non-job related issues • issues may be affecting a person’s performance 2.4

  21. Protect Personal, Confidential Information • Managers are privy to personal and confidential information about employees • There is a moral and legal obligation toprotect employees’ privacy • Information about discrimination, sexual harassment,potential workplace violence, or conflicts of interestmay need to be shared DOING THE RIGHT THING Doing the Right Thing 2.4

  22. Counseling Financial Services Child Care Employee Assistance Programs Pet Care Senior Care Health Lifestyles Legal Services Employee Assistance Programs 2.4

  23. 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

  24. How to Improve Communication Choosing the Right Communication Medium Being a good listener Giving effective feedback Improving cross-cultural communication 3.1

  25. Communication Medium • The method used to deliver an oral orwritten message. • Oral communication • Written communication Choosing the Right Communication Medium 3.1

  26. Active Listening Hearing versus Listening Emphatic Listening Listening • Empathetic listening: • One step beyond active listening • Setting aside our own attitudes or relationships to understand things through someone else’s eyes Hearing Listening - Act of perceiving sounds - making a conscious effort to hear - Involuntary - voluntary • Active listening means: • paying attention to what is being communicated to you • giving the communicator nonjudgmental feedback to insure understanding AND • getting concurance from the communicator that you have understood correctly. 3.2

  27. Becoming an Active Listener • Clarify responses • ask questions to clear up ambiguities • Paraphrase responses • restate the speaker’s comments in your own words • Summarize responses • review the speaker’s main points 3.2

  28. Becoming an Empathetic Listener • Show your desire to understand • listen first • talk about what’s important to the other • Reflect feelings • focus on the emotional part of the message • more than just restating words 3.2

  29. Responses • 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 …. Clarifying • What you’re really saying is …. • 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 …. Paraphrasing • Let me summarize …. • Okay, your main concerns are …. • Thus far, you’ve discussed …. • To recap what you’ve said …. Summarizing Clarifying, Paraphrasing, and Summarizing 3.2 Adapted from Exhibit 15.10

  30. Giving Feedback Destructive Feedback Constructive feedback is intended to be helpful, corrective, and/or encouraging. Destructive feedback is disapproving without any intention of being helpful and almost always causes a negative or defensive reaction in the recipient. Constructive Feedback 3.3

  31. 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

  32. Improving Cross-Cultural Communication 1. Familiarize yourself with a culture’s work norms 2. Know whether a culture is emotionally affective or neutral People in affective cultures tend to display their emotions openly when communicating, whereas people in neutral cultures do not. 3. Understand terms and attitudes toward time 3.3

  33. Affective and Neutral Cultures In Affective Cultures, People… • Reveal thoughts and feelings through verbal and nonverbal communication • Express and show feelings of tension • Let their emotions flow easily, intensely, and without inhibition • Admire heated, animated, and intense expressions of emotion • Are used to touching, gesturing, and showing strong emotions through facial expressions • Make statements with emotion 3.4

  34. Affective and Neutral Cultures In Neutral Cultures, People… • Don’t reveal what they are thinking or feeling • Hide tension and only show it accidentally in face or posture • Suppress emotions, leading to occasional “explosions” • Admire remaining cool, calm, and relaxed • Resist touching, gesturing, and strong emotions through facial expressions • Often make statements in an unexpressive manner 3.4

  35. Monochronic Cultures People in 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 3.4

  36. Polychronic Cultures People in 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 3.4

  37. 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 spentin discussions • Acquaintance time • how much small-talk is required 3.4

  38. Managing Organization-Wide Communication Improving Transmission:Getting theMessage Out Improving Reception 4

  39. email online discussion forums televised / videotapedspeeches and conferences corporate talk shows broadcast voice mail Improving Transmission Getting the Message Out 4.1

  40. KnowledgeAudit Online Directory DiscussionGroups onInternet RewardInformationSharing Step 1 Step 2 Step 3 Step 4 Establishing Online Discussion Forums 4.1 Adapted from Exhibit 15.14

  41. Improving Reception • Company hotlines • Survey feedback • Informal meetings • Surprise visits • Blogs 4.2

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