communication management and processes. communication and management topics covered –the...

Communication

Management and Processes

Communication and Management

• Topics Covered– The Importance of Good Communication

– The Communication Process

– The Role of Perception in Communication

– The Dangers of Ineffective Communication

– Information Richness and Communication Media

– Face-to-Face Communication

– Spoken Communication Electronically Communicated

– Personally Addressed Written Communication


• Topics Covered (cont’d)– Impersonal Written Communication

• Communication Networks– Communication Networks in Groups and Teams– Organizational Communication Networks– External Networks

• Technological Advances in Communication– The Internet– Intranets– Groupware


• Topics Covered

• Communication Skills for Managers– Communication Skills for Managers as Senders– Communication Skills for Managers as

Receivers– Understanding Linguistic Styles

Communication

Communication - the evoking of a shared or common meaning in another person

Interpersonal Communication - communication between two or more people in an organization

Communicator - the person originating the messageReceiver - the person receiving a messagePerceptual Screen - a window through which we

interact with people that influences the quality, accuracy, and clarity of the communication

Communication

Message - the thoughts and feelings that the communicator is attempting to elicit in the receiver

Feedback Loop - the pathway that completes two-way communication

Language - the words, their pronunciation, and the methods of combining them used & understood by a group of people

Communication

Data - uninterpreted and unanalyzed facts

Information - data that have been interpreted,

analyzed, & and have meaning to some user

Richness - the ability of a medium or channel

to elicit or evoke meaning in the receiver


• Communication - Definition– The sharing of information between two or

more individuals or groups to reach a common understanding.

• Importance of Good Communication– Increased efficiency in new technologies and

skills• Learning, Implementing, Training• Expands workers skills


• Importance of Good Communication– Improved quality of products and services

Meaning and importance of quality

How to attain quality– Subordinates communicate problems and

solutions for increasing quality to superiors


• Importance of Good Communication– Increased responsiveness to customers

• Empowered workers lower response time to satisfy customer wants and needs


• Importance of Good Communication– More innovation through communication

• Cross-functional teams communicating effectively produce higher quality products more efficiently

The Communication Process

• Phases of the Communication Process:– Transmission phase in which information is

shared by two or more people.– Feedback phase in which a common

understanding is assured.


• Phases of the Communication Process:– Transmission phase in which information is shared by

two or more people.

• The process starts with a sender (an individual or group) who wants to share information.– Senders must decide what information to share and puts

the message into symbols or language (encoding).• Noise: anything harming the communication process

– Once encoded the message is sent through a medium to a receiver


• Phases of the Communication Process:

• The receiver interprets or decodes the message


• Phases of the Communication Process:– Feedback phase in which a common

understanding is assured.– The receiver decides what the message means

and communicates it back to the sender.– The original sender decodes the message and

makes sure that a common understanding has been reached.

The Communication Process (cont’d)

• Messages are transmitted over a medium to a receiver.– Medium: the pathway over which the message is

transmitted (e.g., telephone, written note, email).– Receiver: the person getting the message.

• The receiver decodes (interprets) the message, allowing the receiver to understand the message.

• This is a critical point: failure to properly decode the message can lead to a misunderstanding.

– Feedback by receiver informs the sender that the message is understood or that it must be re-sent.

Communication Issues

• Verbal Communication– The encoding of messages into words, either

written or spoken

• Nonverbal– The encoding of messages by means of facial

expressions, body language, and styles of dress.

The Role of Perception in Communication

• Senders and receivers communicate based on their subjective perceptions.– Subjective perception can lead to biases and

stereotypes that can interfere with effective communication.

– Effective managers avoid communications based on biases and stereotypes.


• Communication relates to senders and receivers personality, perceptions, and motivations. – Example: A recently promoted manager communicates

with a rival for the same promotion. The rival feels that the assignment is beneath them and was given as a power play by the newly promoted manager.

The newly promoted manager feels that the rival is the only one capable of carrying out the project.


What is sent

Motivation

Perception

What is sent

Motivation

Perception

Communication method/media

The Dangers of Ineffective Communication

• Managers and their subordinates can become effective communicators by:– Selecting an appropriate medium for each message—

there is no one “best” medium.

– Considering information richness (the amount of information a medium can carry).

• A medium with high richness can carry much more information to aid understanding.

– Is there a need for a paper path or electronic trail to provide documentation of the communication?

Information Richness of Communication Media

Communication Media

• Face-to-Face– Has highest information richness.

– Can take advantage of verbal and nonverbal signals.

