1. Communicating in the Digital Age Supplemental Slides Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2. 14-2 Ch. 14 Learning Objectives 1.Describe the perceptual process model of communication. 2.Describe the barriers to effective communication. 3.Contrast the communication styles of assertiveness, aggressiveness, and nonassertiveness. 4.Discuss the primary sources of both nonverbal communication and listener comprehension. 5.Review the five dominant listening styles and 10 keys to effective listening.

3. 14-3 Ch. 14 Learning Objectives 6.Describe the communication differences between men and women, and explain the source of these differences. 7.Discuss the formal and informal communication channels. 8.Explain the contingency approach to media selection. 9.Describe the Internet Generation and discuss the pros and cons of teleworking. 10.Specify practical tips for more effective e-mail and cell phone etiquette.

4. 14-4 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?

5. 14-5 A Perceptual Model of Communication

6. 14-6 Process Barriers to Effective Communication

7. 14-7 Personal Barriers to Effective Communication 1)Variable skills in communicating effectively 2)Variations in how information is processed and interpreted 3)Variations in personal trust 4)Stereotypes and prejudices 5)Big egos 6)Poor listening skills 7)Natural tendency to evaluate other’s messages 8)Inability to listen with understanding 9)Nonverbal communication

8. 14-8 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

9. 14-9 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? a.Semantic barrier b.Physical barrier c.Medium barrier d.Feedback barrier

10. 14-10 Communication Styles  Direct and unambiguous language  No attributions or evaluations of other’s behavior  Use of “I” statements and cooperative “we” statements  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 Pushing hard without attacking; permits others to influence outcome: expressive and self-enhancing without intruding on others Assertive Verbal Behavior Pattern Nonverbal Behavior Pattern DescriptionCommunication Style

11. 14-11 Communication Styles  Swear words and abusive language  Attributions and evaluations of others’ behavior  Sexist or racist terms  Explicit threats or put-downs  Glaring eye contact  Moving or leaning too close  Threatening gestures  Loud voice  Frequent interruptions Taking advantage of others; expressive and self- enhancing at others’ expense Aggressive Verbal Behavior Pattern Nonverbal Behavior Pattern DescriptionCommunication Style

12. 14-12 Communication Styles  Qualifiers  Fillers  Negaters  Little eye contact  Downward glances  Slumped posture  Constantly shifting weight  Wringing hands  Weak or whiny voice Encouraging others to take advantage of us; inhibited; self-denying Nonassertive Verbal Behavior Pattern Nonverbal Behavior Pattern DescriptionCommunication Style

13. 14-13 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?

14. 14-14 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: a.Effective, he did all the right things b.Over the top, he would make me uncomfortable c.Pretty good, he just shouldn’t have leaned over the table

15. 14-15 Active Listening Five Dominant Styles Appreciative Empathetic Comprehensive Discerning Evaluative

16. 14-16 Keys to Effective Listening 1)Capitalize on thought speed 2)Listen for ideas 3)Find an area of interest 4)Judge content, not delivery 5)Hold your fire 6)Work at listening 7)Resist distractions 8)Hear what is said 9)Challenge yourself 10)Use handouts, overheads, or other visual aids

17. 14-17 Gender Differences in Communication 1)Men are less likely to ask for information or directions 2)In decision making, women are more likely to downplay their certainty; men are more likely to downplay their doubts 3)Women apologize even when they have done nothing wrong. Men avoid apologies as signs of weakness or concession 4)Women accept blame as a way of smoothing awkward situations. Men ignore blame and place it elsewhere 5)Women temper criticism with positive buffers. Men give criticism directly

18. 14-18 Gender Differences in Communication 6)Women insert unnecessary and unwarranted “thank- you’s” in conversations. Men avoid thanks altogether 7)Women ask “What do you think?” to build consensus. Men perceive that question as a sign of incompetence and lack of confidence 8)Women give directions in indirect ways 9)Men usurp (take) ideas stated by women and claim them as their own. Women allow this process to take place without protest 10)Women use softer voice volume to encourage persuasion and approval. Men use louder voice volume to attract attention and maintain control

19. 14-19 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?

20. 14-20 Grapevine Patterns Y D C B A Single strand—each tells one other A JB DHI K F G E C Gossip—one tells all A FB D J H C E K GI X Probability—each randomly tells others A C D F J I B Cluster—some tell selected others; most typical

21. 14-21 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?

