management of organizational behavior: leading human resources
TRANSCRIPT
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Management of Organizational Behavior:
Leading Human Resources
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Review of Leadership
• Defined as an attempt to influence
• Leadership/influence – interchangeable
• Three ways to influence:– Diagnosing – understand situation– Adapting – adapt behavior to situation– Communicating – so that others understand
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Importance of Effective Communication
• Fact: Written and oral communication skills are the two most important factors/skills in obtaining employment.
• There is a direct correlation between employee communication and profitability.
• Good communications are the lifeblood of any enterprise.
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Chapter Overview
• Communication Models– Linear ~ Interactional ~ Transactional
• Organizational Communication– Downward/upward/horizontal communication;
grapevine; networks
• Patterns of Communication– Star and circle patterns
• “Best” Pattern of Communication– Trials show star pattern faster
• International Business Communication– Different cultures affect communication
effectiveness
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Three Basic Communication Models
• The Linear Model– Shows communicative events as one-sided
activities from the leader to the follower– Static model
• The Interactional Communication Model– Follower decodes the message– Follower encodes symbols; gives feedback
• The Transactional Communication Model– Face-to-face communication– Static model
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The Linear Model
Leader FollowerChannel
Message
Symbols
Encode
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The Lineal model
• One sided – leader to follower• Encoding thoughts to symbols• Symbols:
– Images/logos/etc. represent something else
• Message:– Symbols formed into messages– Message can be one or set of symbols
• Channel:– Messages placed in channel for distribution
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The linear modelLanguage/body cues
Verbal Language Cues• Messages have verbal or nonverbal
cues• Powerless language
– Hedges (I think, ums, ers, disclaimers)
• Powerful language– Perceived as competent, dynamic,
attractive
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The Linear Model Language/body cues
Nonverbal Language Cues• Nonverbal Cues – Four Functions
– Supplement verbal cues – accenting emphasis– Substitute verbal cues – smile/frowns– Contradict verbal cues – sweating/body
movement– Regulate verbal cues – pitch at end of sentence
to ?, holding up a hand to stop interaction- Others: body positions, appearance
• Paralanguage– Pitch, rate, volume, use of pauses– Demonstrates enthusiasm, anxiety, urgency
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Concerns and examples Linear Model
• Follower is not involved– No face-to-face communication
• Based on hope– Does follower understand the
communication– No opportunity for response from follower
• Represents one-way communication– Billboards, television, flyers, signs
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The Linear Model
Leader FollowerChannel
Message
Symbols
Encode
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The Interactional communication Model
• This model allows the follower to have face-to-face communication with the leader
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The Interactional communication Model
Leader FollowerChannel
Message
Symbols
Encode
Decode
Feedback
Message
Symbol
Encode
Decode
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The Interactional communication Model
• After receiving the message, follower decodes it for meaning
• Follower translates the symbols• Follower may create a message to
return to the leader• Through decoding messages and
encoding symbols, follower may give feedback to leader
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The Interactional communication Model
Feedback
• After receiving feedback from a follower, the leader may reshape through feedback then send message to new follower
• Even if there is no feedback, the lack of a response is feedback to the leader
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The Interactional communication Model
• This model best explains face-to-face human communication and demonstrates that the responses of the other person involved are continual
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The transactional communication model
• Provides best face-to-face communication
• Constantly encoding and decoding messages when talking face-to-face
• Channel has two-headed arrow• Contains three new elements
– External Noise– Internal Noise– Semantic Noise
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Transactional communication model
Message
Symbols
Encode/Decode Decode/Encode
Leader FollowerChannel
Noise
NoiseNoise
Noise
Noise
Noise
Noise
Noise NoiseNoise
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The transactional communication model
• External Noise– Occurs outside of brain– Stomach growing, tree in front of sign
• Internal Noise– Occurs inside of brain– Listening rate/information rate ratios– External distractions may get you off track– Personal perceptions/preconceived opinions
• Semantic Noise– Perceptual process creates semantic noise– Known as word noise– We categorize what we hear, define symbol, put it
context– More than one condition may be present
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The transactional communication model
Semantic Noise
Thought
Referent
Symbol or ObjectWhen we speak, we use symbolism through references or social factors-our
intent is to influence others. When we hear what is said, these symbolscause us to react or perform by adopting the intended attitude by
the speaker.
Adopted: Triangle of Learning Source: Ogden and Richards 1949
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Leadership adjustments throughunderstanding of Semantic Noise
• Jay A. Conger reinforces need for careful word selection use of paralanguage and nonverbal behavior
• Conger’s guidelines for more expressive, inspirational leadership include:– Craft mission statement – values, beliefs, purpose– Use key elements of group’s culture– Use rhetorical techniques –
paralanguage/nonverbal behavior– Show your emotions to reflect your persona
feelings/concern
• Leadership involves capturing the hearts and minds of followers
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Active listening
• Leader must be skilled in receiving messages - listening
• We speak at 125 wpm; brain able to listen at 400-600 wpm = listening gap
• Four types of Listeners:– Nonlistener - Marginal listener– Evaluative listener - Active listener
• Active Listener – full attention to message
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Active listening
• A skill that can be learned• Five guidelines by Carl Rogers:
– Listen for message content– Listen for feelings of speaker– Respond to feelings of speaker– Note the speaker’s cues (verbal/nonverbal)– Reflect back to the speaker what you think you
are hearing• Results:
– Leader develops better relationships between management/staff; increase establishment of clear goals; decrease costly problems
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Pacing, then leading
• Leaders influence from personal power and position power
• Rapport builds personal power• Effective communication builds
personal power• Getting in step with others make
them feel comfortable – pacing with them
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Pacing, then leading
• Key concepts in establishing rapport:– Rapport -- attuned to
others-verbally/nonverbally– Pacing –- reflect what others do – match
part of their ongoing experience– Leading -– getting others to pace with you– Having behavioral adaptability –- have
range in your own behavior to pace with others – get “in sync” by aligning with their words, voice characteristics and nonverbals
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The pace-lead process• Summary:
- If followers go with your lead – then lead- If followers resist your lead, go back to pacing, look for new ways to lead
Follower’sBehavior
LeaderPaces
Follower
LeaderAttempts to
LeadFollowers
FollowerAccepts
Lead
FollowerResistsLeader
LeaderContinuesLeading
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Organizational Communication
• All members want to be in “the know”• External communication• Internal communication systems
– Downward communication– Upward communication– Horizontal communication– Grapevine– Networks
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Patterns of communication
• Two patterns– Star
• Group is free to communicate all around the circle
• Nothing favors one group member• Decision making open to all members
– Circle• “C” is in leadership role• Members communicate with “C”, not each other• Represents an autocratic structure
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Patterns of communication
C
E
BA
D
Star
A
B
CD
E
Circle
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Is there a best pattern?
• Marble Experiment by Alex Bavelas:• Star Group
– The star (autocratic) pattern more effective– Star group faster and used fewer messages, developed
more efficient processes– However, had negative effect on morale– Group: high opinion of communication but
low opinion of themselves • Circle Group
– Slow, inaccurate, but happy– No system, no leader emerged– Critical of process, but enjoyed tasks
• Emergency Changed Outcome– In emergency, Circle Group worked together for solution
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International business communication
• Different cultures create barriers for communication
• Attribution is critical for these times• Perception• Stereotyping• Ethnocentrism• Our communication skills used in our local
situations may be offensive to other cultures – We must stay aware
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summary
• Effective leaders require interpersonal skills and written and oral communication skills
• Listening and explaining skills are vital• Communication skills are critical• The Transactional Model of
Communication best for today’s workplace (emphasis on teams)