1. Communicating in the Digital Age
Chapter 14 is the first of five chapters that make up Part Four of the textbook where you will learn about organizational processes. The first organizational process you will study is communication, which will be addressed by examining the following topics: basic dimensions of the communication process, interpersonal communication, organizational communication, and communication in the computerized information age.
McGraw-Hill/Irwin
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

2. Ch. 14 Learning Objectives
Describe the perceptual process model of communication.
Describe the barriers to effective communication.
Contrast the communication styles of assertiveness, aggressiveness, and nonassertiveness.
Discuss the primary sources of both nonverbal communication and listener comprehension.
Review the five dominant listening styles and 10 keys to effective listening.
The basic dimensions of the communication process are covered in Objectives 1 and 2. Interpersonal communication is covered in Objectives 3 through 6.
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3. Ch. 14 Learning Objectives
Describe the communication differences between men and women, and explain the source of these differences.
Discuss the formal and informal communication channels.
Explain the contingency approach to media selection.
Describe the Internet Generation and discuss the pros and cons of teleworking.
Specify practical tips for more effective and cell phone etiquette.
Organizational communication is covered in Objectives 7 through 9. And etiquette for communicating in this digital information age is the focus of Objective 10.
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4. Your Experience What are the goals of work-related communication?
How do you know effective communication took place?
What indications does the communication sender have that the message is not understood?
Here are some questions to get you thinking about some of the things we’ll be discussing in this chapter.
What are the goals of work-related communication?
Information is understood
Provided in timely manner
Relationship is enhanced
Student’s may offer others..
How do you know effective communication took place?
Student’s will have a number of responses.
What indications does the communication sender have that the message is not understood?
Use this question as a lead into barriers of effective communication.
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5. A Perceptual Model of Communication
In this model that describes the exchange of information and understanding, senders and receivers can be individuals, groups, or organizations.
The communication flow beings with the sender encoding a message using verbal and non-verbal cues so that the message may be understood by the receiver. The medium is the mechanism by which the message is sent, such as a face-to-face conversation or an message.
Decoding involves the receiver translating the communication into a meaningful message.
Feedback serves as a comprehension check for the sender to confirm that the message was understood by the receiver.
Noise represents any type of interference that can keep the message from being understood as the sender intended it to be understood.
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6. Process Barriers to Effective Communication
Barriers to effective communication include process and personal barriers, as well as physical and semantic barriers. On this slide you see the process barriers, all of which have to do with the inability of different aspects of the perceptual model of communication to accurately and effectively convey a message.
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7. Personal Barriers to Effective Communication
Variable skills in communicating effectively
Variations in how information is processed and interpreted
Variations in personal trust
Stereotypes and prejudices
Big egos
Poor listening skills
Natural tendency to evaluate other’s messages
Inability to listen with understanding
Nonverbal communication
Personal barriers include attributes of, as well as the relationship between, the communicator and sender that can interfere with the accurate transmission and reception of a message.
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8. 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
The distance between employees can also interfere with effective communication. Examples include time zone differences, being too close to each others’ workspace, and computer crashes.
Encoding and decoding errors can be caused by using language, for example, that is too complex for the receiver to understand.
Physical barriers the distance between employees can interfere with effective communication
Examples include, time zone differences; being too close to others’ workspace; computer crashes
Semantic barriers encoding and decoding errors—involve transmitting and receiving words and symbols—fueled by the use of jargon and unnecessary words
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9. Test Your Knowledge
A computer sales person relies on technical jargon to explain aspects of a computer system to his non-technical customer. Which type of barrier exists?
Semantic barrier
Physical barrier
Medium barrier
Feedback barrier
A computer sales person relies on technical jargon to explain aspects of a computer system to his non-technical customer. Which type of barrier exists?
Semantic barrier
Physical barrier
Medium barrier
Feedback barrier
Answer: A,
Follow-up question:
Which part of the perceptual model of communication is most affected?
Typically the encoding and decoding processes although in this situation the sales person should figure out ways to explain the computer system he/she is trying to sell to a lay person so it is probably more of an encoding problem.
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10. Verbal Behavior Pattern Nonverbal Behavior Pattern
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
You can impact your communication competence by evaluating yourself on five dimensions: assertiveness, aggressiveness, nonassertiveness, nonverbal communication, and active listening.
The information on this slide will help you evaluate your assertiveness, which is described as how expressive and self-enhancing you are without taking advantage of others.
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11. Verbal Behavior Pattern Nonverbal Behavior Pattern
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
An aggressive style is expressive and self-enhancing, but takes unfair advantage of others. Evaluate yourself on this dimension.
