© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. Chapter 3: COMMUNICATION: THE KEY TO EFFECTIVE SUPERVISORY MANAGEMENT Leonard: Supervision 12e

© © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3–2 AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO: 1.Define communication and explain its importance in today’s culture. 2.Discuss the implications of the new communications age. 3.Analyze the channels of communication available to the supervisor. 4.Identify and discuss barriers to effective communication. 5.Describe ways to overcome communication barriers. 6.Explain how supervisors can better manage meetings with their own managers.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–3 Communication has Changed in the Twenty-First Century CommunicationCommunication  The process of transmitting information and understanding.  The process of imparting ideas and making oneself understood to others. Effective Communication Requires Two-Way ExchangeEffective Communication Requires Two-Way Exchange  Effective communication means that there is a successful transfer of information, meaning, and understanding from a sender to a receiver.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–4 Communication has Changed in the Twenty-First Century(cont’d) Effective Communication Means Better SupervisionEffective Communication Means Better Supervision  More than half the workday involves giving and receiving information.  A supervisor’s effectiveness depends on the ability to create an environment that fosters communication.  Employees must understand their supervisor’s instructions to achieve their objectives.  The supervisor must know how to receive information and understand the messages sent by employees, other supervisors, and high-level managers.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–5 Channels of the Communication Network Formal ChannelsFormal Channels  Vertical channels established primarily by an organization’s structure that follow the lines of authority from the top-level executive down through the organization to supervisors and employees. Types of Formal ChannelsTypes of Formal Channels  Downward communication  Upper-level management issues instructions or disseminates information that managers or supervisors at the next lower level receive and pass to their subordinates, and so on down the line.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–6 Channels of the Communication Network (cont’d) Types of Formal Channels (cont’d)Types of Formal Channels (cont’d)  Upward communication  The actions of lower-level managers and employees in providing relevant, timely and complete information to higher- level managers.  Horizontal communication  The flow of information between departments or people at the same levels but in charge of different functions that facilitates coordination of functions among departments.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–7 Channels of the Communication Network (cont’d) Informal Channels—GrapevineInformal Channels—Grapevine  The informal, unofficial communication channel in all organizations that is the outgrowth of informal and casual groupings of people on the job, of their social interactions, and their desire to communicate. Understanding the GrapevineUnderstanding the Grapevine  It can carry both accurate and inaccurate information.  Its path through the organization varies constantly.  Employees believe strongly in the grapevine.  Supervisors should accept the grapevine’s existence, yet take action to correct any rumors and misinformation it conveys.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–8 The Web and Social Networks Americans are More Connected Than EverAmericans are More Connected Than Ever  Just not in person  93% have cellphone/wireless.  29.7% have smartphones.  1.8 trillion text messages were sent in past twelve months.  90% of global population has access to mobile networks.  Can have different meanings to different persons and in different cultures.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–9 Methods of Communication Behavior Is CommunicationBehavior Is Communication  Body language  Is all observable actions of the sender or receiver.  Communicates something to others, whether it is intended or not.  Can have different meanings to different persons and in different cultures.  Unexplained actions (or inaction) may communicate a meaning that was not intended.

© 2012 Cengage/South-Western. All rights reserved.3–10 Methods of Communication (cont’d) Oral and Written CommunicationOral and Written Communication  Spoken and written words are the most widely used forms of communication in an organization.  A well-balanced communication system uses both written and oral media.  Oral communication:  Advantage: facilitates understanding by allowing for immediate questioning and feedback, and takes less time.  Disadvantage: there is no permanent record of the conversation for comparison should its meaning be misinterpreted or become distorted.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–11 Barriers to Effective Communication NoiseNoise  Obstacles that distort messages between people and lead to misunderstandings, confusion, and conflicts. Language and Vocabulary DifferencesLanguage and Vocabulary Differences  People vary greatly in their ability to convey meaning.  Jargon: words that are specific to an occupation or a specialty.  Semantics: the multiple meanings of words.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–12 Barriers to Effective Communication (cont’d) Differences in Listening Styles and Attention SpansDifferences in Listening Styles and Attention Spans  Today’s audiences want to be part of the process, contributing their own experience while demanding constant visual stimuli. Too Much Information (TMI)Too Much Information (TMI)  Information overload: giving employees too much information, causing them to complain of being overwhelmed with irrelevant and redundant messages.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–13 Barriers to Effective Communication (cont’d) The Internet and TMIThe Internet and TMI  Internet use on the job can become time-consuming for employees and result in lost productivity.  Effective control of Internet communications:  Encourage everyone to ask questions and gather essential information through proper use of the Internet.  Keep messages short and simple.  Provide employees with timely and complete information to do their jobs.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–14 Barriers to Effective Communication (cont’d) Status and PositionStatus and Position  Status  Attitudes toward a person based on the person’s position.  Filtering  The process of omitting or softening unpleasant details. Resistance to Change or New IdeasResistance to Change or New Ideas  If a message is intended to convey a change or a new idea—something that will upset work assignments, positions, or the daily routine—employees are inclined to resist the message.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–15 Barriers to Effective Communication (cont’d) Perceptual BarriersPerceptual Barriers  Stereotyping  Is the perception that all people in a group share attitudes, values, and beliefs  Influences how people respond to others.  Can become a barrier to effective communication.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–16 Barriers to Effective Communication (cont’d) Insensitive Words and Poor TimingInsensitive Words and Poor Timing  Insensitive, offensive language or impetuous responses can make understanding difficult.  When other issues demand attention, attentiveness and responsiveness to work information will fail to meet the other party’s expectations.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–17 Barriers to Effective Communication (cont’d) Inability to Create MeaningInability to Create Meaning  Communication begins when the sender encodes an idea or a thought.  The receiver’s interpretation of a message may differ from what the sender intended.  Meaning is shared understanding of the message.  Say what you mean and mean what you say.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3–18 Overcoming Barriers to Effective Communication Effective Communications Using Feedback Direct and Clear Language Calm Atmosphere Taking time to listen Repetition of Messages Reinforcing Words with Actions Preparation and Planning

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3–19 KEY TERMS Body LanguageBody Language CommunicationCommunication FeedbackFeedback FilteringFiltering GrapevineGrapevine JargonJargon “Kiss” Technique“Kiss” Technique Management by Wandering Around (MBWA)Management by Wandering Around (MBWA) NoiseNoise SemanticsSemantics StatusStatus StereotypingStereotyping