CHAPTER 2 Focusing on Interpersonal and Group Communication

CHAPTER 2 Focusing on Interpersonal and Group Communication Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1. Explain how behavioral theories about human needs, trust and disclosure, and motivation relate to business communication. 2. Describe the role of nonverbal messages in communication. 3. Identify aspects of effective listening. 4. Identify factors affecting group and team communication. 5. Discuss aspects of effective meeting management. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Behavioral Theories Impact Communication Maslow’s Hierarchy of Needs Stroking Mc. Gregor’s Theory X and Y Johari Window Hersey and Blanchard’s Situational Leadership Model Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Maslow’s Hierarchy of Needs Selfactualizing needs Ego needs Social needs Security and safety needs Physiological needs Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Johari Window: Trust Leads to Reciprocal Sharing Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Mc. Gregor’s Management Styles Theory X • Workers inherently dislike work _______ • Talent is narrowly _____ distributed among only a few • Workers will do as ______ little _____ work as they are required to do Theory Y • Workers like challenging ______ work • Talent is _______ widely distributed throughout the workforce • Workers can be motivated to work ________ independently Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Hersey and Blanchard’s Situational Leadership Model Directive behavior • Detailed rules and instructions with close monitoring vs. Supportive behavior • Listening, communicating, recognizing, and encouraging Leadership style must be appropriate for follower and task being performed. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Nonverbal Communication Adds Meaning Metacommunication • Not expressed in words but accompanies a verbal message Visual • All types of body movements (gestures, eye contact, and facial expressions) Vocal • Tone, projection, and emphasis Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Metacommunication Message Sent Message Implied by Senders Message Inferred by Receivers “Be on time. ” “An early start is the best one. ” OR “You are often late. ” “She thinks I’m always late. ” “Take more time with your work. ” I want to help you improve” or “We can’t afford any more foul-ups. ” “He thinks I’m careless, and this comment is a warning. ” “This work is better. ” “Good solid revisions. ” OR “Your work finally shows promise. ” “Was my previous work bad? ” Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Kinesic Communication Visual • Gestures, winks, smiles, frowns, sighs, attire, grooming, and other body movements Vocal • Intonation, projection, and resonance Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Understanding Kinesic Messages Action Possible Message Wink or light chuckle after statement “Don’t believe what I just said. ” A supervisor lightly puts his arm around an employee’s shoulders “Everything is fine. Let me help you. ” OR sexual harassment A job applicant submits a résumé with errors ““My spelling and grammar skills are deficient. ” OR “I don’t care to do my best. ” A group leader does not sit at the head of the table “I want to demonstrate my equality with other members. ” Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Effective Listeners. . . ● Minimize distractions ● Get in touch with the speaker ● Show active involvement; do not interrupt ● Ask reflective questions ● Send probing prompts to the speaker ● Use lag time wisely Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Bad Listening Habits • Faking attention • Allowing disruptions • Overlistening • Stereotyping • Dismissing subjects as uninteresting • Failing to observe nonverbal aids Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Characteristics of Effective Groups Common goals Size Role perception Longevity Status Group norms Leadership Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Group Roles Negative • Isolate • Dominator • Free rider • Detractor • Digresser • Airhead • Socializer Positive • Facilitator • Harmonizer • Record keeper • Reporter • Leader Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Types of Teams Task Force • Achieve a single goal in limited time Quality assurance • Focus on product or service quality team (quality circle) Cross-functional team Product development • Join employees from various departments to solve problems • Focus on the development cycle of new products Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Stages of Team Development Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.