copyright 2001 pearson education canada inc. chapter 10 1 chapter 10 communication
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COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 10
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LEARNING OBJECTIVES
Define communication and explain why communication by the strict chain of command is often ineffective.
Discuss barriers to effective superior-subordinate communication.
Explain the organizational grapevine and discuss its main features.
Review the role of both verbal and nonverbal communication at work.
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Discuss gender differences in communication and how it can cause communication problems.
Discuss how communication differs across cultures and how it is influenced by cultural context.
Generate some personal approaches to improving communication.
Discuss some organizational approaches to improving communication.
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WHAT IS COMMUNICATION?
The process by which information is exchanged between a sender and receiver.
Effective communication occurs when the right people receive the right information in a timely manner.
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A MODEL OF THE COMMUNICATION PROCESS
SENDER RECEIVER
FEEDBACK
Thinking Encoding Transmitting Perceiving Decoding Understanding
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A MODEL OF THE COMMUNICATION PROCESS
Sender
Thinking
Encoding
Transmitting
Receiver
Perceiving
Decoding
Understanding
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COMMUNICATION BY CHAIN OF COMMAND
Chain of command refers to the lines of authority and formal reporting relationships.
Downward Communication
Upward Communication
Horizontal Communication
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DEFICIENCIES IN THE CHAIN OF COMMAND Informal Communication
Filtering occurs when a message is watered down or stopped during transmission.
Slowness
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HOW GOOD IS SUPERIOR-SUBORDINATE COMMUNICATION?
Superiors and subordinates often differ in their perceptions in the communication relations:
How subordinates should and do allocate time
How long it takes to learn a job
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The importance subordinates attach to pay
The amount of authority the subordinate has
The subordinate’s skills and abilities
The subordinate’s performance and obstacles to good performance
The superior’s leadership style
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BARRIERS TO EFFECTIVE SUPERIOR-SUBORDINATE COMMUNICATION
Conflicting Role Demands: balancing task and social-emotional functions.
The Mum Effect: the tendency to avoid communicating unfavourable news to others.
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Status Effect: the tendency for superiors to devalue communication with subordinates.
Time: the simple constraint of time.
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THE GRAPEVINE
An organization’s informal communication network.
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FEATURES OF GRAPEVINE SYSTEMS
Often it is verbal, but written notes, electronic mail and fax messages can contribute to the transmission.
Organizations have several grapevine systems, some of which may be loosely coordinated.
It may transmit information relevant to the performance of the organization as well as personal gossip.
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THE VERBAL LANGUAGE AT WORK
Jargon is a specialized language used by job holders or member of particular occupations or organizations.
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BARRIERS TO EFFECTIVE COMMUNICATION
While jargon is an efficient way of communicating with peers and provides a touch of status with others, it serves as a barrier to communicating with others.
If jargon is misunderstood by outsiders, it can distort perceptions of roles and what people do at work.
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THE NONVERBAL LANGUAGE OF WORK
The transmission of messages by some medium other than speech or writing.
Body Language is nonverbal communication by means of a sender’s bodily motions, facial expressions or physical location.
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CROSS-CULTURAL COMMUNICATIONS
Language Differences
Nonverbal Communication Across Cultures Facial Expressions Gestures Gaze Touch
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PERSONAL APPROACHES TO IMPROVING COMMUNICATION
Take the Time
Be Accepting of the Other Person
Say What You Feel
Listen Actively
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ORGANIZATIONAL APPROACHES TO IMPROVING COMMUNICATION
Choosing the Correct Medium
360 Degree Feedback
Employee Survey
Suggestion Systems
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Telephone Hotlines and TV Networks
Management Training
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LOW-CONTEXT CULTURES
Information must be provided explicitly, usually in words.
Less aware of nonverbal cues, environment, and situation
Lack well-developed networks Need detailed background information
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Tend to segment and compartmentalize information
Control information on a “need to know” basis
Prefer explicit and careful directions from someone who “knows”
Knowledge is a commodity
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HIGH-CONTEXT CULTURES
Most information drawn from surroundings. Very little must be explicitly transferred.
Nonverbal important Information flows freely Physical context relied upon for information Environment, situation, gestures, mood all taken
into account Maintain extensive information networks