Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Focusing on Interpersonal and Group Communication Business Communication, 15e Lehman and DuFrene Chapter 2 Lecture Slides

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western 1.Behavioral Theories and their impact on Business Communications 2.Nonverbal Communication 3.Effective Listening 4.Group/Team Communication 5.Meeting Management Chapter 2 Topics

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Maslow’s Hierarchy of Needs McGregor’s Theory X and Y Hersey and Blanchard’s Situational Leadership Model McClelland’s Acquired Needs Theory Behavioral Theories That Impact Communication

Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs – humans will strive to meet needs, only moving on to higher level needs once a need is met. Implication – In order to motivate people, you must try to meet the lowest level of unmet needs that they have.

Maslow’s Hierarchy of Needs Self- actualization Self-fulfillment Esteem or ego Recognition, Confidence, Success, Strength Social Acceptance, Belonging, Love, Affection Safety Security, Protection, Comfort, Peace, Surroundings Physiological Food, Thirst, Sleep, Health, Body needs, Exercise, Rest Higher-order needs Lower-order needs McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13-6 Maslow’s Hierarchy of NeedsSelf-actualizationSelf-actualization Realize one’s full potential full potential Realize one’s full potential full potential Use abilities to the fullest Use abilities to the fullest EsteemEsteem Feel good about oneself Feel good about oneself Promotions and recognition and recognitionPromotions BelongingnessBelongingnessSocial interaction, love Social Interpersonal relations, parties Interpersonal SafetySafety Security, stability Job security, health insurance Job security, health insurance PhysiologicalPhysiological Food, water, shelter shelter Basic pay level to buy items Basic pay level to buy items NeedsDescriptionExamples Lower-level needs must be satisfied before higher-level needs are addressed. Highest-level needs Lowest-level needs

McGregor’s Management Styles Workers inherently _______ work Talent is _________ distributed among only a few Workers will do as ______ _______ as they are required to do Workers like ___________ work Talent is _______ distributed throughout the workforce Workers can be motivated to work _____________ Theory Y Theory X Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western dislike narrowly little challenging work widely independently

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Hersey and Blanchard’s Situational Leadership Model Directive behavior Supportive behavior Leadership style must be appropriate for the follower and the task being performed. vs.

Motivation Theory #3 – McClelland’s Acquired Needs Theory People acquire 3 groups of needs through their life experiences, especially early in life: Need for Achievement – motivated by meeting challenges and excelling at work Need for Power – motivated by responsibility and influence over others Need for Affiliation – motivated by approval and building relationships Implication - If a manager understands which of these 3 types of needs is most important for an employee, then they can be motivated accordingly.

Motivation Theory #3 – McClelland’s Acquired Needs Theory Q. Based upon the McClelland’s Theory, what Need are you most motivated by? Need for Achievement – motivated by meeting challenges Need for Power – motivated by responsibility Need for Affiliation – motivated by approval

Motivation Theory #3 – McClelland’s Acquired Needs Theory * Implication - You will likely be happiest by seeking out a work environment that matches your primary Need: N power - Likely to be happiest in jobs that give you control over budgets, people, and decision-making. N achievement - Likely to be happiest working in an environment in which you can create something new. N affiliation – Likely to happiest when you can be working with other people and can form friendships. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Nonverbal Communication – without the use of words Metacommunication – a message expressed, though not overtly stated (ex: “Don’t be late tomorrow” Kinesics – nonverbal behavior which conveys meaning (examples page 50) –Visual – gestures, eye movements, smiles –Vocal – intonation, volume, pitch Proxemics – distance during communication Nonverbal Communication

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Every Communication contains nonverbals Interpretations may vary wildly by person Interpretations may vary wildly by culture Can be intentional or subconscious Verbals and nonverbals can conflict Nonverbals may “drown out” verbal messages Nonverbals may increase or decrease the effectiveness of verbal messages Understanding Nonverbal Communication

Are you a good listener? Are you open to what other people say to you, or do you make up your mind about things before you hear other views? Do you become bored when other people speak? Do you interrupt people when they are speaking? Do you daydream while others are speaking? Are you hesitant to ask clarifying questions? McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Types of Listening 1.Casual listening – for pleasure 2.Listening for information – to extract the main points being communicated 3.Intensive listening – analyze while listening to soak up information and interact with others 4.Empathetic listening – try to understand not just what is said, but why it is being said and how the speaker feels

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Bad Listening Habits Faking attention Allowing or hoping for disruptions Overlistening – trying to take in every detail and missing main points Stereotyping – age, gender, appearance, accents, mannerisms Dismissing subjects as uninteresting (no value) Failing to observe nonverbals

Ten Commandments for Good Listening 1. Stop talking!You cannot listen if you are talking. 2. Put the talker at ease.Help the talker feel free to talk. 3. Show the talker that youLook and act interested. Do not read your mail while he or she talks. want to listen. 4. Remove distractions.Do not doodle or shuffle papers. Shut the door? 5. Empathize with the talker.Try to put yourself in the talker’s place so that you can see his or her point of view..

Ten Commandments for Good Listening 6. Be patient.Allow plenty of time. Do not interrupt the talker. 7. Hold your temper.An angry person gets the wrong meaning from words. 8. Go easy on argument and criticism.This puts the talker on the defensive. He or she may “clam up” or get angry. Do not argue: even if you win, you lose. 9. Ask questions.This encourages the talker and shows you are listening.It helps to develop points further. 10. Stop talking!This is the first and last commandment, because all other commandments depend on it. Nature gave us two ears but only one tongue..

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Characteristics of Effective Groups Covered in Chapter 1!!

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Group Roles (pages 59-60) Isolator Dominator Free rider Detractor Digressor Airhead Socializer Facilitator Harmonizer Record keeper Reporter Leader Negative Positive

15-21 The Stages of Group Development Figure 15.4

Stages of Team Development 1. 1.Forming – Establishing expectations, identifying skills & personalities, and defining authority 2. 2.Storming – Conflict emerges due to role establishment and challenging each other 3. 3.Norming – agreeing on roles, rules, and behavior 4. 4.Performing – Focusing on solving problems and meeting challenges. Until working through steps 1- 3, a team can’t get in a position to succeed 5. 5.Adjourning – Job is finished & team disbands

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western “Performing” Team Behaviors Commitment — focus on mission, values, goals, and expectations Cooperation — share a sense of purpose Communication — know that information must flow smoothly Contribution — expect all members to share abilities and skills with the team

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Face-to-Face Meetings Provide rich, nonverbal cues Are preferred when dealing with sensitive issues Are beneficial for rapport Pose logistical issues of time, place, and schedules May be dominated by aggressive and high-status members Advantages Disadvantages

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Electronic Meetings Assist with geographically scattered groups Speed up meeting follow-up activities Place all participants on a more even level Cannot replace face-to-face contact for some meetings Can make consensus harder to reach Are dependent upon keyboarding skills Advantages Disadvantages

Chapter 2 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Suggestions for Effective Meetings 1.Question whether it is really necessary 2.Limit length and frequency 3.Plan arrangements satisfactorily 4.Distribute an agenda 5.Encourage participation (as appropriate) 6.Maintain order and professionalism 7.Manage Conflict ( + and -) 8.Seek consensus / Make decisions