1. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Communicating in Organizational Settings C H A P T E R 11

2. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Pearse Flynn: Master Communicator Pearse Flynn encouraged communication by redesigning buildings and asking staff to write their opinions on sticky notes. The former Alcatel executive (now CEO of Damovo) also practices management by wandering around by chatting with employees in offices and pubs. C. Mikula, Ottawa Citizen

3. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Four Functions of Communication Knowledge management Decision making Coordinating work activities Fulfills relatedness needs C. Mikula, Ottawa Citizen

4. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Receiver Decodemessage Encodefeedback Formfeedback Sender Formmessage Encodemessage Decodefeedback TransmitMessage TransmitFeedback Receiveencodedmessage Receivefeedback Noise Communication Process Model

5. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Communication Barriers Perceptions Filtering Language  Jargon  Ambiguity Information Overload © Photodisc. With permission.

6. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e

7. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Episodes of information overload Employee’s information processing capacity Time Information Load Information Overload

8. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Managing Information Overload Solution 1: Increase information processing capacity  Learn to digest information more quickly  Temporarily work longer hours Solution 2: Reduce information load  Buffering  Omitting  Summarizing

9. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e N. Didlick, Vancouver Sun Internet Communication in Nunavut Through e-mail, Internet chat rooms, and other information technology, Adamee Itorcheak brings together the widely dispersed people of Nunavut Territory in Northern Canada.

10. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Communicating Through E-mail Advantages of E-mail  Efficient medium  Asynchronous  Random information access  Fewer social status barriers Problems with E-mail  Information overload  Interpreting emotions  Flaming  Lacks empathy or social support N. Didlick, Vancouver Sun

11. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e :-) :-} <:-) :-X :-j {} Guessing E-Mail Emoticons Happy Smirk Dumb question OOPS! Tongue in cheek Hug

12. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Nonverbal Communication Actions, gestures, facial expressions, etc. Transmits most info in face-to-face meetings Influences meaning of verbal and written symbols Less rule bound than verbal communication Important part of emotional labor

13. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Face-to-face Telephone E-mail Newsletters Oversimplified Zone Overloaded Zone Routine/ Clear Nonroutine/ Ambiguous Rich Lean Media Richness Situation Hierarchy of Media Richness

14. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Courtesy of Nortel Networks Communicating in Hierarchies Newsletters and e-zines  Multi-pronged strategy Workspace design  Need to balance need to concentrate with improved informal communication Employee surveys Management by walking around

15. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Organizational Grapevine Early Research Findings  Transmits information rapidly in all directions  Follows a cluster chain pattern  More active in homogeneous groups  Transmits some degree of truth Changes Due to Internet  E-mail etc. becoming main grapevine medium  Social networks are now global  Vault.com extends gossip to anyone

16. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Grapevine: Positives and Negatives Benefits  Supplements information  Strengthens corporate culture  Relieves anxiety  Signals that problems exist Problems  Suggests lack of concern for employees  Distortions might escalate anxiety

17. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Cross-Cultural Communication Verbal differences  Language  Voice intonation Nonverbal differences  Interpreting nonverbal meaning  Importance of verbal versus nonverbal  Silence and conversational overlaps

18. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e MenWomen Gender Communication Differences Gives advice quickly and directly Gives advice indirectly and reluctantly Report talk Rapport talk Avoids asking for information Frequently asks for information Less sensitive to nonverbal cues More sensitive to nonverbal cues

19. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Getting Your Message Across Empathize Repeat the message Use timing effectively Be descriptive © Photodisc. With permission.

20. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Active Listening Process and Strategies ACTIVELISTENING SENSING Postpone evaluation Postpone evaluation Avoid interruptions Avoid interruptions Maintain interest Maintain interest EVALUATING Empathize Empathize Organize information Organize informationRESPONDING Show interest Show interest Clarify the message Clarify the message

21. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Communicating in Organizational Settings C H A P T E R 11