Embed Size (px)
Citation preview
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 1
CHAPTER SIXTEEN
CHAPTER SIXTEENManagingCommunication
Prepared byDeborah BakerTexas Christian University
Effective Management2nd Edition
Chuck Williams
Effective Management2nd Edition
Chuck Williams
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 2
CHAPTER SIXTEEN
Basic PerceptionProcess
Basic PerceptionProcess
PerceptionProblems
PerceptionProblems
Perceptionsof Others
Perceptionsof Others
Self-PerceptionSelf-Perception
Perception and Communication Problems
1
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 3
CHAPTER SIXTEEN
Basic Perception ProcessStimulusStimulus Stimulus
AttentionPerceptual Filter
OrganizationPerceptual Filter
InterpretationPerceptual Filter
RetentionPerceptual FilterAdapted From Exhibit 16.1
1.1
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 4
CHAPTER SIXTEEN
The Interpersonal Communication Process
Adapted From Exhibit 16.2
NNooiissee
NNooiissee
NNooiissee
NNooiissee
NNooiissee
NNooiissee
NNooiissee
NNooiissee
EncodeMessage
DecodeMessage
NNooiissee
NNooiissee
NNooiissee
NNooiissee
TransmitMessage
ReceiveMessage
Message to beConveyed
Messagethat was
Understood
Sender Receiver
2.1
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 5
CHAPTER SIXTEEN
Formal Communication Channels
The system of official channels
Downward communication
top down
Upward communication
bottom up
Horizontal
within a level
2.2
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 6
CHAPTER SIXTEEN
Informal Communication Channels
Transmitting messages outside the formal communication channels
The “grapevine”
Highly accurate
information is timely
senders seek feedback
accuracy can be verified
2.2
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 7
CHAPTER SIXTEEN
Managing One-on-One Communication
Choosing the right communication medium Choosing the right communication medium
Being a good listenerBeing a good listener
Giving effective feedback Giving effective feedback
Improving cross-cultural communicationImproving cross-cultural communication
3
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 8
CHAPTER SIXTEEN
Listening
HearingHearingversusversus
ListeningListening
ActiveActiveListeningListening
EmphaticEmphaticListeningListening
3.2
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 9
CHAPTER SIXTEEN
Making Feedback Effective
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
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 10
CHAPTER SIXTEEN
Improving Cross-Cultural Communication
1. Familiarize yourself with a culture’s work norms1. Familiarize yourself with a culture’s work norms
2. Know the determine whether a culture is emotionally affective or neutral
2. Know the determine whether a culture is emotionally affective or neutral
3. Understand address terms and attitudes toward time
3. Understand address terms and attitudes toward time
3.4
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 11
CHAPTER SIXTEEN
emailemail
online discussion forumsonline discussion forums
televised / videotapedspeeches and conferences
televised / videotapedspeeches and conferences
corporate talk showscorporate talk shows
broadcast voice mailbroadcast voice mail
Improving Transmission
Getting the Message OutGetting the Message OutGetting the Message OutGetting the Message Out
4.1
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 12
CHAPTER SIXTEEN
Improving Reception
Company hotlines
call and leave anonymous comments
Survey feedback
information gathered from questionnaires
Informal meetings with top executives
directly “hear” employees
4.2
