LEHMAN DUFRENE BCOM 7 2 Focusing on Interpersonal

LEHMAN/ DUFRENE BCOM 7 2 Focusing on Interpersonal and Group Communication Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

LEARNING OUTCOMES 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 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 2

Behavioral Theories That Impact Communication • Interpersonal intelligence: Ability to read, empathize, and understand others • Abraham Maslow’s hierarchy of needs • Lower-level needs- Physiological, and security and safety • Upper-level needs - Social, ego or esteem, and self-actualization • Satisfied employees tend to be more productive Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 3

Behavioral Theories That Impact Communication • Stroke: Emotional response one gets in a communication interaction • Positively or negatively effects feelings about oneself and others • Theory X and Y • Theory X - Traditionalist view • Management exercises control, motivates individuals through external incentives • Theory Y - Contemporary view • Management balances control and individual freedom, treats the individual as a mature person Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 4

Figure 2. 1 The Johari Window Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 5

Behavioral Theories That Impact Communication • Situational leadership model • Appropriate style depends on the follower and the task • Directive behavior: Leaders give detailed rules and instructions, and monitor that they are followed • Supportive behavior: Leaders listen, communicate, recognize, and encourage their followers Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 6

Behavioral Theories That Impact Communication • Total Quality Management • Distributes decision-making power • Goal - Employee empowerment • Social constructionist view of leadership • Co-constructed reality that emerges from the interaction of social actors Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 7

Nonverbal Communication • Metacommunication • Nonverbal message that accompanies a message that is expressed in words • Kinesic messages • Visual communication: Gestures, winks, smiles, grooming, and other body movements • Vocal communication: Intonation, projection, and resonance of the voice Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 8

Characteristics of Nonverbal Messages • Unavoidable • Holds different meanings for different people • Varies between and within cultures • Intentional or unintentional • Can contradict a verbal message • Receives more attention • Provides clues about the sender’s background and motives • Influenced by the surrounding Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 9

Listening as a Communication Skill • Purpose • • For social interactions To receive information To solve problems To share feelings • Styles • • Casual listening Listening for information Intensive listening Empathetic listening Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 10

Bad Listening Habits • • • Faking attention Allowing disruptions Overlistening Stereotyping Dismissing subjects as uninteresting Failing to observe nonverbal aids Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 11

Group Communication • Increasing focus on groups • Flat organizational structures • Individual takes up an expanded role which involves power and authority that surpasses his or her status • Heightened focus on cooperation through: • Open communication and information • Reward systems Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 12

Group Communication • Characteristics of effective groups • • Common goals Role perception Longevity Size Status Group norms Leadership • Group roles - Positive and negative Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 13

Group Communication • Strategies to organize workers into teams • • Task force Quality assurance team Cross-functional team Product development team • Team development stages • • Forming Storming Norming Performing Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 14

Meeting Management - Face-to-Face Meetings Advantages • Provide rich, nonverbal cues • Preferred when dealing with sensitive issues • Beneficial when participants do not know one another • Used when participants are same place at the same time • Establish group rapport Disadvantages • Pose logistical issues of schedules and distance • May be dominated by aggressively vocal and highstatus members Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 15

Meeting Management - Electronic Meetings Advantages Disadvantages • Facilitate geographically dispersed groups • Speed up follow-up activities through electronically recording decisions and action items • Fail to replace face-to-face contact • Make consensus harder to reach • Dependent upon keyboarding skills of all the participants Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 16

Suggestions for Effective Meetings • • Limit meeting length and frequency Make satisfactory arrangements Distribute the agenda in advance Encourage participation Maintain order Manage conflict Seek consensus Prepare thorough minutes Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 17

KEY TERMS • • • Interpersonal intelligence • Stroke • Directive behavior • Supportive behavior • Total Quality • Management • Metacommunication • Visual kinesic • communication • Vocal kinesic communication • Casual listening • Listening for information Intensive listening Empathetic listening Role Status Norm Task force Quality assurance team Cross-functional team Product development team Forming Storming Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 18

KEY TERMS • • • Norming Performing Agenda Brainstorming Consensus Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 19

SUMMARY • Knowledge from behavioral theories helps understand human needs • Provides insights on how effective communication can be achieved in the workplace • Nonverbal elements constitute a major part of the total meaning of a message • Effective listening requires mental and emotional effort • Characteristics of effective groups Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 20

SUMMARY • Size, status, group norms, and leadership • Aspects of effective meeting management includes: • Limiting its length and frequency, and making proper arrangements • Distributing the agenda in advance and encouraging participation • Organizing, managing conflict, and seeking consensus • Preparing thorough minutes Copyright © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. BCOM 7|CH 2 21