– Provides for instant feedback.• Management by wandering around takes advantage of this

with informal talks to workers.

• Video conferences provide much of this richness and reduce travel costs and meeting times.

Communication Media (cont’d)

• Spoken Communication Electronically Transmitted– Has the second highest information richness.

• Telephone conversations are information rich with tone of voice, sender’s emphasis, and quick feedback, but provide no visual nonverbal cues.


• Personally Addressed Written Communication– Has a lower richness than the verbal forms of

communication, but still is directed at a given person.• Personal addressing helps ensure receiver actually reads the

message—personal letters and e-mail are common forms.

• Does not provide instant feedback to the sender although sender may get feedback later.

• Excellent media for complex messages requesting follow-up actions by receiver.

E-Mail Dos and Don’ts

• E-mail allows telecommuting employees to work from home and keep in contact.

• The use of e-mail is growing rapidly and e-mail etiquette is expected:– Typing messages in all CAPITALS is seen as

“screaming” at the receiver.– Punctuate your messages for easy reading and don’t

ramble on.– Pay attention to spelling and treat the message like a

written letter.


• Impersonal Written Communication– Has the lowest information richness.

• Good for messages to many receivers where little or feedback is expected (e.g., newsletters, reports)

Ten Commandments of Email

• Don’t use your inbox as a catcall for everything you need to work on. Read items once, answer them immediately, delete them if possible or move them to another folder.

• Set up a five weeks folder that deletes automatically.

• Use common acronyms to identify important items• Send group mail only when it is important to all

recipients

Ten Commandments of Email

• Ask to be removed from distribution lists you do not need to be on.

• To cut down on pile up, use out of office• Send messages that use only the subject line using

EOM to signify end of message• Use graphics sparingly• Attachments over 5mb to groups are better put on

company website• Specify important parts of the attachment Pg 17 and

20

Communication Networks

• Communication Networks– The pathways along which information flows in

groups and teams and throughout the organization.

– Choice of communication network depends on:• The nature of the group’s tasks

• The extent to which group members need to communicate with each other to achieve group goals.

Communication Networks

• Communication Networks

Pathways – Vertical

• Manager to upper level managers

• Manager to subordinates (direct reports)

– Lateral• Manager to other managers

Communication Networks in Groups and Teams

Type of Network

Wheel Network Information flows to and from one central member.

Chain Network Members communicate only with the people next to them in the sequence.

Wheel and chain networks provide little interaction.

Circle Network Members communicate with others close to them in terms of expertise, experience, and location.

All-Channel Network

Networks found in teams with high levels of communications between each member and all others.

Communication

Networks in Groups and Teams

Figure 15.3

Organization Communication Networks

• Organization Chart– A pictorial representation of formal reporting channels

in an organization.• Communication in an organization flows through formal and

informal pathways• Vertical communications flow up and down the corporate

hierarchy.• Horizontal communications flow between employees of the

same level.• Informal communications can span levels and departments—

the grapevine is an informal network carrying unofficial information throughout the firm.

Formal and Informal Communication Networks in An Organization

Figure 0.4

Nonverbal Communication

Nonverbal Communication - all elements of communication that do not involve words

Four basic types– Proxemics - an individual’s perception & use of space

– Kinesics - study of body movements, including posture

– Facial & Eye Behavior - movements that add cues for the receiver

– Paralanguage - variations in speech, such as pitch, loudness, tempo, tone, duration, laughing, & crying

c

c = social 4-12’b

b = personal 1.5-4’

Proxemics: Territorial Space

Territorial Space - bands of space extending outward from the body; territorial space differs from culture to culture

a

a = intimate <1.5’

dd = public >12’

Proxemics: Seating Dynamics

Seating Dynamics - seating people in certain positions according to the person’s purpose in communication

Cooperation

X O

Non-Communication

O X O

Competition

X

O

X

CommunicationO

Examples of Decoding Nonverbal Cues

Boss fails to acknowledge employee’s greeting

No eye contact while

communicatingManager sighs deeply

Boss breathes heavily &

waves arms

He’s unapproachable!

My opinion doesn’t count

I wonder whathe’s hiding?

He’s angry! I’llstay out of

his way!

New Technologies for Communication

• Informational databases

• Electronic mail systems

• Voice mail systems

• Fax machine systems

• Cellular phone systems

Technological Advances in Communication

• Internet– Global system of computer networks used by many

firms use it to communicate with their suppliers.

• World Wide Web (WWW)– Provides multimedia access to the Internet.

• Intranets– A company-wide system of computer networks for

information sharing by employees inside the firm.

