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Chapter 8 Chapter 8

CommunicationCommunication

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LearningLearning OutcomesOutcomes

After reading the material in this chapter, you should be able to:

1. Describe the perceptual process model of communication.

2. Describe the process, personal, physical, and semantic barriers to effective communication.

3. Demonstrate your familiarity with four causes of communication distortion between managers and employees.

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LearningLearning OutcomesOutcomes

4. Discuss the primary sources of nonverbal communication and 10 keys to active listening.

5. Explain electronic communication using email, videoconferencing, and collaborative computing, and explain the related use of telecommuting.

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BASIC DIMENSIONS OF THE BASIC DIMENSIONS OF THE COMMUNICATION PROCESSCOMMUNICATION PROCESS

What is Communication?What is Communication?

“The exchange of information between The exchange of information between

a sender and a receiver, and the a sender and a receiver, and the

inference (perception) of meaning inference (perception) of meaning

between the individuals involved.”between the individuals involved.”

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BARRIERS TO EFFECTIVE BARRIERS TO EFFECTIVE COMMUNICATIONCOMMUNICATION

Process BarriersProcess Barriers - involve all components of the perceptual model of communication

Personal BarriersPersonal Barriers - involve components of an individual’s communication competence and interpersonal dynamics between people communicating

Physical BarriersPhysical Barriers - pertain to the physical distance between people communicating

Semantic BarriersSemantic Barriers - relate to the different understanding and interpretations of the words we use to communicate

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ORGANIZATIONAL ORGANIZATIONAL COMMUNICATION PATTERNSCOMMUNICATION PATTERNS

• Hierarchical CommunicationHierarchical Communication– exchange of information between managers and exchange of information between managers and

employeesemployees

• GrapevineGrapevine– unofficial communication system of the informal unofficial communication system of the informal

organizationorganization

• Communication DistortionCommunication Distortion– purposely modifying the content of a messagepurposely modifying the content of a message

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Causes of Communication Causes of Communication DistortionDistortion

• Situational causes of distortion in Situational causes of distortion in upward communication:upward communication:

– When supervisors have high upward When supervisors have high upward influence and/or powerinfluence and/or power

– When employees aspire to move upwardWhen employees aspire to move upward

– When employees do not trust their When employees do not trust their supervisorssupervisors

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Reducing Communication DistortionReducing Communication Distortion

1. Deemphasize power differences

2. Enhance trust

3. Encourage staff feedback

4. Establish performance goals that encourage focus on problems rather than personalities

5. Encourage dialogue between those with opposing viewpoints

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INTERPERSONAL COMMUNICATIONINTERPERSONAL COMMUNICATION

• AssertivenessAssertiveness– Expressive & self-enhancing, but Expressive & self-enhancing, but

does not take advantage of othersdoes not take advantage of others

• AggressivenessAggressiveness– Expressive & self-enhancing, but Expressive & self-enhancing, but

takes unfair advantage of otherstakes unfair advantage of others

• NonassertivenessNonassertiveness– Timid and self-denying behaviourTimid and self-denying behaviour

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Nonverbal CommunicationNonverbal Communication

Nonverbal Communication –Nonverbal Communication – messages sent messages sent outside of the written or spoken wordoutside of the written or spoken word

Primary Sources of nonverbal communication:Primary Sources of nonverbal communication: Body movements & gesturesBody movements & gestures

TouchTouch

Facial ExpressionsFacial Expressions

Eye ContactEye Contact

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Active ListeningActive Listening

Listening –Listening – activelyactively decoding & interpreting verbal decoding & interpreting verbal messages; requires cognitive attention & information messages; requires cognitive attention & information processingprocessing

Listening Styles:Listening Styles: Results-style listenersResults-style listeners

– – want the bottom line or result of a messagewant the bottom line or result of a message Reasons-style listenersReasons-style listeners

– – interested in the rationale behind a messageinterested in the rationale behind a message Process-style listenersProcess-style listeners

– – likes to discuss issues in detaillikes to discuss issues in detail

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Women more likely to:Women more likely to:• Share credit for success• Ask questions for clarification• Mitigate criticism with praise• Indirectly tell others what to do

Men more likely to:Men more likely to:• Boast about themselves• Bluntly give feedback• Withhold compliments• Withhold questions• Refuse to admit fault or weakness

Gender Differences in CommunicationGender Differences in Communication

Men Vs. WomenMen Vs. Women

• Men often complain women talk on and on about their problems

• Women criticize men for not listening

Here is what is happening:

• Men hear a problem & assert their desire for independence & control by offering solutions.

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• Women view telling a problem as a means to promote closeness and support, not to get advice.

• This creates a situation where men (advice givers) appear more knowledgeable, reasonable and in control.

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Men Vs. WomenMen Vs. Women

• Men tend to see the phrase “I’m sorry”, as a weakness because they see it as accepting blame.

• Women see “I’m sorry” to express empathy“I know you must feel bad about this. I probably would in the same position”

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Men Vs. WomenMen Vs. Women

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EmailEmail

VideoconferencingVideoconferencing

Collaborative ComputingCollaborative Computing

TelecommutingTelecommuting

ELECTRONIC COMMUNICATIONELECTRONIC COMMUNICATION

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EmailEmail

Benefits:Benefits:1. Reduces cost of

distributing info

2. Can be a tool for increasing teamwork

3. Reduces cost & time associated with print duplication & paper distribution

4. Fosters flexibility

Drawbacks:1. Can lead to wasted

time & distract from important job duties

2. Can cause information overload

3. People may use email to communicate when another medium is more appropriate

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Video Conferencing: uses video and

audio links to connect people at different

locations

VideoconferencingVideoconferencing

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Collaborative ComputingCollaborative Computing - uses computer software and hardware to link people across a room or across the globe.

Collaborative applications include:Collaborative applications include: messaging & email systems, calendar management, videoconferencing, electronic whiteboards, and computer aided decision-making systems.

Collaborative ComputingCollaborative Computing

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Proposed benefits of telecommuting include:Proposed benefits of telecommuting include: Reduction of capital costs

Increased flexibility & autonomy for workers

Competitive edge in recruitment

Increased job satisfaction & lower turnover

Increased productivity

Tapping non-traditional labour pools

TelecommutingTelecommuting