Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 1 CHAPTER 18 CHAPTER EIGHTEEN Management 3rd Edition Chuck Williams Managing Communication Prepared by Deborah Baker Texas Christian University

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 2 CHAPTER 18 What Would You Do? You are the new CEO of P&G…  Stock lost $70 billion during the previous CEO’s term  Your plans include:  refocus on the P&G core  aim for smaller successes  redo the 11 th floor How can P&G do a better job of communication?

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 3 CHAPTER 18 What Is Communication? After reading the next two sections, you should be able to: 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.

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 4 CHAPTER 18 1 Basic Perception Process Basic Perception Process Perception Problems Perception Problems Perceptions of Others Perceptions of Others Self-Perception Perception and Communication Problems

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 5 CHAPTER 18 1 Been There Done That How Men and Women Communicate at Work Deborah Tannen discusses the different ways that men and women communicate in the workplace…  There are gender and power differences in communication  but not all men nor all women communicate in the same way  Different styles fit different people and situations

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 6 CHAPTER 18 Basic Perception Process 1.1  Perception is the process by which individuals make sense of their world  Perceptual filters  how people experience stimuli  personality-, psychology-, or experience-based differences

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 7 CHAPTER 18 Basic Perception Process 1.1 Stimulus Attention Perceptual Filter Organization Perceptual Filter Interpretation Perceptual Filter Retention PerceptualFilter Adapted From Exhibit 18.1

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 8 CHAPTER 18 Perception Problems 1.2  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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 9 CHAPTER 18 Perception of Others 1.3  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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 10 CHAPTER 18 Attribution Bias and Error 1.3 Defensive Bias Defensive Bias Fundamental Attribution Error

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 11 CHAPTER 18 Self-Perception 1.4  We also evaluate ourselves and our environment  Self-serving bias  attribute successes to ourselves - internal  attribute failures to the environment - external

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 12 CHAPTER 18 Kinds of Communication 2 Communication Process Formal Communication Channels Informal Communication Channels Coaching and Counseling Nonverbal Communication

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 13 CHAPTER 18 The Interpersonal Communication Process 2.1 Adapted From Exhibit 18.3 NoiseNoiseNoiseNoise NoiseNoiseNoiseNoise Encode Message Decode Message NoiseNoiseNoiseNoise Transmit Message Receive Message Message to be Conveyed Message that was Understood SenderReceiver

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 14 CHAPTER 18 The Communication Process The sender is unsure what message to communicate 2.The message is not clearly encoded 3.The wrong channel is chosen 4.The message is improperly decoded 5.The receiver lacks experience or time Noise occurs if:

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 15 CHAPTER 18 Formal Communication Channels 2.2  The system of official channels  Downward communication  top down  Upward communication  bottom up  Horizontal  within a level

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 16 CHAPTER 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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 17 CHAPTER Adapted from Exhibit 18.5 Common Problems with Downward, Upward, and Horizontal Communication Downward Sending too many messages Issuing contradictory messages Hurriedly communicating vague, unclear messages Issuing messages indicating management’s low regard for lower-level workers Upward Risk of telling upper management about problems Managers acting angrily and defensively to problems Few opportunities for workers to contact upper levels of management Horizontal 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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 18 CHAPTER 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 2.3

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 19 CHAPTER 18 Informal Communication Channels 2.3GossipChainClusterChain Adapted from Exhibit 18.7

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 20 CHAPTER 18 Managing Organizational Grapevines  Don’t withhold information from it  Don’t punish those who use it  Feed information to it  Use it as a source of information 2.3

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 21 CHAPTER 18 Informal Communication Channels Correct misinformation. 2. Don’t take angry comments personally 3. Give your name and contact number 4. Hold a town meeting to discuss issues 5. Set up anonymous discussion forums Dealing with Internet Gripe Sites Adapted from Exhibit 18.8

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 22 CHAPTER 18 Coaching and Counseling 2.4  Coaching  communicating with someone for the direct purpose of improving the person’s performance  Don’t wait too long  don’t get angry  Counseling  communicating with someone about non-job related issues  issues may be affecting a person’s performance

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 23 CHAPTER 18 Employee Assistance Programs 2.4Counseling Child Care Senior Care LegalServices HealthLifestyles Pet Care FinancialServices EmployeeAssistancePrograms

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 24 CHAPTER 18 Nonverbal Communication 2.5  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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 25 CHAPTER 18 How to Improve Communication After reading the next two sections, you should be able to: 3.explain how managers can manage effective one-on-one communication. 4.describe how managers can manage effective organization-wide communication.

