Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-6 Exhibit 10.1 The Interpersonal Communication Process Receiver Message Channel Noise Encoding Decoding Feedback Message Sender

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-7 Distortions in Communications Sender Message Channel Receiver Feedback Loop

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-8 Evaluating Communication Methods Feedback Complexity capacity Breadth potential Confidentiality Encoding ease Decoding ease Time-space constraint Cost Interpersonal warmth Formality Scanability Time of consumption

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-9 Fitting Communication with Circumstances Managers can use 12 questions to help them evaluate appropriate communication methods for different circumstances. 1. Feedback. How quickly can the receiver respond to the message? 2. Complexity capacity. Can the method effectively process complex messages? 3. Breadth potential. How many different messages can be transmitted using this method? 4. Confidentiality. Can communicators be reasonably sure their messages are received only by those for whom they’re intended? 5. Encoding ease. Can the sender easily and quickly use this channel?

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Fitting Communication with Circumstances 6. Decoding ease. Can the receiver easily and quickly decode messages? 7. Time–space constraint. Do senders and receivers need to communicate at the same time and in the same space? 8. Cost. How much does it cost to use this method? 9. Interpersonal warmth. How well does this method convey interpersonal warmth? 10. Formality. Does this method have the needed amount of formality? 11. Scanability. Does this method allow the message to be easily browsed or scanned for relevant information? 12. Time of consumption. Does the sender or receiver exercise the most control over when the message is dealt with?

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Interpersonal Communication Methods Face-to-face Telephone Group meetings Formal presentations Memos Postal mail Fax Publications Bulletin boards Audio-/videotapes Hot lines Computer conference Voice mail Teleconference Videoconference

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Exhibit 10.2 Interpersonal Communication Methods

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Nonverbal Communication Communication that is transmitted without words –Sounds –Images –Situational behaviours –Clothing and physical surroundings Body language: gestures, facial expressions, and other body movements that convey meaning Verbal intonation (paralinguistics): emphasis that a speaker gives to certain words or phrases that conveys meaning

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Interpersonal Communication Barriers Defensiveness National Culture Emotions Information Overload Interpersonal Communication Language Filtering SelectivePerception

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Barriers to Effective Interpersonal Communication Filtering –The deliberate manipulation of information to make it appear more favourable to the receiver Emotions –Disregarding rational and objective thinking processes and substituting emotional judgments when interpreting messages Information Overload –Being confronted with a quantity of information that exceeds an individual’s capacity to process it

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Barriers to Effective Interpersonal Communication Selective Perception –Individuals interpret “reality” based on their own needs, motivations, experience, background, and other personal characteristics Defensiveness –When threatened, reacting in a way that reduces the ability to achieve mutual understanding

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Barriers to Effective Interpersonal Communication Language –The different meanings of and specialized ways (jargon) in which senders use words can cause receivers to misinterpret their messages National Culture –Culture influences the form, formality, openness, patterns, and use of information in communications

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Overcoming the Barriers to Effective Interpersonal Communications Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Exhibit 10.3 Active Listening Behaviours Source: Based on P.L. Hunsaker, Training in Management Skills (Upper Saddle River, NJ: Prentice Hall, 2001). Don't overtalk Ask questions Be empathetic Exhibit affirmative head nods and appropriate facial expressions Avoid distracting actions or gestures Make eye contact Paraphrase Avoid interrupting speaker Active Listening