Technological Advances in Communication

• Groupware– Computer software that enables members of

groups and teams to share information with each other and improve communication.

• Best used to support team-oriented working environments.

How Do New Technologies Affect Behavior?

• Fast, immediate access to information

• Immediate access to people in power

• Instant information exchange across distance

• Makes schedules & office hours irrelevant

• May equalize group power

• May equalize group participation

• Communication can become more impersonal--interaction with a machine

• Interpersonal skills may diminish--less tact, less graciousness

• Non-verbal cues lacking• Alters social context• Easy to become overwhelmed with information• Encourages polyphasic activity

How Do New TechnologiesAffect Behavior?

Communication Skills for Managers

• Barriers to Effective Communication– Perceptual and attribution biases– Conflicting assumptions– Inadequate information– Semantics– Emotional Blocks– Nonverbal communication barriers– Cultural barriers– Inadequate communication media– Technological barriers


• Barriers to Effective Communication– Perceptual and attribution biases

Experience is different and causes wrong interpretation – Common experiences gives common meaning

– Conflicting assumptions

Sender assumes receiver will use the same code to decode as intended

Receiver decodes based on wrong assumptions due to inadequate background information and creates a misunderstanding


• Barriers to Effective Communication– Codes of past experience

• Facts

• Knowledge

• Beliefs

• Attitudes

• Social Roles

• Values

• Language

• Memories

All blended with feelings and emotions

How many of these should overlap to decode the message


• Barriers to Effective Communication

– Inadequate information• Managers do not provide enough info to decode


• Barriers to Effective Communication– Semantics – Word usage

• You charge someone a fee for service.

• You charge something you purchase to pay later.

• You charge a battery.

• You charge an official with duties to perform.

• You charge a horse into battle.

• You get a charge out of something funny.

• You charge a criminal for crimes committed.

• The navy uses a depth charge.



Emotional Blocks– Experiences have an emotional / feeling

component.• A concert• Wedding Day• Movie

Barriers to Communication

• Physical separation• Status differences• Gender differences• Cultural diversity• Language

Communication Barriers - factors that block or significantly distort successful communication

http://www.uniscape.com/


• Barriers to Effective CommunicationNonverbal communication barriers– Body motion – gestures, facial expressions, eye behavior,

touching, and so forth• Physical characteristics – body shape, physique, posture,

height,weight,hair, and skin color• Paralanguage – voice quality, volume, speech rate, pitch,

nonfluencies such as yaa, ah or um, laughing.– Proxemics – ways people use and perceive space

Environment – building and room design, furniture, decorationsTime – being late or early, keeping others waiting, time v. status



– Cultural barriers• Language, native customs, religious customs

– Inadequate communication media• Use of wrong media to convey message completely

– Technological barriers• Receiver does not have the ability or technological

capability to decode message


• Barriers to Effective Communication– Messages that are unclear, incomplete, difficult to

understand– Messages sent over the an inappropriate medium– Messages with no provision for feedback– Messages that are received but ignored– Messages that are misunderstood– Messages delivered through automated systems

that lack the human element


• Managers as Senders– Send clear and complete messages.– Encode messages in symbols the receiver understands.– Select a medium appropriate for the message and,

importantly, one that is monitored by the receiver.– Avoid filtering (holding back information) and

distortion as the message passes through other workers.– Ensure a feedback mechanism is included in the

message.– Provide accurate information to avoid rumors.

Communication Skills For Managers

• Managers as Receivers– Pay attention to what is sent as a message.– Be a good listener: don’t interrupt.– Ask questions to clarify your understanding.– Be empathetic: try to understand what the sender feels.– Understand linguistic styles: different people speak

differently.– Speed, tone, pausing all impact communication.

• This is particularly true across cultures and managers should expect and plan for this.

Basic Interpersonal Communication Model

Event XMessage

• Context• Affect

Perceptual screens

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Perceptual screens

Communicator Receiver

Influence message quality, accuracy, clarityInclude age, gender, values, beliefs, culture,

experiences, needs

Reflective Listening

Reflective Listening - the skill of listening carefully to another person and repeating back to the speaker the heard message to correct any inaccuracies or misunderstandings

This complex process needs to be divided to be understood

What I heard you say was we will understand the

process better if we break it into steps


• Emphasizes receiver’s role

• Helps the receiver & communicator clearly & fully understand the message sent

• Useful in problem solving


Reflective listening emphasizes • the personal elements of the communication

process• the feelings communicated in the message• responding to the communicator, not leading the

communicator• the role or receiver or audience• understanding people by reducing perceptual

distortions and interpersonal barriers

Reflective Listening: 4 Levels of Verbal Response

Affirm contact

Paraphrase the expressed

Clarify the implicit

Reflect “core” feelings

One-way vs. Two-way Communications

One-Way Communication - a person sends a message to another person and no questions, feedback, or interaction follow

