1. Management Second Canadian Edition
Chuck Williams Alex Z. Kondra Conor Vibert
Slides Prepared by: Kerry Rempel, Okanagan College
©2008 by Nelson, a division of Thomson Canada Limited

2. Managing Communication
Chapter 16
Managing Communication
©2008 by Nelson, a division of Thomson Canada Limited

3. What Would You Do?
As the CEO of Proctor and Gamble, how will you handle the following communication challenges?
Change the pattern of communication throughout the company so that employees feel comfortable talking with top management again
Find out what others within and outside the organization think
©2008 by Nelson, a division of Thomson Canada Limited

4. Learning Objectives: Communication
After reading the next two sections, you should be able to:
1. explain the role that perception plays in communication and communication problems
2. describe the communication process and the various kinds of communication in organizations
©2008 by Nelson, a division of Thomson Canada Limited

5. Perception and Communication Problems
Basic perception process
Perception problems
Perceptions of others
Self-perception
©2008 by Nelson, a division of Thomson Canada Limited

6. Basic Perception Process
Perception is the process by which individuals attend to, organize, interpret, and retain information about their environments
Perceptual filters
how people experience stimuli
personality-, psychology-, or experienced-based differences
affect each part of the perception process:
Attention, organization, interpretation, and retention
©2008 by Nelson, a division of Thomson Canada Limited

7. Basic Perception Process
Exhibit 16.1
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8. Perception Problems Selective perception Closure
tendency to notice and accept information consistent with our values and beliefs
ignore inconsistent information
Closure
tendency to fill in the gaps when information is missing
we assume that what we don’t know is consistent with what we do know
©2008 by Nelson, a division of Thomson Canada Limited

9. Perceptions of Others Attribution theory
we have a basic need to understand and explain the causes of other people’s behaviour
causes can be internal or external
internal causes are voluntary or under the individual’s control
external causes are involuntary and outside the individual’s control
©2008 by Nelson, a division of Thomson Canada Limited

10. Attribution Error and Bias
Defensive bias
tendency for people to perceive themselves as personally and situationally similar to someone who is in trouble
Fundamental attribution error
Tendency to ignore external causes of behaviour and attribute behaviour to internal causes
©2008 by Nelson, a division of Thomson Canada Limited

11. Self-Perception
People generally want to maintain a positive self-image and anything that threatens that can create defensiveness
Self-serving bias
tendency of people to attribute success to internal causes and failure to external causes
©2008 by Nelson, a division of Thomson Canada Limited

12. Kinds of Communication
The communication process
Formal communication channels
Informal communication channels
Coaching and counselling: One-on-one communication
Nonverbal communication
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13. The Interpersonal Communication Process
Exhibit 16.2
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14. Communication Process
Encoding
Putting a message into a form that can be recognized and understood by the receiver
Decoding
Receiver translates the message
Feedback
A return message to the sender that indicates the receiver’s understanding
Noise
Anything that interferers with the transmission of the intended message
©2008 by Nelson, a division of Thomson Canada Limited

15. Noise
Noise occurs if:
1. the sender isn’t sure about what message to communicate
2. the message is not clearly encoded
3. the wrong communication channel is chosen
4. the message is not received or decoded properly
5. the receiver doesn’t have the experience or time to understand the message
©2008 by Nelson, a division of Thomson Canada Limited

16. Meanings of the Word “Fine”
Conduit Metaphor
1. If you exceed the 100-kph speed limit, you may have to pay a fine (penalty)
2. Mario Lemieux turned in a fine performance (excellent)
3. The machine runs at a slow speed, because the tolerance is fine (delicate)
4. The puzzle is difficult to put together because the pieces are so fine (small)
5. Recent experiments have tried to produce drugs that are fine (pure)
6. The pages of that antique book are extremely fine (flimsy)
Adapted from Exhibit 16.3
©2008 by Nelson, a division of Thomson Canada Limited

17. Formal Communication Channels
The system of official channels carrying organizationally approved information
Downward communication
from higher to lower levels
Upward communication
from lower to higher levels
Horizontal communication
among people at the same level
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18. Improving Formal Communication
Decrease reliance on downward communication
Increase chances for upward communication
Encourage greater use of horizontal communication
©2008 by Nelson, a division of Thomson Canada Limited

19. Informal Communication Channels
Transmission of messages outside the formal communication channels
The “grapevine”
arises out of informal networks
carries highly accurate information
information is interesting and timely
senders can seek feedback
accuracy can be verified
©2008 by Nelson, a division of Thomson Canada Limited

