Gholipour A Organizational Behavior. University of Tehran.

Organizational Behavior: Communication Gholipour A Organizational Behavior. University of Tehran.

Learning Objectives After studying this chapter, you should be able to: Identify the main functions of communication. Describe the communication process and distinguish between formal and informal communication. Contrast downward, upward, and lateral communication with examples. Contrast oral, written, and nonverbal communication. Compare and contrast formal communication networks and the grapevine. Analyze the advantages and challenges of electronic communication. Show how channel richness underlies the choice of communication channel. Identify common barriers to effective communication. Show how to overcome the potential problems in cross-cultural communication. Gholipour A Organizational Behavior. University of Tehran.

Control Motivation Emotional Expression Information Functions of Communication Gholipour A Organizational Behavior. University of Tehran.

A Perceptual Model of Communication Noise Sender Receiver decodes Receiver creates meaning Transmitted on medium MessageEncoding Message Transmitted on medium Source decodes TransmitMessage TransmitFeedback Gholipour A Organizational Behavior. University of Tehran.

Paper Exercise Same Message observed and absorbed differently “If What We were saying could be heard as it is, the world would have been a paradise” ( Kennedy ) Gholipour A Organizational Behavior. University of Tehran.

This is what happened Gholipour A Organizational Behavior. University of Tehran.

Thisis How the Italians Saw it This is How the Italians Saw it Gholipour A Organizational Behavior. University of Tehran.

This is how the French Saw it Gholipour A Organizational Behavior. University of Tehran.

This is how the Japanese saw it Gholipour A Organizational Behavior. University of Tehran.

Face-to-face Telephone Personalwritten Formal numeric Oversimplified Zone Overloaded Zone Routine/ Clear Nonroutine/ Ambiguous Rich Lean Media Richness Situation Hierarchy of Media Richness Formalwritten Gholipour A Organizational Behavior. University of Tehran.

Episodes of information overload Employee’s information processing capacity Time Information Load Information Overload Gholipour A Organizational Behavior. University of Tehran.

Reduce Information Load Buffering Summarizing Omitting. Gholipour A Organizational Behavior. University of Tehran.

DownwardDownwardUpwardUpwardLateralLateral Direction of Communication Gholipour A Organizational Behavior. University of Tehran.

Sources of Distortion in Upward Communication Situational Antecedents Patterns of Distortion in Upward Communication 1.Supervisor’s upward influenceLowHigh Increased distortion because employees send more favorable information and withhold useful information. Low High 2. Supervisor’s power Increased distortion because employees screen out information detrimental to their welfare. Low High 3. Subordinate’s aspiration for upward mobility Less accuracy because employees tend to pass along information that helps their cause. LowHigh 4. Subordinate’s trust in the supervisor Considerable distortion because employees do not pass up all information they receive. Gholipour A Organizational Behavior. University of Tehran.

Chain WheelAll-Channel Three Common Small-Group Networks Gholipour A Organizational Behavior. University of Tehran.

Metacommunication Communication is more than just verbal… Communicating about one’s communication style/barriers to communication, etc. Nonverbal communication Verbal (words) Vocal (tone of voice) Visual (body language) Gholipour A Organizational Behavior. University of Tehran.

Nonverbal Communication Body Movement, Gestures and Posture Touch Facial expressions and Personal Appearance. Eye Contact. Interpersonal Distance Voice Quality Gholipour A Organizational Behavior. University of Tehran.

Nonverbal Communication Gholipour A Organizational Behavior. University of Tehran.

Nonverbal Communication Gholipour A Organizational Behavior. University of Tehran.

Nonverbal Communication Gholipour A Organizational Behavior. University of Tehran.

Nonverbal Communication Gholipour A Organizational Behavior. University of Tehran.

Nonverbal Communication Gholipour A Organizational Behavior. University of Tehran.

Nonverbal Communication Gholipour A Organizational Behavior. University of Tehran.

Nonverbal Communication Gholipour A Organizational Behavior. University of Tehran.

Nonverbal Communication

Gholipour A Organizational Behavior. University of Tehran.

Nonverbal Communication

Transmits most information in face-to-face meetings Influences meaning of verbal and written symbols Less rule bound than verbal communication Important part of emotional labor Gholipour A Organizational Behavior. University of Tehran.

Skills and Best Practices: Advice to Improve Nonverbal Communication Skills Maintain eye contact. Nod your head to convey that you are listening or that you agree. Smile and show interest. Lean forward to show the speaker you are interested. Use a tone of voice that matches your message Positive Nonverbal Actions Include: Gholipour A Organizational Behavior. University of Tehran.

