Chapter 18 Managing Communication

2 What Would You Do? Communication at Mutuals.com Start-up stock brokerage firm charging flat rate rather than commission Spending is wildly out of control As firm has grown larger, personal touch of owner, and some valuable employees are leaving How can you get employees tell you what is wrong?

3 After discussing this section, you should be able to: Learning Objectives Communication 1. explain the role that perception plays in communication and communication problems. 2. describe the communication process and the various kinds of communication in organizations.

4 Perception and Communication Problems Basic Perception Process PerceptionProblems Perceptions of Others Self-Perception

5 Been There, Done That There are gender and power differences in communication  but not all men nor all women communicate in the same way Different styles to fit different people and situations Deborah Tannen: Communicating with Women & Men

6 Perception Basics Perception is the process by which individuals make sense of their world Perceptual filters  how people experience stimuli  personality-, psychology-, or experience-based differences

7 Basic Perception ProcessStimulusStimulusStimulus Attention Perceptual Filter Organization Perceptual Filter Interpretation Perceptual Filter Retention PerceptualFilter Adapted From Exhibit 18.1

8 Perception Problems Selective perception  notice and accept stimuli which are consistent with our values and beliefs  ignore inconsistent stimuli Closure  tendency to fill in the gaps when information is missing  we assume that what we don’t know is consistent with what we do know

9 Perceptions of Others Attribution theory  we have a need to understand others’ behavior  we want to know the causes of others’ behavior Causes can be internal or external attributions  the behavior was voluntary or under their control  the behavior was involuntary and beyond their control

10 Attribution Bias and Error DefensiveBias FundamentalAttributionError

11 Self-Perception We also evaluate ourselves and our environment Self-serving bias  attribute successes to ourselves - internal  attribute failures to the environment - external

12 Kinds of Communication The Communication Process Formal Communication Channels Informal Communication Channels Coaching & Counseling Nonverbal Communication

13 NoiseNoiseNoiseNoise NoiseNoiseNoiseNoise The Interpersonal Communication Process Adapted From Exhibit 18.3 Encode Message Decode Message NoiseNoiseNoiseNoise Transmit Message Receive Message Message to be Conveyed Message that was Understood SenderReceiver

14 Noise occurs if: The sender is unsure what message to communicate The message is not clearly encoded The wrong channel is chosen The message is improperly decoded The receiver lacks experience or time Conduit Metaphor

15 Formal Communication Channels The system of official channels Downward communication  top down Upward communication  bottom up Horizontal  within a level

16 Common Problems with Downward, Upward, and Horizontal Communication Common Problems Downward Upward Horizontal Sending too many messages Issuing contradictory messages Hurriedly communicating vague, unclear messages Issuing messages indicating management’s low regard for lower-level workers Risk of telling upper management about problems Managers acting angrily and defensively to problems Few opportunities for workers to contact upper levels of management Management discouraging or punishing horizontal communication Managers and workers not given time or opportunity for horizontal communication Not enough opportunities or channels for lower-level workers to engage in horizontal communication Adapted from Exhibit 18.5

17 Improving Formal Communication Decrease reliance on downward communication Increase chances for upward communication Encourage much greater use of horizontal communication Be aware of communication problems

18 Informal Communication Channels Transmitting messages outside the formal communication channels The “grapevine” Highly accurate  information is timely  senders seek feedback  accuracy can be verified

19 Grapevine Communication Networks GossipChainClusterChain Adapted from Exhibit 18.7

20 Managing the Grapevine Don’t withhold information from it Don’t punish those who use it Feed information to it Use if as a source of information

21 Dealing With Internet Gripe Sites Correct information, put an end to false rumors, don’t be defensive Don’t take angry comments personally Give your name and contact number to show employees that you’re concerned Hold a town meeting to discuss issues raised on the gripe site Set up anonymous internal discussion forums on company server (discouraging use of the Web site)

22 Coaching and Counseling: One-on- One Communication Coaching  communicating with someone for the direct purpose of improving the person’s performance Counseling  communicating with someone about non-job related issues  issues may be affecting a person’s performance

23 Services Provided by EAPS Counseling Child Care Senior Care LegalServices HealthLifestyles Pet Care FinancialInformation EmployeeAssistancePrograms Adapted from Exhibit 18.9

24 Nonverbal Communication Any communication that doesn’t involve words Kinesics  body and face movements Paralanguage  the pitch, tone, rate, volume, and speaking pattern of a person’s voice

25 After discussing this section, you should be able to: Learning Objectives How to Improve Communication 3. explain how managers can manage effective one- on-one communication. 4. describe how managers can manage effective organization-wide communication.