20. Managing the Grapevine
Don’t withhold information from it
Feed information to it to keep employees informed
Use it as a source of information
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21. Coaching and Counselling: One-on-One Communication
communicating with someone for the direct purpose of improving the person’s performance
Counselling
communicating with someone about non-job-related issues that may be affecting performance
©2008 by Nelson, a division of Thomson Canada Limited

22. Nonverbal Communication
Any communication that doesn’t involve words.
Kinesics
movements of the body and face
Paralanguage
the pitch, rate, tone, volume, and speaking pattern of one’s voice
©2008 by Nelson, a division of Thomson Canada Limited

23. Learning Objectives: Improving Communication
After reading the next two sections, you should be able to:
3. explain how managers can manage effective one-on-one communication
4. describe how managers can manage effective organization-wide communication
©2008 by Nelson, a division of Thomson Canada Limited

24. Managing One-on-One Communication
Choosing the right communication medium
Listening
Giving feedback
Improving cross-cultural communication
©2008 by Nelson, a division of Thomson Canada Limited

25. Choosing the Right Communication Medium
The method used to deliver an oral or written message
Oral communication
spoken messages such as face-to-face and group meetings and telephone calls
Not ideal when messages are simple
Written communication
includes letters, s and memos
Not ideal for ambiguous or emotionally laden topics
©2008 by Nelson, a division of Thomson Canada Limited

26. Listening Hearing versus listening Active listening
Empathetic listening
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27. Becoming an Active Listener
Clarify responses
ask speaker to explain confusing statements
Paraphrase responses
restate what has been said in your own words
Summarize responses
review the speaker’s main points
©2008 by Nelson, a division of Thomson Canada Limited

28. Responses for Active Listening
Exhibit 16.5
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29. Becoming an Empathetic Listener
Show your desire to understand
listen first
talk about what’s important to the other
Reflecting feelings
focus on the affective part of the message
demonstrates understanding
©2008 by Nelson, a division of Thomson Canada Limited

30. Giving Feedback Destructive feedback Constructive feedback
disapproves without any intention of being helpful and almost always causes a negative or defensive reaction
Constructive feedback
intended to be helpful, corrective, and/or encouraging
©2008 by Nelson, a division of Thomson Canada Limited

31. Making Feedback Effective
Provide immediate feedback
don’t delay, give feedback while memories are strong
Provide specific feedback
focus on particular behaviours under the person’s control
Provide problem-oriented feedback
focus on behaviour not personality
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32. Improving Cross-Cultural Communication
Familiarize yourself with cultural work norms
Know the address terms
Understand cultural attitudes toward time
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33. Cross-Cultural Temporal Concepts
Appointment time
how punctual you must be
Schedule time
time when projects should be completed
Discussion time
how much time should be spent in discussion with others
Acquaintance time
how much time you must spend with someone before getting down to business
©2008 by Nelson, a division of Thomson Canada Limited

34. Managing Organization-Wide Communication
Improving transmission: getting the message out
Improving reception: hearing what others feel and think
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35. Improving Transmission: Getting the Message Out
Online discussion forums
Televised/videotaped speeches and conferences
Corporate talk shows
Broadcast voic
©2008 by Nelson, a division of Thomson Canada Limited

36. Establishing Online Discussion Forums
1. Perform a “knowledge” audit — identify intellectual assets and spread that information throughout the organization
2. Create an online directory — detail workers’ expertise and make it available to all employees
3. Set up discussion groups on the net — people can collaborate on problem solving
4. Reward information sharing — make sharing knowledge part of performance ratings
Adapted from Exhibit 16.6
©2008 by Nelson, a division of Thomson Canada Limited

37. Improving Reception: Hearing What Others Feel and Think
Organizational Silence
Withholding information about organizational issues
Company hotlines
people can call and leave anonymous comments
Survey feedback
information gathered from questionnaires
Informal meetings
hear directly what people think
Surprise visits
opportunity to talk with people who have little chance to talk with upper management
Blogs
Personal website that provides personal views
©2008 by Nelson, a division of Thomson Canada Limited

38. What Really Happened? The CEO and top management of P&G
listened to what employees were telling them
held informal meetings
encouraged discussion
Resulted in an increase in stock price, profits, and net earnings
©2008 by Nelson, a division of Thomson Canada Limited