22. 14-22 Test Your Knowledge True (A) or False (B)? 1.The Grapevine is only 30% accurate 2.The grapevine moves a lot faster than formal communication channels. 3.Organizational moles use the grapevine to their personal advantage. 4.Managers should try to control or stop the grapevine because of it’s negative impact on the organization.

23. 14-23 Contingency Model for Selecting Communication Media Low Lean Richness of Communication Medium Rich Complexity of Problem/Situation High Zone of effective communication Overload zone Oversimplification zone Impersonal static media Personal static media Interactive media Face-to-face

24. Protecting Against Security and Privacy Breaches on the Internet Pick strong passwordsUse different passwordsDon’t reveal sensitive informationDon’t share files on services like Google Docs 14-24

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 servicesApply the latest security updates 14-25

26. Internet Generation Norms FreedomCustomizationScrutinyIntegrityCollaborationEntertainmentSpeedInnovation 14-26

27. Telecommuting ProblemsBenefits Reduced capital costs Productivity gains Employer attractiveness Green Takes self- discipline Career implications Isolation Work-life balance 14-27

28. 14-28 Managing Email Don’t assume e-mail is confidential Be professional and courteous Avoid sloppiness Don’t use e-mail for volatile or complex issues Keep messages brief and clear Save people time Be careful with attachments

29. Cell Phone Etiquette Thou Shalt Not 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 14-29

30. Communicating in the Digital Age Supplemental Slides

31. 14-31 Video Cases A Week Without Technology: Could You Do Without? Email Etiquette

32. 14-32 Management in the Movies The Terminal: “Crack in the System” In this scene, Frank Dixon (Stanley Tucci), the director of customs, is explaining the circumstances of the situation to Viktor. Questions Is there communication between Viktor and Frank? Why or why not? What are some barriers to communication? How well was Frank using active listening?

33. 14-33 Tips for Handling Hyper-Speed Managers Reduce distractions – meet in a conference room Always move forward – speak in results and action-oriented ways Speak in headlines, not paragraphs Support headlines with clear, concise statements Ask specific questions Use agendas Source: HR Magazine, April 2007, Ellen Nichols, Hyper-Speed Managers

34. 14-34 Are You on Hyper-Speed? Get up and move around – exercise feeds the brain Ask yourself why you’re rushing – everything is not urgent Talk about it – discuss hyperspeed behaviors openly Plan for hyperspeed – make time to refocus or regain a sense of control Source: HR Magazine, April 2007, Ellen Nichols, Hyper-Speed Managers

35. 14-35 Texting Etiquette When with someone, ask permission to check or send texts Set rules with family and friends Don’t text anything you would not want sent to someone else Follow school or workplace rules for cell phone usage Don’t text about sex Don’t text anything sarcastic Don’t text anything negative or critical Source: Text-Messaging etiquette? 4getit, Arizona Republic, 12/12/06, p. A1, A4

36. 14-36 International Blogging Study Source: Edelman International Blogging Study: Japan; Conducted by StrategyOne, March 2007 % of Respondents

37. 14-37 What does this study suggest about the difference across cultures? What are the pros and cons of using information from blogs to initiate or spur people into action? Source: Edelman International Blogging Study: Japan; Conducted by StrategyOne, March 2007 International Blogging Study

38. 14-38 Manager’s Hot Seat Video: Yea Whatever… 1.During their initial meeting, what “noise” was present that hindered Miguel and Pilar’s ability to communicate successfully?  1. Miguel’s response [to Jezebel’s concern about the budget] is: A.Appropriate B.Missing the point C.Disrespectful  2. The trouble spot is: A. Miguel’s distracted B. Pilar’s too passive C. A misunderstanding

39. 14-39 1.What aspects of active listening did Miguel demonstrate (or fail to)? 2.What could Pilar have done to get Miguel’s full attention in the initial meeting? Video Case: Yea Whatever… (cont.)

40. 14-40 3. Miguel is not cooperating. Pilar should: A.Be forceful B.Reiterate problem C.Fire him 4. The [initial] meeting has been: A.A success B.A failure C.A bit productive Video Case: Yea Whatever… (cont.)

41. 14-41 5.How did Miguel’s behavior change in the second meeting? What indicators were there that he was listening? 6.Why is this [second] meeting different? A.Pilar’s aggressive B.Miguel’s afraid C.Better communication 7.Miguel’s behavior: A.Remains poor B.Improved C.Is motivated Video Case: Yea Whatever… (cont.)

