Chapter 15 Managing Communication 2015 Cengage Learning MGMT

Chapter 15 Managing Communication © 2015 Cengage Learning MGMT 7

15 -1 explain the role that perception plays in communication and communication problems 15 -2 describe the communication process and the various kinds of communication in organizations 15 -3 explain how managers can manage one-on-one communication effectively 15 -4 describe how managers can manage organization-wide communication effectively © 2015 Cengage Learning

Perception The process by which individuals attend to, organize, interpret, and retain information from their environments. 15 -1 © 2015 Cengage Learning

Basic Perception Process © 2015 Cengage Learning 15 -1

Perception Problems • Selective perception • Closure 15 -1 © 2015 Cengage Learning

Perceptions of Others • Attribution theory: we all have a basic need to understand explain the causes of other people’s behavior – internal attribution – external attribution • Defensive bias • Fundamental attribution theory © 2015 Cengage Learning 15 -1

Defensive Bias and Fundamental Attribution Error © 2015 Cengage Learning 15 -1

Self-Perception Self-serving bias • The tendency to overestimate our value by attributing success to ourselves and failures to others or the environment © 2015 Cengage Learning 15 -1

The Interpersonal Communication Process © 2015 Cengage Learning 15 -2

Noise Anything that interferes with the transmission of the intended message. • The sender isn’t sure what message to communicate. • The message is not clearly encoded. • The wrong communication channel is chosen. • The message is not received or decoded properly. • The receiver doesn’t have the experience or time to understand the message. 15 -2 © 2015 Cengage Learning

Formal Communication Channel The system of official channels that carry organizationally approved messages and information. Downward communication Upward communication © 2015 Cengage Learning Horizontal communication 15 -2

Informal Communication Channel The transmission of messages from employee to employee outside of formal communication channels. 15 -2 © 2015 Cengage Learning

Grapevine Communication Networks © 2015 Cengage Learning 15 -2

Managing Grapevines • Worst thing to do is withhold information • Keep employees informed about possible changes and strategies • Do not overlook the grapevine as a tremendous source of information and feedback © 2015 Cengage Learning 15 -2

Coaching Communicating with someone for the direct purpose of improving the person’s on-the-job performance. Mistakes managers make • Waiting for a problem before coaching • Waiting too long before talking to employee about problem © 2015 Cengage Learning 15 -2

Counseling Communicating with someone about non-job-related issues. • Managers should not be clinicians • Discuss specific performance problems • Listen if the employee shares personal issues • Recommend that employees call the company’s Employee Assistance Program (EAP) © 2015 Cengage Learning 15 -2

Nonverbal Communication Any communication that doesn’t involve words; almost always accompanies verbal communication and may either support or contradict it. • Kinesics • Paralanguage 15 -2 © 2015 Cengage Learning

Communication Medium The method used to deliver a message. • Oral communication • Written communication 15 -3 © 2015 Cengage Learning

Oral Communication • Managers generally prefer oral communication over written because it provides opportunity to ask questions. • A rich communication medium © 2015 Cengage Learning 15 -3

Written Communication • Well suited for delivering straightforward messages and information • Email is fastest growing communication form in organizations because of convenience and speed. 15 -3 © 2015 Cengage Learning

Listening • Most people are terrible listeners, retaining only about 25% of what they hear. • About 45% of total communication time is spent listening. © 2015 Cengage Learning 15 -3

Active Listening Assuming half the responsibility for successful communication by actively giving the speaker nonjudgmental feedback that shows you’ve accurately heard what he or she said. • Clarify responses • Paraphrase • Summarize © 2015 Cengage Learning 15 -3

Clarifying, Paraphrasing, and Summarizing Responses for Active Listeners © 2015 Cengage Learning 15 -3

Empathetic Listening Understanding the speaker’s perspective and personal frame of reference and giving feedback that conveys that understanding to the speaker. • Show desire to understand • Reflect the speaker’s emotions 15 -3 © 2015 Cengage Learning

Giving Feedback • Destructive feedback • Constructive feedback © 2015 Cengage Learning 15 -3

Giving Constructive Feedback • Immediate • Specific • Problem-oriented 15 -3 © 2015 Cengage Learning

Improving Transmission • Email • Online discussion forums • Televised/videotaped speeches and meetings • Voice messaging © 2015 Cengage Learning 15 -4

Establishing Collaborative Discussion Sites © 2015 Cengage Learning 15 -4

Organizational Silence Withholding information about organizational problems or issues. Occurs when employees believe that telling management about problems won’t make a difference, or that they’ll be punished. 15 -4 © 2015 Cengage Learning

Improving Reception • Company hotlines • Survey feedback • Frequent informal meetings • Surprise visits • Blogs 15 -4 © 2015 Cengage Learning

Plant Fantasies 1. 2. 3. <click screenshot for video> Why would Teresa Carleo and Steve Martucci favor face-toface communication over email when dealing with customers? Why would Carleo and Martucci prefer to use electronic communication methods for certain types of communication within the company? In the video, Carleo says that she worries that at times she communicates too much. What steps could she take to confirm that her messages are being heard and understood by others? © 2015 Cengage Learning