1. Management of Organizational Behavior: Leading Human Resources

2. Review of Leadership Defined as an attempt to influence
Leadership/influence – interchangeable
Three ways to influence:
Diagnosing – understand situation
Adapting – adapt behavior to situation
Communicating – so that others understand

3. Importance of Effective Communication
Fact: Written and oral communication skills are the two most important factors/skills in obtaining employment.
There is a direct correlation between employee communication and profitability.
Good communications are the lifeblood of any enterprise.
Importance of Effective Communication

4. Chapter Overview Communication Models Organizational Communication
Linear ~ Interactional ~ Transactional
Organizational Communication
Downward/upward/horizontal communication; grapevine; networks
Patterns of Communication
Star and circle patterns
“Best” Pattern of Communication
Trials show star pattern faster
International Business Communication
Different cultures affect communication effectiveness

5. Three Basic Communication Models
The Linear Model
Shows communicative events as one-sided activities from the leader to the follower
Static model
The Interactional Communication Model
Follower decodes the message
Follower encodes symbols; gives feedback
The Transactional Communication Model
Face-to-face communication

6. The Linear Model
Encode
Symbols
Message
Leader
Channel
Follower

7. The Lineal model One sided – leader to follower
Encoding thoughts to symbols
Symbols:
Images/logos/etc. represent something else
Message:
Symbols formed into messages
Message can be one or set of symbols
Channel:
Messages placed in channel for distribution

8. The linear model Language/body cues
Verbal Language Cues
Messages have verbal or nonverbal cues
Powerless language
Hedges (I think, ums, ers, disclaimers)
Powerful language
Perceived as competent, dynamic, attractive

9. The Linear Model Language/body cues
Nonverbal Language Cues
Nonverbal Cues – Four Functions
Supplement verbal cues – accenting emphasis
Substitute verbal cues – smile/frowns
Contradict verbal cues – sweating/body movement
Regulate verbal cues – pitch at end of sentence to ?,
holding up a hand to stop interaction
- Others: body positions, appearance
Paralanguage
Pitch, rate, volume, use of pauses
Demonstrates enthusiasm, anxiety, urgency

10. Concerns and examples Linear Model
Follower is not involved
No face-to-face communication
Based on hope
Does follower understand the communication
No opportunity for response from follower
Represents one-way communication
Billboards, television, flyers, signs

11. The Linear Model
Encode
Symbols
Message
Leader
Channel
Follower

12. The Interactional communication Model
This model allows the follower to have face-to-face communication with the leader

13. The Interactional communication Model
Symbols
Decode
Message
Encode
Encode
Leader
Channel
Follower
Symbol
Decode
Feedback
Message

14. The Interactional communication Model
After receiving the message, follower decodes it for meaning
Follower translates the symbols
Follower may create a message to return to the leader
Through decoding messages and encoding symbols, follower may give feedback to leader

15. The Interactional communication Model
Feedback
After receiving feedback from a follower, the leader may reshape through feedback then send message to new follower
Even if there is no feedback, the lack of a response is feedback to the leader

16. The Interactional communication Model
This model best explains face-to-face human communication and demonstrates that the responses of the other person involved are continual

17. The transactional communication model
Provides best face-to-face communication
Constantly encoding and decoding messages when talking face-to-face
Channel has two-headed arrow
Contains three new elements
External Noise
Internal Noise
Semantic Noise

18. Transactional communication model
Encode/Decode
Decode/Encode
Noise
Noise
Message
Symbols
Noise
Noise
Noise
Noise
Leader
Follower
Channel
Noise
Noise
Noise
Noise

19. The transactional communication model
External Noise
Occurs outside of brain
Stomach growing, tree in front of sign
Internal Noise
Occurs inside of brain
Listening rate/information rate ratios
External distractions may get you off track
Personal perceptions/preconceived opinions
Semantic Noise
Perceptual process creates semantic noise
Known as word noise
We categorize what we hear, define symbol, put it context
More than one condition may be present

20. The transactional communication model
Semantic Noise
Thought
Symbol or Object
Referent
When we speak, we use symbolism through references or social factors-our
intent is to influence others. When we hear what is said, these symbols
cause us to react or perform by adopting the intended attitude by
the speaker.
Adopted: Triangle of Learning Source: Ogden and Richards 1949

21. Leadership adjustments through understanding of Semantic Noise
Jay A. Conger reinforces need for careful word selection use of paralanguage and nonverbal behavior
Conger’s guidelines for more expressive, inspirational leadership include:
Craft mission statement – values, beliefs, purpose
Use key elements of group’s culture
Use rhetorical techniques – paralanguage/nonverbal behavior
Show your emotions to reflect your persona feelings/concern
Leadership involves capturing the hearts and minds of followers

22. Active listening
Leader must be skilled in receiving messages - listening
We speak at 125 wpm; brain able to listen at wpm = listening gap
Four types of Listeners:
Nonlistener - Marginal listener
Evaluative listener - Active listener
Active Listener – full attention to message

23. Active listening A skill that can be learned
Five guidelines by Carl Rogers:
Listen for message content
Listen for feelings of speaker
Respond to feelings of speaker
Note the speaker’s cues (verbal/nonverbal)
Reflect back to the speaker what you think you are hearing
Results:
Leader develops better relationships between management/staff; increase establishment of clear goals; decrease costly problems

24. Pacing, then leading
Leaders influence from personal power and position power
Rapport builds personal power
Effective communication builds personal power
Getting in step with others make them feel comfortable – pacing with them

25. Pacing, then leading Key concepts in establishing rapport:
Rapport -- attuned to others-verbally/nonverbally
Pacing –- reflect what others do – match part of their ongoing experience
Leading -– getting others to pace with you
Having behavioral adaptability –- have range in your own behavior to pace with others – get “in sync” by aligning with their words, voice characteristics and nonverbals

26. The pace-lead process Summary:
- If followers go with your lead – then lead
- If followers resist your lead, go back to pacing, look for new ways to lead
Leader
Attempts to
Lead
Followers
Follower’s
Behavior
Leader
Paces
Follower
Follower
Accepts
Lead
Leader
Continues
Leading
Follower
Resists
Leader

27. Organizational Communication
All members want to be in “the know”
External communication
Internal communication systems
Downward communication
Upward communication
Horizontal communication
Grapevine
Networks

28. Patterns of communication
Two patterns
Star
Group is free to communicate all around the circle
Nothing favors one group member
Decision making open to all members
Circle
“C” is in leadership role
Members communicate with “C”, not each other
Represents an autocratic structure

29. Patterns of communicationB E B C D E D C
Star
Circle

30. Is there a best pattern? Marble Experiment by Alex Bavelas: Star Group
The star (autocratic) pattern more effective
Star group faster and used fewer messages, developed more efficient processes
However, had negative effect on morale
Group: high opinion of communication but
low opinion of themselves
Circle Group
Slow, inaccurate, but happy
No system, no leader emerged
Critical of process, but enjoyed tasks
Emergency Changed Outcome
In emergency, Circle Group worked together for solution

31. International business communication
Different cultures create barriers for communication
Attribution is critical for these times
Perception
Stereotyping
Ethnocentrism
Our communication skills used in our local situations may be offensive to other cultures – We must stay aware

32. summary
Effective leaders require interpersonal skills and written and oral communication skills
Listening and explaining skills are vital
Communication skills are critical
The Transactional Model of Communication best for today’s workplace (emphasis on teams)