Skills and Best Practices: Advice to Improve Nonverbal Communication Skills Avoiding eye contact and looking away from the speaker. Closing your eyes or tensing your facial muscles. Excessive yawning. Using body language that conveys indecisiveness or lack of confidence (e.g., slumped shoulders, head down, flat tones, inaudible voice) Speaking too fast or too slow. Negative Nonverbal Actions Include: Gholipour A Organizational Behavior. University of Tehran.

Organizational Grapevine Early Research Findings –Transmits information rapidly in all directions –Follows a cluster chain pattern –More active in homogeneous groups –Transmits some degree of truth Changes Due to Internet – etc. becoming main grapevine medium –Social networks are now global Gholipour A Organizational Behavior. University of Tehran.

Grapevine: Positives and Negatives Benefits –Supplements information –Strengthens corporate culture –Relieves anxiety –Signals that problems exist Problem –Distortions might escalate anxiety Gholipour A Organizational Behavior. University of Tehran.

Reducing Rumors 1.Announce timetables for making important decisions 2.Explain decisions and behaviors that may appear inconsistent or secretive 3.Emphasize the downside, as well as the upside, of current decisions and future plans 4.Openly discuss worst-case possibilities—they are almost never as anxiety-provoking as the unspoken fantasy Source: Adapted from L. Hirschhorn, “Managing Rumors,” in L. Hirschhorn (ed.), Cutting Back (San Francisco: Jossey-Bass, 1983), pp. 54–56. With permission. Gholipour A Organizational Behavior. University of Tehran.

Cross-Cultural Communication Assume differences until similarity is proved Emphasize description over interpretation and evaluation Cultivate the art of being empathetic Treat your interpretation as a working hypothesis Gholipour A Organizational Behavior. University of Tehran.

Men Women Gender Communication Differences 1.Rapport talk 2.Gives advice indirectly and reluctantly 3.Language of connection and intimacy 4.Frequently asks for information 5.More sensitive to nonverbal cues 6.Want empathy, not solutions 7.Are more likely to compliment 8.Emphasize politeness 9.More conciliatory 1.Report talk 2.Gives advice quickly and directly, Are more directive in conversation 3.Language of status, power; 4.Talk as a means to preserve independence by displaying knowledge and skill 5.Avoids asking for information 6.Less sensitive to nonverbal cues 7.Are more intimidating 8.Call attention to their accomplishments 9.Tend to dominate discussions during meetings Gholipour A Organizational Behavior. University of Tehran.

Interpersonal Communication Styles Assertive Pushing hard without attacking; permits others to influence outcome; expressive and self-enhancing without intruding on others. Good eye contact; Comfortable but firm posture; Strong, steady and audible voice; Facial expressions matched to message; Appropriately serious tone; Selective interruptions to ensure understanding. Direct and unambiguous language; No attributions or evaluations of others’ behavior; Use of “I” statements and cooperative “we” statements. Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Style Description Pattern Pattern Gholipour A Organizational Behavior. University of Tehran.

Interpersonal Communication Styles (continued) Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Style Description Pattern Pattern Aggressive Taking advantage of others; Expressive and self-enhancing at others’ expense. Glaring eye contact; Moving or leaning too close; Threatening gestures (pointing finger; clenched fist); Loud Voice; Frequent interruptions. Swear words and abusive language; Attributions and evaluations of others’ behavior; Sexist or racists terms; Explicit threats or put- downs. Gholipour A Organizational Behavior. University of Tehran.

Interpersonal Communication Styles (continued) Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Style Description Pattern Pattern Nonassertive Encouraging others to take advantage of us; Inhibited; Self-denying. Little eye contact; Downward glances; Slumped postures; Constantly shifting weight; Wringing hands; Weak or whiny voice. Qualifiers (“maybe,” “kind of” ); Fillers (“uh,” “you know,” “well”); Negaters (“it’s really not that important,” “I’m not sure”). Gholipour A Organizational Behavior. University of Tehran.

Listening Styles Results-style: Interested in the bottom line or result of a message. Reasons-style: Interested in hearing the rationale behind a message. Process-style: Likes to discuss issues in detail. Gholipour A Organizational Behavior. University of Tehran.

Managers Should Be Active Listeners Make eye contact Avoid distractions Ask questions Exhibit appropriate expressions Paraphrase Avoid interrupting Don’t talk too much Combine speaking and listening Gholipour A Organizational Behavior. University of Tehran.

