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2. 2 Chapter 8 Communication

3.  2007 McGraw-Hill Ryerson Ltd. 3 Learning Outcomes After reading the material in this chapter, you should be able to: 1.Describe the perceptual process model of communication. 2.Describe the process, personal, physical, and semantic barriers to effective communication. 3.Demonstrate your familiarity with four causes of communication distortion between managers and employees.

4.  2007 McGraw-Hill Ryerson Ltd. 4 Learning Outcomes 4.Discuss the primary sources of nonverbal communication and 10 keys to active listening. 5.Explain electronic communication using email, videoconferencing, and collaborative computing, and explain the related use of telecommuting.

5.  2007 McGraw-Hill Ryerson Ltd. 5 BASIC DIMENSIONS OF THE COMMUNICATION PROCESS What is Communication? The exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved.” “The exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved.”

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8. 8 BARRIERS TO EFFECTIVE COMMUNICATION  Process Barriers  Process Barriers - involve all components of the perceptual model of communication  Personal Barriers  Personal Barriers - involve components of an individual’s communication competence and interpersonal dynamics between people communicating  Physical Barriers  Physical Barriers - pertain to the physical distance between people communicating  Semantic Barriers  Semantic Barriers - relate to the different understanding and interpretations of the words we use to communicate

9.  2007 McGraw-Hill Ryerson Ltd. 9 ORGANIZATIONAL COMMUNICATION PATTERNS Hierarchical CommunicationHierarchical Communication –exchange of information between managers and employees GrapevineGrapevine –unofficial communication system of the informal organization Communication DistortionCommunication Distortion –purposely modifying the content of a message

10.  2007 McGraw-Hill Ryerson Ltd. 10 Causes of Communication Distortion Situational causes of distortion in upward communication:Situational causes of distortion in upward communication: –When supervisors have high upward influence and/or power –When employees aspire to move upward –When employees do not trust their supervisors

11.  2007 McGraw-Hill Ryerson Ltd. 11 Reducing Communication Distortion 1.Deemphasize power differences 2.Enhance trust 3.Encourage staff feedback 4.Establish performance goals that encourage focus on problems rather than personalities 5.Encourage dialogue between those with opposing viewpoints

12.  2007 McGraw-Hill Ryerson Ltd. 12 INTERPERSONAL COMMUNICATION AssertivenessAssertiveness –Expressive & self-enhancing, but does not take advantage of others AggressivenessAggressiveness –Expressive & self-enhancing, but takes unfair advantage of others NonassertivenessNonassertiveness –Timid and self-denying behaviour

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14.  2007 McGraw-Hill Ryerson Ltd. 14 Nonverbal Communication Nonverbal Communication – messages sent outside of the written or spoken word Primary Sources of nonverbal communication:  Body movements & gestures  Touch  Facial Expressions  Eye Contact

15.  2007 McGraw-Hill Ryerson Ltd. 15 Active Listening Listening – actively decoding & interpreting verbal messages; requires cognitive attention & information processing Listening Styles:  Results-style listeners – want the bottom line or result of a message  Reasons-style listeners – interested in the rationale behind a message  Process-style listeners – likes to discuss issues in detail

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17.  2007 McGraw-Hill Ryerson Ltd. 17 Women more likely to: Share credit for success Ask questions for clarification Mitigate criticism with praise Indirectly tell others what to do Men more likely to: Boast about themselves Bluntly give feedback Withhold compliments Withhold questions Refuse to admit fault or weakness Gender Differences in Communication

18. Men Vs. Women Men often complain women talk on and on about their problems Women criticize men for not listening Here is what is happening: Men hear a problem & assert their desire for independence & control by offering solutions.  2007 McGraw-Hill Ryerson Ltd. 18

19. Women view telling a problem as a means to promote closeness and support, not to get advice. This creates a situation where men (advice givers) appear more knowledgeable, reasonable and in control.  2007 McGraw-Hill Ryerson Ltd. 19 Men Vs. Women

20. Men tend to see the phrase “I’m sorry”, as a weakness because they see it as accepting blame. Women see “I’m sorry” to express empathy “I know you must feel bad about this. I probably would in the same position”  2007 McGraw-Hill Ryerson Ltd. 20 Men Vs. Women

21.  2007 McGraw-Hill Ryerson Ltd. 21  Email  Videoconferencing  Collaborative Computing  Telecommuting ELECTRONIC COMMUNICATION

22.  2007 McGraw-Hill Ryerson Ltd. 22 Email Benefits: 1.Reduces cost of distributing info 2.Can be a tool for increasing teamwork 3.Reduces cost & time associated with print duplication & paper distribution 4.Fosters flexibility Drawbacks: 1.Can lead to wasted time & distract from important job duties 2.Can cause information overload 3.People may use email to communicate when another medium is more appropriate

23.  2007 McGraw-Hill Ryerson Ltd. 23 Video Conferencing: uses video and audio links to connect people at different locations Videoconferencing

24.  2007 McGraw-Hill Ryerson Ltd. 24 Collaborative Computing Collaborative Computing - uses computer software and hardware to link people across a room or across the globe. Collaborative applications include:  messaging & email systems,  calendar management,  videoconferencing,  electronic whiteboards, and  computer aided decision-making systems. Collaborative Computing

25.  2007 McGraw-Hill Ryerson Ltd. 25 Proposed benefits of telecommuting include:  Reduction of capital costs  Increased flexibility & autonomy for workers  Competitive edge in recruitment  Increased job satisfaction & lower turnover  Increased productivity  Tapping non-traditional labour pools Telecommuting