3-1 Copyright © 2005 Prentice-Hall Chapter 3 Interpersonal Communication Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall

3-2 Copyright © 2005 Prentice-Hall Learning Objectives Identify and Avoid the Barriers to Effective Communication Send Clear, Understandable Messages Listen Actively to Others Utilize Nonverbal Signals Solicit Meaningful Feedback Adapt to Style, Gender, and Cultural Diversity Give Appropriate Feedback

3-3 Copyright © 2005 Prentice-Hall Common Communication Problems Words mean different things to different people. The initiation of a message provides no assurance it has been received. Communications often become distorted as they are transmitted.

3-4 Copyright © 2005 Prentice-Hall Why is Communication Important? Everything a manager does involves communication. Ineffective communication skills can lead to continuous problems for the manager.

3-5 Copyright © 2005 Prentice-Hall Why is Communication Important? Managers can’t make an informed decision without all of the relevant information Once a decision is made it must be communicated to those in charge of implementing it

3-6 Copyright © 2005 Prentice-Hall What is the Interpersonal Communication Process? Communication begins when one person sends a message to another with the intent of evoking a response.

3-7 Copyright © 2005 Prentice-Hall Communication Orally – speeches, meetings, phone calls Non-verbally – touch, facial expression, tone of voice In writing – memos, reports, manuals Electronically – , voice mail, fax

3-8 Copyright © 2005 Prentice-Hall What is the Interpersonal Communication Process? EffectiveEffective communication occurs when the sender transmits completely and the receiver interprets exactly as the sender intended EfficientEfficient communication uses less time and less resources

3-9 Copyright © 2005 Prentice-Hall The Communication Process Model

3-10 Copyright © 2005 Prentice-Hall Basic Interpersonal Communication Skills Avoid Barriers to Communication Send Understandable Messages Actively Listen

3-11 Copyright © 2005 Prentice-Hall Basic Interpersonal Communication Skills Utilize Non-Verbal Signals Give and Solicit Meaningful Feedback Adapt to Diversity of Communication Styles

3-12 Copyright © 2005 Prentice-Hall Frames of Reference Semantics Value Judgments Selective Listening Filtering Distrust Barriers to Communication

3-13 Copyright © 2005 Prentice-Hall How Do You Send Clear, Understandable Messages? Use Multiple Channels Be Complete and Specific Claim Your Own Message

3-14 Copyright © 2005 Prentice-Hall How Do You Send Clear, Understandable Messages? Be Congruent Simplify Your Language Maintain Credibility Obtain Feedback

3-15 Copyright © 2005 Prentice-Hall Guides for Giving and Receiving Feedback Criteria for Giving Feedback 1.Make sure your comments are intended to help recipient. 2.Speak directly and with feeling. 3.Describe what the person is doing and the effect the person is having. 4.Don’t be threatening or judgmental. 5.Be specific, not general (use clear and recent examples). 6.Give feedback when the recipient is open to accepting it. 7.Check to ensure the validity of your statements. 8.Include only things the receiver can do something about. 9.Don’t overwhelm the person with more than can be handled.

3-16 Copyright © 2005 Prentice-Hall Guides for Giving and Receiving Feedback (continued) Criteria for Receiving Feedback 1.Don’t be defensive. 2.Seek specific examples. 3.Be sure you understand (summarize). 4.Share your feelings about the comments. 5.Ask for definitions. 6.Check out underlying assumptions. 7.Be sensitive to sender’s nonverbal messages. 8.Ask questions to clarify.

3-17 Copyright © 2005 Prentice-Hall How Do You Receive and Understand Messages Accurately? Active Listening Sensing Attending Reflecting

3-18 Copyright © 2005 Prentice-Hall How Can You Utilize Nonverbal Cues? Visual Tactile Vocal Time and Space

3-19 Copyright © 2005 Prentice-Hall Means of Nonverbal Communication ComponentsExamplesMeanings Communicated ImageClothing, hygieneValues, competence Facial ExpressionsFrown, smile, sneerUnexpressed feelings Eye MovementsLooking away, staringIntentions, state of mind PostureLeaning in, slumpedAttitude GesturesHandshake, waveIntentions, feelings VISUAL TouchPat on the backApproval Gentle touch on an armSupport and concern TACTILE

3-20 Copyright © 2005 Prentice-Hall Means of Nonverbal Communication (continued) ComponentsExamplesMeanings Communicated How things are saidLoudness, pitch, rateDifferent meanings, (e.g. Vocal intonationsRhythm, pitch, claritySarcasm, disapproval) VOCAL SPACIAL Body closeness0 – 2 feetFeelings of intimacy Furniture arrangementLarge pieces far apartFormal and serious

3-21 Copyright © 2005 Prentice-Hall How Can You Make Communication More Productive? Productive communication is the process of identifying the desired result, streamlining the message, and communicating with finesse.

3-22 Copyright © 2005 Prentice-Hall Communication Styles The Socializer The Director The Thinker The Relater How Can You Adapt to Diversity of Communication Styles?

3-23 Copyright © 2005 Prentice-Hall Cultural Differences Same words and phrases mean different things to people from different cultures.

3-24 Copyright © 2005 Prentice-Hall Gender Differences Male managers characterized by: Task orientation Dominance Challenges to others Attempts to control

3-25 Copyright © 2005 Prentice-Hall Gender Differences Female managers are usually: More informative Receptive to ideas Focused on interpersonal relations Concerned for others

3-26 Copyright © 2005 Prentice-Hall How Can You Facilitate Communication with Diversity? Assume Differences Emphasize Description Empathize Treat Interpretations as Guesses