Active Listening Process and Strategies ACTIVELISTENING SENSING Postpone evaluation Avoid interruptions Maintain interest EVALUATING Empathize Organize information RESPONDING Show interest Clarify the message Gholipour A Organizational Behavior. University of Tehran.

The Keys to Effective Listening Keys to Effective Listening The Bad Listener The Good Listener 1. Capitalize on thought speed Tends to daydreamStays with the speaker, mentally summarizes the speaker, weighs evidence, and listens between the lines 2. Listen for ideasListens for factsListens for central or overall ideas 3. Find an area of interestTunes out dry speakers or subjects Listens for any useful information 4. Judge content, not delivery Tunes out dry monotone speakers Assesses content by listening to entire message before making judgments 5. Hold your fireGets too emotional or worked up by something said by the speaker and enters into an argument Withholds judgment until comprehension is complete Gholipour A Organizational Behavior. University of Tehran.

The Keys to Effective Listening (cont) Keys to Effective Listening The Bad Listener The Good Listener 6. Work at listeningDoes not expend energy on listening Gives the speaker full attention 7. Resist DistractionsIs easily distractedFights distractions and concentrates on the speaker 8. Hear what is saidShuts our or denies unfavorable information Listens to both favorable and unfavorable information 9. Challenge yourselfResists listening to presentations of difficult subject manner Treats complex presentations as exercises for the mind 10. Use handouts, overheads, or other visual aids Does not take notes or pay attention to visual aids Takes notes as required and uses visual aids to enhance understanding of the presentation Gholipour A Organizational Behavior. University of Tehran.

E-Communication Internet/Intranet/Extranet Electronic Mail Videoconferencing Collaborative Computing Telecommuting Gholipour A Organizational Behavior. University of Tehran.

Electronic Communications: –Advantages: Quickly written, sent, and stored; low cost for distribution –Disadvantages: Messages are easily and commonly misinterpreted Not appropriate for sending negative messages Overused and overloading readers Removes inhibitions and can cause emotional responses and flaming Difficult to “get” emotional state understood – emoticons Non-private: is often monitored and may be forwarded to anyone Gholipour A Organizational Behavior. University of Tehran.

Emoticons: Showing Emotion in Electronic mail needn’t be emotion free. Over the years, a set of symbols (emoticons) has evolved that users have developed for expressing emotions. For instance, the use of all caps (i.e., THIS PROJECT NEEDS YOUR IMMEDIATE ATTENTION!) is the equivalent of shouting. The following highlights some emoticons: Gholipour A Organizational Behavior. University of Tehran.

Electronic Comms: Instant/Text Messaging Forms of “real time” communication of short messages that often use portable communication devices –Explosive growth in business use –Fast and inexpensive means of communication –Can be intrusive and distracting –Easily “hacked” with weak security –Can be seen as too informal Instant Messaging –Immediate sent to receiver’s desktop or device Text Messages –Short messages typically sent to cell phones or other handheld devices Gholipour A Organizational Behavior. University of Tehran.

Electronic Comms: Networking Software Linked systems organically spread throughout the nation and world that can be accessed by a PC Includes: –Social networks like MySpace ® and Facebook ® –Professional networks like Zoominfo ® and Ziggs ® –Corporate networks such as IBM’s BluePages ® Key Points: –These are public spaces – anyone can see what you post –Can be used for job application screening –Avoid “over stimulating” your contacts Gholipour A Organizational Behavior. University of Tehran.

Electronic Comms: Blogs and Videoconferencing Blogs: websites about a single person (or entity) that are typically updated daily –A popular but potentially dangerous activity: Employees may post harmful information Such comments may be cause for dismissal No First Amendment rights protection Can be against company policy to post in the blog during company time and on company equipment/connections Videoconferencing: uses live audio and video Internet streaming to create virtual meetings –Now uses inexpensive webcams and laptops in place of formal videoconferencing rooms Gholipour A Organizational Behavior. University of Tehran.

Communication Barriers and Cultural Context High-Context Cultures Cultures that rely heavily on nonverbal and subtle situational cues to communication. Low-Context Cultures Cultures that rely heavily on words to convey meaning in communication. Gholipour A Organizational Behavior. University of Tehran.

High- vs. Low-Context Cultures Gholipour A Organizational Behavior. University of Tehran.

Barriers to Effective Communication 1.Cultural; 2.Selective Perception; 3.Filtering; 4.Informational overload; 5.Semantic Barriers: Language, Jargon; 6.Defensiveness; 7.Gender. Gholipour A Organizational Behavior. University of Tehran.