Chapter 8 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Communication

Communication Communication – the evoking of a shared or common meaning in another person Interpersonal Communication – communication between two or more people in an organization Communicator – the person originating the message Receiver – the person receiving a message Perceptual Screen – a window through which we interact with people that influences the quality, accuracy, and clarity of the communication 2

Communication Message – the thoughts and feelings that the communicator is attempting to elicit in the receiver Feedback Loop – the pathway that completes two-way communication Language – the words, their pronunciation, and the methods of combining them used and understood by a group of people 4

Communication Data – uninterpreted and unanalyzed facts Information – data that have been interpreted, analyzed, & and have meaning to some user Richness – the ability of a medium or channel to elicit or evoke meaning in the receiver 4

Basic Interpersonal Communication Model Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Basic Interpersonal Communication Model Perceptual screens / Event X Communicator Receiver Message Context Affect Influence message quality, accuracy, clarity Include age, gender, values, beliefs, culture, experiences, needs 3

Communication Media: Information Richness & Data Capacity SOURCE: E. A. Gerloff in Research in Organizational Behavior 6 1984: 191-233. “Information Richness: A New Approach to Managerial Behavior and Organizational Design” by Richard L. Dalt and R. H. Lengel. Reprinted by permission of JAI Press Inc.

This complex process needs to be divided to be understood Reflective Listening Reflective Listening – the skill of listening carefully to another person and repeating back to the speaker the heard message to correct any inaccuracies or misunderstandings This complex process needs to be divided to be understood What I heard you say was we will understand the process better if we break it into steps Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 6

Reflective Listening Emphasizes receiver’s role Helps the receiver and communicator clearly and fully understand the message sent Useful in problem solving 7

Reflective Listening Reflective listening emphasizes the personal elements of the communication process the feelings communicated in the message responding to the communicator, not leading the communicator the role or receiver or audience understanding people by reducing perceptual distortions and interpersonal barriers 8

One-way vs. Two-way Communication One-Way Communication – a person sends a message to another person and no questions, feedback, or interaction follow Good for giving simple directions Fast but often less accurate than two-way communication Two-Way Communication – the communicator and receiver interact Good for problem solving 10

Barriers to Communication Physical separation Status differences Gender differences Cultural diversity Language Communication Barriers – factors that block or significantly distort successful communication Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 23 23 12

Gateways to Communication Communication Gateways – factors that are antidotes to communication problems Physical separation gateways Periodic face-to-face interactions Regular meetings for interrelated units Status differences gateways Effective supervisory skills Feelings of security for employees Informational technology communication methods 23 12 23

Gateways to Communication Gender differences gateways Awareness of gender-specific differences in communication Cultural diversity gateways Increased awareness and sensitivity Language gateways Simple, direct, declarative language Use brief sentences Speak in the language of the listener Avoid jargon or technical language 23 12 23

Defensive Communication Defensive Communication – communication that can be aggressive, attacking and angry, or passive and withdrawing Leads to injured feelings communication breakdowns alienation retaliatory behaviors nonproductive efforts problem solving failures 13

Nondefensive Communication Nondefensive Communication –communication that is assertive, direct, and powerful Provides basis for defense when attacked restores order, balance, and effectiveness 14

Two Defensiveness Patterns Subordinate Defensiveness – characterized by passive, submissive, withdrawing behavior Dominant Defensiveness – characterized by active, aggressive, attacking behavior 15

Defensive Tactics Boss Example Power Play “Finish this report by month’s end or lose your promotion.” Put-Down “A capable manager would already be done with this report.” Labeling “You must be a slow learner. Your report is still not done?” Raising Doubts “How can I trust you, Chris, if you can’t finish an easy report?” 16

Defensive Tactics Employee Example Misleading Information “Morgan has not gone over with me the information I need for the report.” [Morgan left Chris with a copy of the report.] Scapegoating “Morgan did not give me input until just today.” Hostile Jokes “You can’t be serious! The report isn’t that important.” Deception “I gave it to the secretary. Did she lose it?” 16

Nondefensive Communication: A Powerful Tool Speaker seen as centered, assertive, controlled, informative, realistic, and honest Speaker exhibits self-control and self possession Enhances relationship building Listener feels accepted rather than rejected 17

Nonverbal Communication Nonverbal Communication – all elements of communication that do not involve words Four basic types Proxemics – an individual’s perception and use of space Kinesics – study of body movements, including posture Facial and Eye Behavior – movements that add cues for the receiver Paralanguage – variations in speech, such as pitch, loudness, tempo, tone, duration, laughing, and crying 18

Proxemics: Territorial Space Territorial Space – bands of space extending outward from the body; territorial space differs from culture to culture c c = social 4-12’ a a = intimate <1.5’ b b = personal 1.5-4’ d d = public >12’ 19

Proxemics: Seating Dynamics Seating Dynamics – seating people in certain positions according to the person’s purpose in communication X O X Communication O Cooperation X O X O Non- Communication Competition O 20

Paralanguage Variations in speech send messages What message is sent by High-pitched, breathy voice Rapid, loud speech Interruptions Tongue clucking ?

Examples of Decoding Nonverbal Cues Kinesics and Facial and Eye Behavior Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved He’s unapproachable! He’s angry! I’ll stay out of his way! Boss fails to acknowledge employee’s greeting Boss breathes heavily and waves arms I wonder what he’s hiding? My opinion doesn’t count No eye contact while communicating Manager sighs deeply SOURCE: Adapted from “Steps to Better Listening” by C. Hamilton and B. H. Kleiner. Copyright © February 1987. Reprinted with permission, Personnel Journal, all rights reserved. 21

Information Communication Technology (ICT) Informational databases Electronic mail systems Voice mail systems Fax machine systems Cellular phone systems 22

Characteristics of ICT Instant exchange of information across geographic boundaries and time zones Schedules and office hours become irrelevant Normal considerations of time and distance less important

How ITC Affects Behavior Impersonal—interaction with a machine Flaming, rude, or obscene outbursts Bluntness Intimacy Uninhibitedness Interpersonal skills—tact and graciousness Nonverbal cues—emotional element Clues to power, organizational position, departmental membership

Other Ways ICT Affect Behavior Alters group interaction Equalize participation Less influence from dominant people Information overload Overwhelmed feelings Can’t get away from work Multi-tasking Increases impatience with face-to-face communication 23

Tips for Effective Use of ICT Strive for message completeness Build in opportunities for feedback Do not anticipate immediate response “Is the communication really necessary?” “Disconnect” from technology Provide workplace social interactions