CHAPTER 2 Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Focusing on Interpersonal and Group Communication
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1. Explain how behavioral theories about human needs, trust and disclosure, and motivation relate to business communication. 2. Describe the role of nonverbal messages in communication. 3. Identify aspects of effective listening. 4. Identify factors affecting group and team communication. 5. Discuss aspects of effective meeting management.
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Behavioral Theories Impact Communication
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Maslow’s Hierarchy of Needs
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Johari Window: Trust Leads to Reciprocal Sharing Johari Window: Trust Leads to Reciprocal Sharing
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. McGregor’s Management Styles dislike narrowly little work challenging widely independently
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Hersey and Blanchard’s Situational Leadership Model Leadership style must be appropriate for follower and task being performed. vs.
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Social Constructionist ●Leadership co-constructed emerging from employee interaction
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Nonverbal Communication Adds Meaning
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Metacommunication Message SentMessage Implied by Senders Message Inferred by Receivers “Be on time.” “ “An early start is the best one.” OR “You are often late.” “She thinks I’m always late.” “Take more time with your work.” I want to help you improve” or “We can’t afford any more foul-ups.” “He thinks I’m careless, and this comment is a warning.” “This work is better.”“Good solid revisions.” OR “Your work finally shows promise.” “Was my previous work bad?”
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Kinesic Communication
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Kinesic Messages ActionPossible Message Wink or light chuckle after statement“Don’t believe what I just said.” A supervisor lightly puts his arm around an employee’s shoulders “Everything is fine. Let me help you.” OR sexual harassment A job applicant submits a résumé with errors ““My spelling and grammar skills are deficient.” OR “I don’t care to do my best.” A group leader does not sit at the head of the table “I want to demonstrate my equality with other members.”
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Nonverbal Messages ● Cannot be _______ ● Vary between ______ and cultures ● May be ____________ or unintentional, _________ or harmful ● May be ____________ and receive more attention than the verbal message avoided people intentional beneficial contradictory
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Effective Listeners... ● Minimize distractions ● Get in touch with the speaker ● Show active involvement; do not interrupt ● Ask reflective questions ● Send probing prompts to the speaker ● Use lag time wisely
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Bad Listening Habits Faking attention Allowing disruptions Overlistening Stereotyping Dismissing subjects as uninteresting Failing to observe nonverbal aids
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Characteristics of Effective Groups
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Group Roles
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Types of Teams
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stages of Team Development
Copyright ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Suggestions for Effective Meetings ● Limit meeting ______ and _________ ● Make ___________ arrangements ● Distribute _______ in advance ● Encourage ___________ ● Maintain _____ ● Manage _______ and seek consensus ● Prepare thorough _______ length frequency satisfactory agenda participation order conflict minutes