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 26 CHAPTER 18 Managing One-on-One Communication 3 Choosing the right communication medium Being a good listener Giving effective feedback Improving cross-cultural communication

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 27 CHAPTER 18 Choosing the Right Communication Medium 3.1  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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 28 CHAPTER 18 Listening 3.2 HearingversusListening ActiveListening EmphaticListening

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 29 CHAPTER 18 Becoming an Active Listener 3.2  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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 30 CHAPTER 18 Becoming an Empathetic Listener 3.2  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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 31 CHAPTER 18 Clarifying, Paraphrasing, and Summarizing 3.2 Responses Clarifying Could you explain that again? I don’t understand what you mean I’m confused. Would you run through 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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 32 CHAPTER Giving Feedback Destructive Feedback Constructive Feedback

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 33 CHAPTER 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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 34 CHAPTER Improving Cross-Cultural Communication 1. Familiarize yourself with a culture’s work norms 2. Know the determine whether a culture is emotionally affective or neutral 3. Understand address terms and attitudes toward time

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 35 CHAPTER A Comparison of French and 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. U.S.France 18%53% 5%24% 52%32% 36%56% Adapted from Exhibit 18.11

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 36 CHAPTER 18 Affective and Neutral Cultures 3.4 In Affective Cultures 1.Thoughts and feelings are revealed through verbal and nonverbal communication 2.Feelings of tension are expressed and shown 3.Emotions flow easily, intensely, and without inhibition 4.Heated, animated, and intense expressions of emotion are admired 5.People are used to touching, gesturing, and showing strong facial expressions of emotions 6.People make statements with emotion

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 37 CHAPTER 18 Affective and Neutral Cultures 3.4 In Neutral Cultures 1.Thoughts and feelings are not revealed 2.Feelings of tension are hidden and shown only accidentally in person or face-to-face 3.Emotions are suppressed, leading to occasional “explosions” 4.Remaining cool, calm, and relaxed is admired 5.Physical contact such as touching, gesturing, and strong facial expressions are considered taboo 6.People often make statements in an unexpressive manner

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 38 CHAPTER 18 Monochronic Cultures 3.4 People…  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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 39 CHAPTER 18 Polychronic Cultures 3.4 People…  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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 40 CHAPTER 18 Cross-Cultural Temporal Concepts 3.4  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

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 41 CHAPTER 18 Managing Organization-Wide Communication 4 Improving Transmission: Getting the Message Out Improving Transmission: Getting the Message Out Improving Reception Improving Reception Managing Conversations Managing Conversations

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 42 CHAPTER 18 online discussion forums televised / videotaped speeches and conferences corporate talk shows broadcast voice mail Improving Transmission 4.1 Getting the Message Out

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 43 CHAPTER 18 Establishing Online Discussion Forums 4.1 Knowledge Audit Online Directory Online Directory Discussion Groups on Internet Reward Information Sharing Step 1Step 2Step 3Step 4 Adapted from Exhibit 18.14

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 44 CHAPTER 18 Improving Reception 4.2  Company hotlines  call and leave anonymous comments  Survey feedback  information gathered from questionnaires  Informal meetings with top executives  directly “hear” employees

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 45 CHAPTER 18 Managing Conversations to Promote Change 4.3 Adapted from Exhibit Initiative Conversations: Start a Change Potential Breakdown: Omit Closure Potential Breakdown: Omit Closure Conversations for Closure: Complete Change Conversations for Closure: Complete Change Conversations for Understanding: Generate Understanding Conversations for Understanding: Generate Understanding Potential Breakdown: Unclear Conditions of Satisfaction Conversations for Performance: Getting Into Action Potential Breakdown: Nothing Happens Potential Breakdown: Nothing Happens Potential Breakdown: Agreement Isn’t Action Lack of Rigor Potential Breakdown: Agreement Isn’t Action Lack of Rigor

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 46 CHAPTER 18 What Would You Do—II?  The return of the war correspondents is going to be a challenge  You realize that you will need a plan for interacting with the war correspondents to help them readjust Which communication skills will be the most useful? Ann S. Tyson is one of the combat reporters for Christian Science Monitor…