Organizational Communication in the Internet Age Chapter 15 Organizational Communication in the Internet Age Basic Dimensions of the Communication Process Interpersonal Communication Organizational Communication Communication in the Computerized Information Age

Communication Exchange of information Transmission of information Understanding of information

A Perceptual Model of Communication 15-2 Figure 15-1 A Perceptual Model of Communication Sender Receiver Encodes Ideas or Thoughts Encodes Ideas or Thoughts Creates Message Transmitted on medium Creates Message Noise Decodes Message Decodes Message Creates Meaning Transmitted on medium Creates Meaning McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Process Barriers to Effective Communication 15-3 Process Barriers to Effective Communication Sender barrier Encoding barrier Message barrier Medium barrier Decoding barrier Receiving barrier Feedback barrier McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Personal Barriers to Effective Communication 15-4 Personal Barriers to Effective Communication Ability to effectively communicate Way people process and interpret information Level of interpersonal trust between people Stereotypes and prejudice Egos Poor listening skills Neutral tendency to evaluate or judge a sender’s message Inability to listen with understanding McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Other Barriers to Effective Communication 15-5 Other Barriers to Effective Communication Physical barriers the distance between employees can interfere with effective communication Semantic barriers encoding and decoding errors—involve transmitting and receiving words and symbols—fueled by the use of jargon and unnecessary words McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Communication Styles 15-7 Verbal Behavior Pattern Table 15-1 Communication Styles Verbal Behavior Pattern Nonverbal Behavior Pattern Description Communication Style Assertive Pushing hard without attacking; permits others to influence outcome: expressive and self-enhancing without intruding on others Good eye contact Comfortable, but firm posture Strong, steady, and audible voice Facial expressions matched to message Appropriately serious tone Selective interruptions to ensure understanding Direct and unambiguous language No attributions or evaluations of other’s behavior Use of “I” statements and cooperative “we” statements McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Communication Styles 15-8 Verbal Behavior Pattern Table 15-1 cont. Communication Styles Verbal Behavior Pattern Nonverbal Behavior Pattern Description Communication Style Aggressive Taking advantage of others; expressive and self-enhancing at others’ expense Glaring eye contact Moving or leaning too close Threatening gestures Loud voice Frequent interruptions Swear words and abusive language Attributions and evaluations of others’ behavior Sexist or racist terms Explicit threats or put-downs McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Communication Styles 15-9 Verbal Behavior Pattern Table 15-1 cont. Communication Styles Verbal Behavior Pattern Nonverbal Behavior Pattern Description Communication Style Nonassertive Encouraging others to take advantage of us; inhibited; self-denying Little eye contact Downward glances Slumped posture Constantly shifting weight Wringing hands Weak or whiny voice Qualifiers Fillers Negaters McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Nonverbal Communication 15-10 Nonverbal Communication Nonverbal Communication messages sent outside of written or spoken word Experts estimate 65 to 90% of every conversation nonverbal McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Tips on Improving Nonverbal Communication Skills 15-11 Tips on Improving Nonverbal Communication Skills Maintaining eye contact Occasionally nodding the head in agreement Smiling and showing animation Leaning toward the speaker Speaking at a moderate rate, in a quiet, assuring tone McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Nonverbal Actions to Avoid 15-12 Nonverbal Actions to Avoid Looking away or turning away from the speaker Closing your eyes Using an unpleasant voice tone Speaking too quickly or too slowly Yawning excessively McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Active Listening Receiving all messages and paying attention to them Understanding and remembering the message Responding by showing interest and rephrasing

Gender Differences in Communication 15-15 Table 15-3 Gender Differences in Communication Men less likely to ask for information or directions In decision making, women are more likely to downplay their certainty; men are more likely to downplay their doubts Women apologize even when they have done nothing wrong. Men avoid apologies as signs of weakness or concession Women accept blame as a way of smoothing awkward situations. Men ignore blame and place it elsewhere Women temper criticism with positive buffers. Men give criticism directly McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Gender Differences in Communication 15-16 Table 15-3 cont. Gender Differences in Communication Women insert unnecessary and unwarranted “thank-you’s” in conversations. Men avoid thanks altogether Women ask “What do you think?” to build consensus. Men perceive that question as a sign of incompetence and lack of confidence Women give directions in indirect ways Men usurp (take) ideas stated by women and claim them as their own. Women allow this process to take place without protest Women use softer voice volume to encourage persuasion and approval. Men use louder voice volume to attract attention and maintain control McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Choosing the proper media Information richness – potential information-carrying capacity of the medium Determined by Feedback – immediate to slow Channel – combined visual/audio to limited visual Type – personal or impersonal Language source – body, natural, numeric Media differ by Information richness Demands on sender’s and receiver’s time Paper trail

Hierarchical Communication 15-18 Hierarchical Communication Hierarchical Communication exchange of information between managers and employees Managers provide five types of information through downward communication Job instructions Job rationale Organizational procedures and practices Feedback about performance Indoctrination of goals McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Hierarchical Communication Cont. 15-19 Hierarchical Communication Cont. Employees in turn communicate information about Themselves Co-workers Problems Organizational practices and policies What needs to be done and how to do it McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Key Terms Associated with Information Technology 15-22 Key Terms Associated with Information Technology Internet a global network of computer networks Intranet an organization’s private internet that uses firewalls to block outside internet users from accessing confidential information Extranet an extended intranet that connects internal employees with customers, suppliers, and other strategic partners McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

15-23 E-Mail Electronic Mail (E-Mail) uses the internet/intranet to send computer-generated text and documents McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

15-24 Benefits of Email Reduces the cost of distributing information to a large number of employees Increases teamwork Reduces the cost and time associated with print duplication and paper distribution Fosters flexibility McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

More Key Terms Associated with Information Technology 15-25 More Key Terms Associated with Information Technology Video Conferencing uses video and audio links to connect people at different locations Collaborative Computing uses computer software and hardware to link people across a room or across the globe Telecommuting involves receiving and sending work from home to the office by using the phone and a computer link McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.