Lecture and Resource Slides BCOM 3e, Lehman & DuFrene © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 2 Focusing on Interpersonal and Group Communication

Learning Objectives 1. Explain how behavioral theories about human needs, trust and disclosure, and motivation relate to business communication. 2. Describe the role of nonverbal messages in communication. 3. Identify aspects of effective listening. 4. Identify factors affecting group and team communication. 5. Discuss aspects of effective meeting management.

Learning Objective 1 Explain how behavioral theories about human needs, trust and disclosure, and motivation relate to business communication.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Behavioral Theories Impact Communication Maslow’s Hierarchy of Needs StrokingJohari Window McGregor’s Theory X and Y Hersey and Blanchard’s Situational Leadership Model

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Maslow’s Hierarchy of Needs Self- actualizing needs Ego needs Social needs Security and safety needs Physiological needs

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Johari Window: Trust Leads to Reciprocal Sharing

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. McGregor’s Management Styles Theory X Workers inherently _______ work Talent is _________ distributed among only a few Workers will do as ______ _____ as they are required to do Theory Y Workers like ___________ work Talent is _______ distributed throughout the workforce Workers can be motivated to work _______________ dislike narrowly little work challenging widely independently

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Detailed rules and instructions with close monitoring Directive behavior Listening, communicating, recognizing, and encouraging Supportive behavior Hersey and Blanchard’s Situational Leadership Model Leadership style must be appropriate for follower and task being performed. vs.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Development and Small Group Effectiveness Recognizes that group members need mutual trust Involves emotional and task-oriented communication Uses encounter sessions to promote open communication What behavioral/management theory fits with organizational development?

Learning Objective 2 Describe the role of nonverbal messages in communication.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Nonverbal Communication Adds Meaning Not expressed in words but accompanies a verbal message Metacommunication All types of body movements (gestures, eye contact, and facial expressions) Visual Tone, projection, and emphasis Vocal

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Metacommunication Message SentMessage Implied by Senders Message Inferred by Receivers “Be on time.” “ “An early start is the best one.” OR “You are often late.” “She thinks I’m always late.” “Take more time with your work.” I want to help you improve” or “We can’t afford any more foul-ups.” “He thinks I’m careless, and this comment is a warning.” “This work is better.”“Good solid revisions.” OR “Your work finally shows promise.” “Was my previous work bad?”

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Kinesic Communication Gestures, winks, smiles, frowns, sighs, attire, grooming, and other body movements Visual Intonation, projection, and resonance Vocal

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Kinesic Messages ActionPossible Message Wink or light chuckle after statement “Don’t believe what I just said.” A supervisor lightly puts his arm around an employee’s shoulders “Everything is fine. Let me help you.” OR sexual harassment A job applicant submits a résumé with errors ““My spelling and grammar skills are deficient.” OR “I don’t care to do my best.” A group leader does not sit at the head of the table “I want to demonstrate my equality with other members.”

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Nonverbal Messages Cannot be _______ Vary between ______ and cultures May be ____________ or unintentional, _________or harmful May be __________ and receive more attention than the verbal message avoided people intentional beneficial contradictory

Learning Objective 3 Identify aspects of effective listening.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Effective Listeners... Minimize distractions Get in touch with the speaker Show active involvement; do not interrupt Ask reflective questions Send probing prompts to the speaker Use lag time wisely

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Bad Listening Habits Faking attention Allowing disruptions Overlistening Stereotyping Dismissing subjects as uninteresting Failing to observe nonverbal aids

Learning Objective 4 Identify factors affecting group and team communication.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication in Flat Organizations __________ communication is more important than _______ communication Much communication involves __________ meetings with team members rather than impersonal “hand-offs” Communication is _____ and more _______ Horizontal vertical face-to-face open frequent

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Characteristics of Effective Groups Common goals Role perception Longevity SizeStatus Group norms Leadership

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Group Roles Negative Isolate Dominator Free rider Detractor Digresser Airhead Socializer Positive Facilitator Harmonizer Record keeper Reporter Leader

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Types of Teams Achieve a single goal in limited time Task Force Focus on product or service quality Quality assurance team (quality circle) Join employees from various departments to solve problems Cross-functional team Focus on the development cycle of new products Product development

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stages of Team Development

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Team Behaviors Focus on _______, values, goals, and expectations Commitment Share a sense of ________ Cooperation Know that ___________must flow smoothly Communication Expect all members to share _____ and ________with the team Contribution mission purpose information skills abilities

Learning Objective 5 Discuss aspects of effective meeting management.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Face-to-Face Meetings Advantages Provide rich, nonverbal cues Are preferred when dealing with sensitive issues Are beneficial for rapport Disadvantages Pose logistical issues of time, place, and schedules May be dominated by aggressive and high- status members

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Electronic Meetings Advantages Assist with geographically scattered groups Speed up meeting follow-up activities Place all participants on a more even level Disadvantages Cannot replace face- to-face contact for some meetings Can make consensus harder to reach Are dependent upon keyboarding skills

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Suggestions for Effective Meetings Limit meeting ______and _________ Make ___________ arrangements Distribute _______ in advance Encourage ___________ Maintain _____ Manage _______and seek consensus Prepare thorough _______ length frequency satisfactory agenda participation order conflict minutes