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12. Verbal Behavior Pattern Nonverbal Behavior Pattern
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
The nonassertive style tends to exhibit timid and self-denying behaviors. Evaluate yourself on this dimension.
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13. Nonverbal Communication
Nonverbal Communication messages sent outside of written or spoken word
Experts estimate 65 to 90% of every conversation is nonverbal
What are examples of nonverbal communication?
The fourth dimension is nonverbal communication--touch, body movements and gestures, facial expressions, and eye contact
You can improve your nonverbal communications by maintaining eye contact, occasionally nodding your head in agreement, smiling and showing animation, leaning toward the speaker, and speaking at a moderate rate and in a quiet, assuring tone.
Actions to avoid are looking away or turning away from the speaker, closing your eyes, using an unpleasant tone of voice, speaking too quickly or too slowly, and yawning excessively.
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14. Test Your Knowledge
During a job interview, Charlie, the interviewer stared intently at the candidate while he talked, constantly nodded his head to show understanding, and leaned over the table towards the candidate. Charlie’s nonverbal communication is:
Effective, he did all the right things
Over the top, he would make me uncomfortable
Pretty good, he just shouldn’t have leaned over the table
During a job interview, Charlie, the interviewer stared intently at the candidate while he talked, constantly nodded his head to show understanding, and leaned slightly over the table towards the candidate. Charlie’s nonverbal communication is:
Effective, he did all the right things
Over the top, he would make me uncomfortable
Pretty good, he just shouldn’t have leaned over the table
Answer: B, while making eye contact intermittently is good, too much could appear intimidating. Constant head nodding actually sends a message that you are not really understanding, you should lean slightly toward the person you are talking too but not too much so that you are in their face.
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15. Active Listening Five Dominant Styles Appreciative Empathetic
Comprehensive
Discerning
Evaluative
The final dimension that can improve your communication competence is active listening, which is actively decoding and interpreting verbal messages.
What kind of listener are you?
An appreciative listener listens in a relaxed manner.
An empathetic listener interprets messages by focusing on emotions and body language of the speaker.
A comprehensive listener makes sense of a message by organizing specific thoughts and then integrating this information by focusing on relationships among ideas.
A discerning listener attempts to understand the main message and determine important points.
An evaluative listener listens analytically and formulates arguments and challenges what is being said.
Each style has its place depending on the situation involved.
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16. Keys to Effective Listening
Capitalize on thought speed
Listen for ideas
Find an area of interest
Judge content, not delivery
Hold your fire
Work at listening
Resist distractions
Hear what is said
Challenge yourself
Use handouts, overheads, or other visual aids
Putting these ten keys into practice can help any listener become a better listener.
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17. Gender Differences in Communication
Men are 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
On this and the next slide, you will see ten differences in how men and women communicate.
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18. 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
Given these differences, some suggest that men and women should learn to adapt to the other genders’ style of communication in order to increase the potential for influence.
The term genderflex means to temporarily use the communication behaviors typical of the other gender.
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19. Formal Communication Channels
Follow the chain of command or organizational structure
Vertical – up and down the organization
Horizontal - communicating within and between work units
External – communicating with others outside the organization
What are examples of vertical, horizontal and external communication?
Let’s expand on the topic of the formal communication channels—vertical, horizontal, and external--that follow the chain of command of the organizational structure.
Examples of vertical communications are a manager giving job instructions, procedures and practices, or feedback to employees. An upward communication example is an employee responding to an opinion survey.
Horizontal examples include employees sharing information of best practices and coordinating work activities or cross-functional projects.
External communications is often a result of a public relations function in communicating with, for example, customers or shareholders.
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20. Grapevine Patterns A F B D J H C E K G I X
Probability—each randomly tells others Y D C B A
Single strand—each tells one other A C D F J I B
Cluster—some tell selected others; most typical A J B D H I K F G E C
Gossip—one tells all
These graphics depict different types of informal communication channels often called the “Grapevine.” These channels do not follow the chain of command or organizational structure.
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21. Informal Communication Channels
Grapevine - unofficial communication system of informal organization and encompasses all types of communication media
Moles
Liaisons
Management by Walking Around
Managers literally walk around an talk to people across lines of authority
How would this work in a virtual working environment?
Informal communication channels do not follow a chain of command, they skip management levels and bypass lines of authority. Let’s discuss two types of informal communication channels.
The Grapevine – unofficial communication system of informal organization and encompasses all types of communication media
Liaison individuals – those who consistently pass along information using the Grapevine
Organizational moles – use information for personal advantage
Management by Walking Around (MBWA) is a strategy used by managers to stay more connected to the issues and concerns of their workforce. Studies have shown that learning information is directly from managers is the preferred delivery mode by most employees.
