1. Chapter 10 COMMUNICATING EFFECTIVELY

2. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Chapter Outcomes Define communication and the communication process. Contrast formal and informal communication. Explain how electronic communication affects the supervisor’s job. List barriers to effective communication. Describe techniques for overcoming communication barriers. List the essential requirements for active listening. Explain what behaviors are necessary for providing effective feedback.

3. 3 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. EXHIBIT 10–1 The communication process.

4. 4 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Methods of communication Formal Informal Oral Written Electronic Nonverbal Grapevine

5. 5 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Nonverbal communication Gestures Facial configurations Other body movements Communicating emotions or temperament Aggression Fear Shyness Arrogance Joy Anger

6. 6 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. The grapevine Means of communication by which most operative employees first hear about important changes introduced by organizational leaders; the rumor mill. Four purposes: 1. To structure and reduce anxiety 2. To make sense of limited and fragmented information 3. To serve as a vehicle to organize group members 4. To signal a sender’s status

7. 7 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. EXHIBIT 10–2 Grapevine patterns. Source: John W. Newstrom and Keith Davis, Organizational Behavior: Human behavior at Work, 9th ed. (New York: McGraw-Hill, 1993), p. 445. Reprinted with permission.

8. 8 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. EXHIBIT 10–3 Barriers to effective communication.

9. 9 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. EXHIBIT 10–4 What do you see—an old woman or a young lady?

10. 10 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Improve communication Think first Constrain emotions Learn to listen Tailor language to receiver Match words and actions Use feedback Participate in assertiveness training

11. 11 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Active listening Active v. passive Four requirements for Active Listening: 1. Intensity 2. Empathy 3. Acceptance 4. Willingness to take responsibility for completeness

12. 12 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Suggestions for effective feedback Focus on specific behaviors. Keep feedback impersonal. Keep feedback goal oriented. Make feedback well timed. Ensure understanding. Direct feedback for improvement toward behavior that the receiver can control.