42. 14-42 Off-Duty Blogging You have three employees…. Greg blogs about his company’s employment practices Sue blogs about sexually fantasies Diane blogs about her strong political views All three are excellent employees… your CEO says you need to fire each of them. Do you? Can you legally?

43. 14-43 Sources of Distortion in Upward Communication Pattern of Distortion in Upward Communication Situational Antecedents 1)Increased distortion because employees send more favorable information and withhold useful information HighLow 1)Supervisor’s upward influence 2)Increased distortion because employees screen out information detrimental to their welfare HighLow 2)Supervisor’s power

44. 14-44 Sources of Distortion in Upward Communication Pattern of Distortion in Upward Communication Situational Antecedents 3)Less accuracy because employees tend to pass along information that helps their cause High Low 3)Subordinate’s aspiration for upward mobility 4)Considerable distortion because employees do not pass up all information they receive High Low 4)Subordinate’s trust in the supervisor

45. 14-45 Overwhelmed by SPAM

46. 14-46 One in Four SPAM attacks is Money-Related

47. 14-47 Big Brother is Watching Your E-mail Employers Checking the use of:

48. 14-48 Sales of Software Monitoring Employee Performance is Growing Employee Monitoring Software Market 20012005* $100 Million$2 Billion *Estimate

49. 14-49 Speakerphone Etiquette Don’t shake anything that might make any noise Don’t shuffle or crumple paper, eat crunchy food, or pop chewing gum Don’t type while you’re talking or start lengthy print jobs Don’t drum your fingers on the desk or phone If you need to pick up the handset, do it gently

50. 14-50 Speakerphone Etiquette Cont. Don’t get up and walk around the room while you’re talking Don’t shout If the person on the other end asks you to pick up the handset to speak privately do it, or make arrangements to talk about sensitive material in another call Don’t engage in side conversations If there are others in the office, let the person you are speaking to know and introduce everyone

51. 14-51 E-mail Guidelines 1)Don’t use your in-box as a catchall folder 2)Agree on company acronyms for subject lines 3)Send group mail sparingly 4)Ask to be removed from distribution lists you do not need to be on 5)Use the “out of office” feature and voice messaging to alert people when you are traveling

52. 14-52 E-mail Guidelines Cont. 6)Before sending an attachment in a particular format, make sure the recipient can open it 7)Avoid sending attachments and graphics to people on the road unless absolutely necessary 8)Be specific and helpful 9)Collect what you have to say in one e-mail rather than send out one message per thought 10)Respond to your messages as quickly as possible, preferably by the end of the day

53. 14-53 E-mail Do’s and Don’ts 1)Use e-mail to prepare a group of people for a meeting 2)Use e-mail to set up meetings 3) E-mail is great for recapping spoken conversations 4)Do transmit regularly scheduled news feeds, reports, etc. 5)Do use e-mail to distribute exactly the same information to multiple recipients

54. 14-54 E-mail Do’s and Don’ts Cont. 6.If you’re seized by a fit of creativity in the middle of the night, read your messages again the next morning before sending them—your ideas might look different in the light of day 7.Remember the rules of spelling and grammar 8.Include a greeting and/or closing

55. 14-55 E-mail Do’s and Don’ts Cont. 9)Don’t forward a long chain of emails without changing the original subject line 10)Don’t e-mail someone who sits across the aisle from you 11)While everyone loves a good joke, the novelty has worn off most Internet “humor”

56. 14-56 E-mail Do’s and Don’ts Cont. 12)The same goes for exhortations to save the rainforest, warnings about new kinds of corporate scams, computer viruses, etc. 13) Avoid chain letters 14)Don’t use e-mail to yell at a colleague—don’t copy others on the message 15)Never write something in an e-mail that you wouldn’t want published in the newspaper

57. 14-57 Traits to Look for When Hiring Virtual Workers Values or Mission Based? Multiple Communication Skills Decision-making confidence Tech Savvy

58. 14-58 Tips for Hiring Virtual Workers Never hire a virtual worker you haven’t met Set expectations Make hiring the person an occasion Start the employee off busy Find the employee a mentor

59. 14-59 Getting Virtual Workers to Do Their Jobs Give them guidelines for setting up their home offices Train them to take advantage of outsourced company services Clearly define job description Provide training services for e- mail to voicemail Set limits on how much work should be completed in one day Make an effort to connect with your employees at least twice a week

60. 14-60 Conclusion Questions for discussion