CHAPTER THIRTEEN Managing Communication

Transcription

1 CHAPTER THIRTEEN Managing Communication 1 Effective Management 3 rd Edition Chuck Williams

2 What Would You Do? JetBlue Headquarters Forest Hills, New York JetBlue offers direct flights, low fares, and great customer service. Its cost structure is even better than Southwest Airlines. But, hyper growth is likely to create serious issues. How can JetBlue maintain its culture? How will it satisfy customers and employees needs? 2

3 What Is 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 3

4 Perception and Communication Problems Basic Perception Process Perception Problems Perceptions of Others 1 Self-Perception 4

5 Basic Perception Process Perception The process by which individuals attend to, organize, interpret, and retain information from their environments. Perception Filters The personality-, psychology-, or experienced-based differences that influence people to ignore or pay attention to particular stimuli

6 Basic Perception Process Stimulus Stimulus Stimulus Perceptual Attention Filter Perceptual Organization Filter Perceptual Interpretation Filter 1.1 Perceptual Retention Filter 6

7 Perception Problems Selective perception notice and accept stimuli which are consistent with our values and beliefs ignore inconsistent stimuli 1.2 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 7

8 Perception of Others Attribution Theory we have a need to understand and explain the causes of other people s behavior 1.3 General reasons to explain behavior Internal attribution the behavior was voluntary or under their control External attribution the behavior was involuntary and beyond their control 8

9 Attribution Bias and Error Defensive Bias The tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty. Fundamental Attribution Error The tendency to ignore external causes of behavior and to attribute other people s actions to internal causes

10 Attribution Bias and Error

11 Self-Perception Self-Serving Bias The tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes)

12 Communication Process Formal Communication Channels Nonverbal Communication 2 Informal Communication Channels Coaching and Counseling 12

13 The Interpersonal Communication Process Sender Message to be Conveyed Feedback to Sender Receiver Message that was Understood Encode Message N o i s e N o i s e N o i s e N o i s e Decode Message 2.1 Transmit Message Communication Channel Receive Message Adapted From Exhibit

14 THE COMMUNICATION PROCESS Noise occurs if: 1. The sender is unsure what message to communicate 2. The message is not clearly encoded 3. The wrong channel is chosen 4. The message is improperly decoded The receiver lacks experience or time 14

15 The Communication Process 1. Penalty 2. Excellent 3. Tight 4. Small Meanings of the Word Fine 5. Pure 6. Flimsy 7. Okay

16 Communication Channels The system of official channels 2.2 Downward communication top down Upward communication bottom up Horizontal within a level 16

17 Improving Formal Communication 1. Decrease reliance on downward communication 2. Increase chances for upward communication 3. Encourage much greater use of horizontal communication 4. Be aware of communication problems

18 Common Problems with Downward, Upward, and Horizontal Communication Downward Sending too many messages Issuing contradictory messages Hurriedly communicating vague, unclear messages Issuing messages indicating management s low regard for lowerlevel workers Upward Risk of telling upper management about problems Managers acting angrily and defensively to problems Few opportunities for workers to contact upper levels of management 2.2 Horizontal Management discouraging or punishing horizontal communication Managers and workers not given time or opportunity for horizontal communication Not enough opportunities or channels for lower-level workers to engage in horizontal communication 18

19 Coaching and Counseling 2.3 Coaching communicating with someone for the direct purpose of improving the person s performance Counseling communicating with someone about non-job related issues issues may be affecting a person s performance 19

20 Protect Personal, Confidential Information Managers are privy to personal and confidential information about employees There is a moral and legal obligation to protect employees privacy 2.3 Information about discrimination, sexual harassment, potential workplace violence, or conflicts of interest may need to be shared 20

21 Employee Assistance Program Counseling Financial Services Pet Care Employee Assistance Programs Child Care Senior Care 2.3 Health Lifestyles Legal Services 21

22 Nonverbal Communication 2.4 Any communication that doesn t involve words Kinesics movements of the body and face Paralanguage the pitch, tone, rate, volume, and speaking pattern of a person s voice 22

23 How to Improve 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 23

24 How to Improve Communication Choosing the Right Communication Medium Being a good listener Giving effective feedback 3.1 Improving cross-cultural communication 24

25 Choosing the Right Communication Medium Communication Medium The method used to deliver an oral or written message. Oral communication Written communication

26 Listening Hearing versus Listening Active Listening Emphatic Listening

27 Becoming an Active Listener 1. Clarify responses ask questions to clear up ambiguities 2. Paraphrase responses restate the speaker s comments in your own words Summarize responses review the speaker s main points 27

28 Becoming an Empathetic Listener Show your desire to understand listen first talk about what s important to the other 3.2 Reflect feelings focus on the emotional part of the message more than just restating words 28

29 Clarifying, Paraphrasing, and Summarizing Responses Clarifying Paraphrasing Summarizing 3.2 Could you explain that again? I don t understand what you mean I m confused. Would you run through that again? I m not sure how What you re really saying is If I understand you correctly So your perspective is that In other words Tell me if I m wrong, but what you re saying is Let me summarize Okay, your main concerns are Thus far, you ve discussed To recap what you ve said 29 Adapted from Exhibit 13.4

30 Giving Feedback Destructive Feedback Constructive Feedback

31 Making Feedback Constructive Give immediate feedback don t delay feedback discuss performance while the memory is vivid Make feedback specific focus on definite behavior and time-frame make sure behavior was controllable 3.3 Make feedback problem-oriented focus on behavior not personality 31

32 Improving Cross-Cultural Communication 1. Familiarize yourself with a culture s work norms 2. Know whether a culture is emotionally affective or neutral 3. Understand terms and attitudes toward time

33 A Comparison of French and American Views of Work

34 Affective and Neutral Cultures In Affective Cultures, People Reveal thoughts and feelings through verbal and nonverbal communication 2. Express and show feelings of tension 3. Let their emotions flow easily, intensely, and without inhibition 4. Admire heated, animated, and intense expressions of emotion 5. Are used to touching, gesturing, and showing strong emotions through facial expressions 6. Make statements with emotion 34

35 Affective and Neutral Cultures In Neutral Cultures, People Don t reveal what they are thinking or feeling 2. Hide tension and only show it accidentally in face or posture 3. Suppress emotions, leading to occasional explosions 4. Admire remaining cool, calm, and relaxed 5. Resist touching, gesturing, and strong emotions through facial expressions 6. Often make statements in an unexpressive manner 35

36 Monochronic Cultures In Monochronic Cultures, People Do one thing at a time Concentrate on the job Take time commitments seriously Are committed to the job Adhere religiously to plans Show respect for private property Emphasize promptness 3.4 Are accustomed to short-term relationships 36

37 Polychronic Cultures In Polychronic Cultures, People 3.4 Do many things at once Are highly distractible and subject to interruptions Meet time commitments only if possible without extreme measures Are committed to people Change plans easily and often Are more concerned with relationships than with privacy Frequently borrow and lend things Vary promptness by the relationship Tend to build lifetime relationships 37

38 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 discussions 3.4 Acquaintance time how much small-talk is required 38

39 Improving Transmission: Getting the Message Out Improving Reception 4 39

40 Improving Transmission Getting the Message Out online discussion forums televised / videotaped speeches and conferences corporate talk shows 4.1 broadcast voice mail 40

41 Establishing Online Discussion Forums Step 1 Step 2 Step 3 Step 4 Knowledge Audit Online Directory Discussion Groups on Internet Reward Information Sharing

42 Improving Reception Company hotlines Survey feedback Informal meetings Surprise visits Blogs