26 Managing One-on-One Communication Choosing the Right Communication Medium Listening Giving Feedback Improving Cross- Cultural Communication

27 Choosing the Right Communication Medium The method used to deliver a message Oral communication  from face-to-face to video conferencing  a rich, popular medium Written communication  from letters to  good for conveying information

28 Listening Hearingv.Listening ActiveListening EmpatheticListening

29 Becoming an Active Listener Clarify responses  ask questions to clear up ambiguities Paraphrase responses  restating speaker’s comments in your own words Summarize responses  review the speaker’s main points

30 Becoming an Emphatic Listener Show your desire to understand  listen first  talk about what’s important to the other Reflecting feelings  focus on the emotional part of the message  more than just restating words

31 Clarifying, Paraphrasing, and Summarizing Responses Responses Clarifying Could you explain that again? I don’t understand what you mean I’m confused. Would yourun throught that again? I’m not sure how …. Paraphrasing What you’re really saying is …. If I understand you correctly …. So your Perspective is that …. In other words …. Tell me if I’m wrong, but what you’re saying is …. Summarizing Let me summarize …. Okay, your main concerns are …. Thus far, you’ve discussed …. To recap what you’ve said …. Adapted from Exhibit 18.10

32 Giving Feedback DestructiveFeedbackConstructiveFeedback

33 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

34 Improving Cross-Cultural Communication

35 French v. American Views of Work It is important for a manager to have at hand precise answers to most questions subordinates may raise about their work. Most organizations would be better off if conflict could be eliminated forever. Most managers have a clear notion of what we call an organizational structure. Most managers seem to be more motivated by obtaining power than by achieving objectives. Perceptions Agreeing U.S.France 18%53% Adapted from Exhibit 18.11

36 Affective and Neutral Cultures In Affective Cultures Thoughts and feelings are revealed through verbal and nonverbal communication Feelings of tension are expressed and shown Emotions flow easily, intensely, and without inhibition Heated, animated, and intense expressions of emotion are admired People are used to touching, gesturing, and showing strong facial expressions of emotions People make statements with emotion Adapted from Exhibit 18.12

37 Affective and Neutral Cultures In Neutral Cultures Thoughts and feelings are not revealed Feelings of tension are hidden and shown only accidentally in person or face-to-face Emotions are suppressed, leading to occasional “explosions” Remaining cool, calm, and relaxed is admired Physical contact such as touching, gesturing, and strong facial expressions are considered taboo People often make statements in an unexpressive manner Adapted from Exhibit 18.12

38 Monochronic versus Polychronic Cultures People in Monochronic Cultures: Do one thing at a time Concentrate on the job Take time commitments seriously Are committed to the job Adhere religiously to plans Respect privacy and private property Are accustomed to short-term relationships Emphasize promptness

39 Monochronic versus Polychronic Cultures People in Polychronic Cultures: Do many things at once Are highly distractible and subject to interruptions Are committed to people Change plans easily and often Are more concerned with relationships than with privacy Frequently borrow and lend things Vary promptness by the relationship Tend to build lifetime relationships

40 Cross-Cultural Temporal Concepts Appointment time  how punctual you must be Schedule time  time when projects should be completed Discussion time  how much time should be spent in discussions Acquaintance time  how much small-talk is required

41 Managing Organization-Wide Communication Improving Transmission: Getting the Message Out Improving Reception: Hearing What Others Feel & Think

42 Improving Transmission: Getting the Message Out Online discussion forums Corporate talk shows Televised/videotaped speeches and conferences Broadcast voice mail

43 Establishing Online Discussion Forums KnowledgeAudit1 OnlineDirectory2Discussion Groups on Intranet3 RewardInformationSharing4 Adapted from Exhibit 18.14

44 Improving Reception: Hearing What Others Feel & Think Company hotlines  call and leave anonymous comments Survey feedback  information gathered from questionnaires Informal meetings with top executives  directly “hear” employees

45 What Really Happened? Communication at Mutuals.com Problems and frustrations can be put in an e- mail and sent to a “hassles” folder CEO reserves one hour each week to “actively listen” to employee problems Cost and revenue information updated daily and available to employees and manager for control purposes