Discussion question: How would this work in a virtual working environment?
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22. Test Your Knowledge True (A) or False (B)?
The Grapevine is only 30% accurate
The grapevine moves a lot faster than formal communication channels.
Organizational moles use the grapevine to their personal advantage.
Managers should try to control or stop the grapevine because of it’s negative impact on the organization.
True (A) or False (B)?
The Grapevine is only 30% accurate – False, it’s 75% accurate
The grapevine moves a lot faster than formal communication channels. - True
Organizational moles use the grapevine to their personal advantage. - True
Managers should try to control or stop the grapevine because of it’s negative impact on the organization. – False, manager should try to influence and monitor the grapevine to reduce untrue rumors from spreading.
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23. Contingency Model for Selecting Communication Media
Rich
Overload zone
Face-to-face
Interactive media
Richness of Communication Medium
Zone of effective communication
Personal static media
Oversimplification zone
Impersonal static media
According to this model, effective communication occurs when the richness of the medium, or its information-carrying capacity of data, is matched appropriately with the complexity of the problem or situation.
If the richness of the medium is either too high or too low for the complexity of the problem, ineffective communication results, falling either into the overload zone or the oversimplification zone.
Lean
Low
High
Complexity of Problem/Situation
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24. Protecting Against Security and Privacy Breaches on the Internet
Pick strong passwords
Use different passwords
Don’t reveal sensitive information
Don’t share files on services like Google Docs
These are ways to protect against potential security and privacy breaches when doing business on the internet or using it for personal purposes.
Pick strong passwords. Use a mix of letters, symbols and numbers, following the
guidelines at
• Use different passwords for different Web services. And never use your Web passwords
for PIN codes on credit, debit, or ATM cards.
• Don’t reveal sensitive information—not even in “private” areas of services such
as Facebook or Flickr that offer public access to most material.
• Don’t share files on services that offer optional sharing, such as Google Docs, unless
there is a real need.
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25. Protecting Against Security and Privacy Breaches on the Internet
Keep data whose disclosure would create a legal liability on personal storage devices
Avoid file-sharing services
Apply the latest security updates
• Keep data whose disclosure would create legal liability or embarrassment on your
personal hard drives and storage devices.
• Avoid file-sharing services such as Lime Wire that distribute pirated files. Both the
services and the downloads can open your computer to prying eyes.
• Apply the latest security updates to all your software, including operating systems,
browsers, and antivirus programs.
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26. Internet Generation Norms
Freedom
Customization
Scrutiny
Integrity
Collaboration
Entertainment
Speed
Innovation
The internet generation is coming into the workplace with a set of expectations about information sharing and communication processes. Here are eight norms identified through interviews with members of the “Net Generation”
Freedom – want flexibility in work hours and location
Customization – want to be able to personalize
Scrutiny – are used to screening out good and poor sources of information
Integrity – have lots of tolerance and strive to be considerate and honest
Collaboration – desire to work with others
Entertainment – the fun aspects of the internet make the job more interesting
Speed – used to speed in communications; would like that at work, too with regard to feedback
Innovation – desire workplaces that encourage creativity and collaboration
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27. Telecommuting Problems Benefits Problems Benefits
Takes self-discipline
Career implications
Isolation
Work-life balance
Benefits
Reduced capital costs
Productivity gains
Employer attractiveness
Green
Telecommuting comes with it potential benefits but also difficulties for employers and employees. Most of the research on this topic has been largely anecdotal.
Here are some reported benefits and problems.
Problems
Takes self-discipline – can decrease productivity
Career implications – out of sight, out of mind phenomena may occur
Isolation – employees report feeling isolated and disconnected
Work-life balance – expected to be always available
Benefits
Reduced capital costs – less office space required
Productivity gains – fewer distractions from office noise, politics
Employer attractiveness – having flexible options is appealing to many employees
Green – contributes to green initiatives
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28. Managing Email Don’t assume e-mail is confidential
Be professional and courteous
Avoid sloppiness
Don’t use for volatile or complex issues
Keep messages brief and clear
Save people time
Be careful with attachments
Here are some tips for effectively managing to maximize the productivity of the tool.
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29. Thou Shalt Not Cell Phone Etiquette
Subject others to cell phone conver-sations
Set ringer to annoying tones
Forget to turn cell phone off during public perfor-mances
Dial while driving
Speak louder on cell phone
Five commandments of cell phone etiquette
Thou Shalt Not
Subject others to cell phone conversations
Set ringer to annoying tones
Forget to turn cell phone off during public performances
Dial while driving
Speak louder on cell phone
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