Chapter 3 Interpersonal Communication Management A Skills Approach

Learning Objectives • Identify and Avoid the Barriers to Effective Communication • Send Clear,

Common Communication Problems • Words mean different things to different people. • The initiation

Why is Communication Important? • Everything a manager does involves communication. • Ineffective communication

Why is Communication Important? • Managers can’t make an informed decision without all of

What is the Interpersonal Communication Process? • Communication begins when one person sends a

Communication • Orally – speeches, meetings, phone calls • Non-verbally – touch, facial expression,

What is the Interpersonal Communication Process? • Effective communication occurs when the sender transmits

The Communication Process Model 9 Copyright © 2005 Prentice-Hall

Basic Interpersonal Communication Skills • Avoid Barriers to Communication • Send Understandable Messages •

Basic Interpersonal Communication Skills • Utilize Non-Verbal Signals • Give and Solicit Meaningful Feedback

Frames of Reference Barriers to Communication Semantics Value Judgments Selective Listening Filtering Distrust 12

How Do You Send Clear, Understandable Messages? • Use Multiple Channels • Be Complete

How Do You Send Clear, Understandable Messages? • Be Congruent • Simplify Your Language

Guides for Giving and Receiving Feedback Criteria for Giving Feedback 1. Make sure your

Guides for Giving and Receiving Feedback (continued) Criteria for Receiving Feedback 1. 2. 3.

How Do You Receive and Understand Messages Accurately? Active Listening • Sensing • Attending

How Can You Utilize Nonverbal Cues? • • Visual Tactile Vocal Time and Space

Means of Nonverbal Communication VISUAL Components Communicated Examples Image Facial Expressions Eye Movements Posture

Means of Nonverbal Communication (continued) VOCAL Components Examples Meanings Communicated How things are said

How Can You Make Communication More Productive? • Productive communication is the process of

How Can You Adapt to Diversity of Communication Styles? • Communication Styles • •

Cultural Differences • Same words and phrases mean different things to people from different

Gender Differences Male managers characterized by: • Task orientation • Dominance • Challenges to

Gender Differences Female managers are usually: • More informative • Receptive to ideas •

How Can You Facilitate Communication with Diversity? • Assume Differences • Emphasize Description •

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Learning Objectives • Identify and Avoid the Barriers to Effective Communication • Send Clear, Understandable Messages • Listen Actively to Others • Utilize Nonverbal Signals • Solicit Meaningful Feedback • Adapt to Style, Gender, and Cultural Diversity • Give Appropriate Feedback 2 Copyright © 2005 Prentice-Hall

Common Communication Problems • Words mean different things to different people. • The initiation of a message provides no assurance it has been received. • Communications often become distorted as they are transmitted. 3 Copyright © 2005 Prentice-Hall

Why is Communication Important? • Managers can’t make an informed decision without all of the relevant information • Once a decision is made it must be communicated to those in charge of implementing it 5 Copyright © 2005 Prentice-Hall

Communication • Orally – speeches, meetings, phone calls • Non-verbally – touch, facial expression, tone of voice • In writing – memos, reports, manuals • Electronically – e-mail, voice mail, fax 7 Copyright © 2005 Prentice-Hall

What is the Interpersonal Communication Process? • Effective communication occurs when the sender transmits completely and the receiver interprets exactly as the sender intended • Efficient communication uses less time and less resources 8 Copyright © 2005 Prentice-Hall

Guides for Giving and Receiving Feedback Criteria for Giving Feedback 1. Make sure your comments are intended to help recipient. 2. Speak directly and with feeling. 3. Describe what the person is doing and the effect the person is having. 4. Don’t be threatening or judgmental. 5. Be specific, not general (use clear and recent examples). 6. Give feedback when the recipient is open to accepting it. 7. Check to ensure the validity of your statements. 8. Include only things the receiver can do something about. 9. Don’t overwhelm the person with more than can be handled. 15 Copyright © 2005 Prentice-Hall

Guides for Giving and Receiving Feedback (continued) Criteria for Receiving Feedback 1. 2. 3. 4. 5. 6. 7. 8. Don’t be defensive. Seek specific examples. Be sure you understand (summarize). Share your feelings about the comments. Ask for definitions. Check out underlying assumptions. Be sensitive to sender’s nonverbal messages. Ask questions to clarify. 16 Copyright © 2005 Prentice-Hall

Means of Nonverbal Communication VISUAL Components Communicated Examples Image Facial Expressions Eye Movements Posture Gestures Clothing, hygiene Frown, smile, sneer Looking away, staring Leaning in, slumped Handshake, wave Meanings Values, competence Unexpressed feelings Intentions, state of mind Attitude Intentions, feelings TACTILE Touch Pat on the back Gentle touch on an arm Approval Support and concern 19 Copyright © 2005 Prentice-Hall

Means of Nonverbal Communication (continued) VOCAL Components Examples Meanings Communicated How things are said Vocal intonations Loudness, pitch, rate Rhythm, pitch, clarity Different meanings, (e. g. Sarcasm, disapproval) SPACIAL Body closeness Furniture arrangement 0 – 2 feet Large pieces far apart Feelings of intimacy Formal and serious 20 Copyright © 2005 Prentice-Hall

How Can You Make Communication More Productive? • Productive communication is the process of identifying the desired result, streamlining the message, and communicating with finesse. 21 Copyright © 2005 Prentice-Hall