lecture 8 communication
Post on 28-Nov-2016
12 Views
Preview:
TRANSCRIPT
Lecture 8:Communicating Effectively in Organisations
Understanding and Managing
Organisational Behaviour
Chapter 14
Sixth EditionJennifer M. George & Gareth R. Jones
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 14-1
Learning Objectives
Describe the four main functions of communication and differentiate between different kinds of communications networks
Discuss the steps in the communications process and the requirements for successful communication to take place
Differentiate between the main kinds of barriers to communication and explain how they can reduce the effectiveness of communication
14-2Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives
Describe the four communication styles
Appreciate the importance of persuasive communication and describe how to create persuasive messages to influence others
14-3Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Communicating to Customers
Why is communication so important?
Company can face lawsuits
Faulty parts result in numerous recalls
Lose of customer support
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 14-4
What Is Communication?
Sharing of information with other people
Reaching of a common understanding Accuracy, not
agreement
14-5Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Functions of Communication
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 14-6
Functions
Providing knowledge
Controlling/coordinating Motivating
Expressing feelings
Exhibit 14.1
Motivating Organizational Members
Expectancy theory suggests that managers should Determine what outcome subordinates seek Link outcomes to good performance Reassure employees of the potential for
good performance
14-7Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Communication Networks
A communication network is a set of pathways through which information flows within a group or organization
14-8Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Wheel Network
Leader
Member
14-9Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Exhibit 14.2a
Chain Network
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 14-10
Assembly-Line Worker
Exhibit 14.2b
Circle Network
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 14-11
Task Force Member
Exhibit 14.2c
All-Channel Network
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 14-12
Top Management Team
Exhibit 14.2d
Simple Organizational Chart
14-13Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Exhibit 14.3
An Example of Actual Communication Patterns
14-14Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Exhibit 14.4
Informal Communication Networks
Advice network
Trust network
Communication network
14-15Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
The Communication Process
14-16Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Exhibit 14.5
Media for Message Transmission
Nonverbal Communication
Facial expressionsBody languageMode of dress
Verbal CommunicationFace-to-face oralOral via telephoneWritten via memo,
letter, report, e-mail, fax
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 14-17
Barriers to Effective Communication
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 14-18
Exhibit 14.6
1. Filtering and information distortion
• Filtering occurs when senders withhold part of a message because they think the receiver does not need the information or will not want to receive it.
• Information distortion means changing the meaning of the message.
• Filtering and information distortion can be avoided by establishing trust in the organisation.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 19
2. Poor listening
• Poor listening is responsible for many communication problems.
• Suggestions for improving listening are listed on the next slide.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 20
Improving Listening
Give sender undivided attentionLook sender in the eyeDo not interrupt Focus on understanding what you are hearingAsk questionsRephrase key pointsAvoid distracting sender
14-21Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
3. Lack of or inappropriate feedback
• Communication can break down due to a lack of feedback or receiving inappropriate feedback.
• Good feedback focuses on things the employee can control.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 22
4. Rumors and the grapevine
• A rumor is unofficial information on topics that are important or interesting to an organisation’s members.
• Rumors are often spread through the grapevine, a set of informal communication pathways through which unofficial information flows in an organisation.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 23
5. Workforce diversity
• Workforce diversity can cause communication problems because people interpret things differently.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 24
6. Differences in cross-cultural linguistic styles
• Linguistic styles are another barrier. • Linguistic style is a person’s characteristic
way of speaking including tone of voice, volume, speed, use of pauses, directness or indirectness, choice of words, use of questions and jokes, and willingness to take credit for ideas.
• Across cultures, however, linguistic style differences are typically much greater, and this can lead to many misunderstandings.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 25
Communication Style Model
Communication Styles are based on
two dimensions:
Dominance: The tendency to display a “take charge” attitude
Sociability: The tendency to seek and
enjoy relationships
Communication Style Dimensions
Low DominanceMore cooperativeEager to assistLess assertiveMore willingly controlled
High Dominance• Give advice freely• Initiate demands• More assertive• Seek control
High SociabilityExpresses feelingsOpen & talkativeEnjoys personal associations
Communication Style Dimensions
Low Sociability• Controls feelings• More reserved• More formal in relationships
Emotive Style
Displays spontaneous, uninhibited behavior
Displays the personality dimension described as extroversion
Possesses a natural persuasiveness
4 Basic Communication Styles
Director Style
Projects a serious attitude
Expresses strong opinions
May project indifference
4 Basic Communication Styles
4 Basic Communication Styles
Reflective Style
Expresses opinions in a formal, deliberate manner
Seems preoccupied
Prefers orderliness
4 Basic Communication Styles
Supportive Style
Listens attentively
Avoids the use of power
Makes and expresses decisions in a thoughtful, deliberate manner
Persuasive Communication
• Persuasive communication is an attempt by one person or group to transmit and share information with another person or group in order to get them to accept, agree with, follow, or otherwise achieve the objectives the communicator desires.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 33
When is persuasive communication needed?
• When one party lacks the power to direct the other party as he or she wishes.
• When an employee wishes to influence his or her coworkers to follow his or her ideas.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 34
A Model of Persuasive Communication
• Five factors determine how persuasive a message will be:
1. Characteristics of the Sender.
2. Active Listening.
3. Content of the Message.
4. Method of Communication.
5. Characteristics of the Receiver.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 35
1. Characteristics of the Sender.
• Messages are more persuasive when they are sent from those people who are credible.
• Other factors that promote credibility are moral integrity& emotional intelligence.
• Empathy can be used to gain credibility and influence others.
• Persuasive people often possess good speaking and listening skills.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 36
2. Active Listening.
• People who are active listeners pay attention not only to the words that are being said but also to the many “unsaid” things that are also going on in the communication process.
• Active listeners also try to show interest and ask questions to solicit more information from the sender than perhaps he or she ever wanted to reveal.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 37
3. Content of the Message.
• The content of the message (the information and arguments it contains) is a crucial ingredient in the communications process.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 38
4. Method of Communication.
• Face-to-face communication and telephone conversations offer the greatest facility for persuasive communication.
• Formal written letters, memos, and e-mails are most suited for conveying factual information.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 39
5. Characteristics of the Receiver
• A receiver upon replying becomes a sender.• Receivers can learn to enhance their
credibility.• Receivers who are competent are less likely
to be “taken in” by persuasive messages if the messages are flawed.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 40
Revision Questions Describe the four main functions of
communication. Explain the important components involved in a
communications process. Identify the main kinds of barriers to
communication and explain how they can reduce the effectiveness of communication.
Describe the four communication styles. Identify the main kinds of communication media
and explain how they vary along the dimension of information richness
Explain the five factors that determine how persuasive is a message.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 41
top related