Good for giving simple directions Fast but often less accurate than 2-way communication

Two-Way Communication - the communicator & receiver interact

Good for problem solving

Five Keys to Effective Supervisory Communication

• Expressive speaking

• Empathetic listening

• Persuasive leadership

• Sensitivity to feelings

• Informative management

Defensive Communication

Defensive Communication - communication that can be aggressive, attacking & angry, or passive & withdrawing

Leads to– injured feelings– communication breakdowns– alienation– retaliatory behaviors– nonproductive efforts– problem solving failures

Non-defensive Communication

Non-defensive Communication - communication that is assertive, direct, & powerful

Provides– basis for defense when attacked

– restores order, balance, and effectiveness

Two Defensiveness Patterns

Dominant Defensiveness - characterized by active, aggressive, attacking behavior

Subordinate Defensiveness - characterized by passive, submissive, withdrawing behavior

Defensive Tactics

Defensive Tactic Speaker Example

Power Play Boss “Finish this report by month’s end or lose your promotion.”

Put-Down Boss “A capable manager would already be done with this report.”

Labeling Boss “You must be a slow learner. Your report is still not done?”

Raising Doubts Boss “How can I trust you, Chris, if you can’t finish an easy report?”

Defensive Tactics

Defensive Tactic Speaker Example

Misleading Information

Employee “Morgan has not gone over with me the information I need for the report.” [Morgan left Chris with a copy of the report.]

Scapegoating Employee “Morgan did not give me input until just today.”

Hostile Jokes Employee “You can’t be serious! The report isn’t that important.”

Deception Employee “I gave it to the secretary. Did she lose it?”

Non-defensive Communication: A Powerful Tool

• Speaker seen as centered, assertive, controlled, informative, realistic, and honest

• Speaker exhibits self-control & self possession• Listener feels accepted rather than rejected• Catherine Crier’s rules to nondefensive

communication1. Define the situation2. Clarify the person’s position3. Acknowledge the person’s feelings4. Bring the focus back to the facts

Strive for message

completeness

Tips for Effective Communication

Build infeedback

opportunities

Providesocial

interactionopportunities

Don’t assume

immediateresponse

Is themessage

reallynecessary?

Regularlydisconnect

from thetechnology

Providesocial

interactionopportunities

Effective Communication Techniques Ineffective Communication Techniques Do this more and develop trust: Do this less to avoid conflict and fear:

♦ Active listening, focus on their issues and how you can better understand them

◊ Interrupting them, focus on your own issues and prerogatives

♦ Clarifying mutual goals, objectives and outcomes, allowing different approaches

◊ Being vague about desired outcomes; prescribing what others should do

♦ Making agreements for mutual advantage; keeping the agreements or changing them when necessary; not breaking agreements

◊ Demanding compliance from others; using excuses for own failures

♦ Releasing energy of people to perform at their best using all of their talents and skills in the ways they think best

◊ Controlling energy of people to get them to do exactly what you want them to do the way you want them to do it

Communication Techniques



♦ Describing desired outcomes and developing agreement and support

◊ Telling people what to do and demanding compliance

♦ Sharing as much information as possible with everyone and let them decide if they need it or not (except for confidential information)

◊ Withholding information from everyone unless there is a “need to know;” determining for others whether or not they need information

♦ Accepting and valuing people as they are, with all the differences they bring to the organization

◊ Judging people for how they should be and expecting them to all be the same (e.g. more like you)

♦ Person-centered, sharing of self so that people see the humanity of all

◊ Authority-centered, impersonal so that people only see rank and status



♦ Attitude of problem-avoidance through planning; fixing problems as soon as they occur and learning from them without regard to blame

◊ Attitude of letting things go until something goes wrong then focusing on fixing the blame rather than the problem

♦ Shared planning and decision-making ◊ Unilateral planning and decision-making

♦ Problem-centered, focusing on what will work best

◊ Control-centered, focus on showing who is in charge



♦ Rewarding, recognizing, and actively appreciating excellence

◊ Punishing and blaming for errors, ignoring even exemplary performance

♦ Emphasis on responsibility and developing individual initiative

◊ Emphasis on accountability and assigning blame for errors or failures

communication management and processes. communication and management topics covered –the...

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