BA 352 Lecture Ch12

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Chapter Twelve

Communicating in the

Internet Age

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Chapter Twelve Outline

Basic Dimensions of the Communication Process

A Perceptual Process Model of Communication

Communication Distortion Between Managers and Employees

Interpersonal CommunicationAssertiveness, Aggressiveness, and Nonassertiveness

Sources of Nonverbal Communication

Active Listening

Women and Men Communicate Differently

12-1a

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A Perceptual Model of Communication

12-2

Figure 12-1

NoiseSender

Receiverdecodes

Receivercreatesmeaning

Transmittedon medium

MessageEncoding

EncodingMessageTransmittedon medium

Sourcedecodes

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12-3

Figure 12-2

Situational Antecedents

Patterns of Distortion in Upward

Communication

1. Supervisors upwardinfluence

Low HighIncreased distortion becauseemployees send morefavorable information andwithhold useful information.

Low High2. Supervisors power Increased distortion because

employees screen outinformation detrimental totheir welfare.

Low High3. Subordinates aspiration

for upward mobility Less accuracy becauseemployees tend to pass alonginformation that helps theircause.

Low High4. Subordinates trust in

the supervisor

Considerable distortionbecause employees do notpass up all information they

receive.

Sources of Distortion in UpwardCommunication

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12-4a

Table 12-1a

Assertive Pushing hardwithout attacking;permits others toinfluence outcome;

expressive and self-enhancing withoutintruding on others.

Good eye contact;Comfortable butfirm posture;Strong, steady and

audible voice; Facialexpressionsmatched tomessage;Appropriatelyserious tone;

Selectiveinterruptions toensureunderstanding.

Direct andunambiguouslanguage; Noattributions or

evaluations ofothersbehavior; Use ofI statementsand cooperativewe

statements.

Communication Nonverbal Behavior Verbal Behavior

Style Description Pattern Pattern

Communication Styles

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12-4b

Table 12-1b



Aggressive Taking advantageof others;Expressive and self-

enhancing atothers expense.

Glaring eye contact;Moving or leaningtoo close;

Threateninggestures (pointingfinger; clenchedfist); Loud Voice;Frequentinterruptions.

Swear wordsand abusivelanguage;

Attributions andevaluations ofothersbehavior; Sexistor racists terms;Explicit threats

or put-downs.

Communication Styles (continued)

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Communication Styles (continued)12-4c

Table 12-1c



Nonassertive Encouraging othersto take advantageof us; Inhibited;Self-denying.

Little eye contact;Downward glances;Slumped postures;Constantly shifting

weight; Wringinghands; Weak orwhiny voice.

Qualifiers(maybe, kindof ); Fillers(uh, you

know, well);Negaters (itsreally not thatimportant, Imnot sure).

Communication Styles (continued)

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12-6a

Maintain eye contact.

Nod your head to convey that you are listening or thatyou agree.

Smile and show interest.

Lean forward to show the speaker you are interested.

Use a tone of voice that matches your message

Positive Nonverbal Actions Include:

Skills and Best Practices: Advice toImprove Nonverbal Communication

Skills

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12-6b

Avoiding eye contact and looking away from thespeaker.

Closing your eyes or tensing your facial muscles.

Excessive yawning.

Using body language that conveys indecisiveness or lackof confidence (e.g., slumped shoulders, head down, flattones, inaudible voice)

Speaking too fast or too slow.

Negative Nonverbal Actions Include:

Advice to Improve NonverbalCommunication Skills (cont)

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12-7

Results-style:Interested in thebottom line or result of a message.

Reasons-style:Interested inhearing the rationale behind amessage.

Process-style:Likes to discussissues in detail.

Listening Styles

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Hands-on

Exercise

How would you evaluate your listening skills?

Which statements from the survey gave you the mostproblems? Why do you think this occurred?

Why is it hard to be a good listener?

Assessing your Listening Skills

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12-9a

Table 12-2

Keys to EffectiveListening

The Bad Listener The Good Listener

1. Capitalize on thought

speed

Tends to daydream Stays with the speaker,

mentally summarizes thespeaker, weighs evidence,and listens between the lines

2. Listen for ideas Listens for facts Listens for central or overallideas

3. Find an area of interest Tunes out dry speakers orsubjects

Listens for any usefulinformation

4. Judge content, not

delivery

Tunes out dry monotonespeakers

Assesses content by listeningto entire message beforemaking judgments

5. Hold your fire Gets too emotional or workedup by something said by thespeaker and enters into anargument

Withholds judgment untilcomprehension is complete

Sources: Derived from N Skinner, Communication Skills,Selling Power, July/August 1999, pp 32-34; and G Manning, KCurtis, and S McMillen, Building the Human Side of Work Community(Cincinnati, OH: Thomson Executive Press, 1996), pp127-54.

The Keys to Effective Listening

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12-9b

Table 12-2

Keys to EffectiveListening

The Bad Listener The Good Listener

6. Work at listening Does not expend energy onlistening

Gives the speaker fullattention

7. Resist Distractions Is easily distracted Fights distractions andconcentrates on the speaker

8. Hear what is said Shuts our or deniesunfavorable information

Listens to both favorable andunfavorable information

9. Challenge yourself Resists listening to

presentations of difficultsubject manner

Treats complex

presentations as exercisesfor the mind

10. Use handouts, overheads,

or other visual aids

Does not take notes or payattention to visual aids

Takes notes as required anduses visual aids to enhanceunderstanding of thepresentation

The Keys to Effective Listening (cont)

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Internet:a global network of computer networks

Intranet:an organizations private internet that uses firewalls toblock outside internet users from accessing confidentialinformation

Extranet:an extended intranet that connects internal employeeswith customers, suppliers, and other strategic partners

Electronic Mail:uses the internet/intranet to send computer-generated text and documents

Video Conferencing: uses video and audio links to connectpeople at different locations

12-10a

Organizations are increasingly using informationtechnology to improve productivity and customersatisfaction.

Key Terms Associated withInformation Technology

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Collaborative Computing:uses computer software andhardware to link people across a room or across the globe- Collaborative applications include e-mail, calendar

management, video conferencing, computer

teleconferencing, and computer aided decision-makingsystems

Telecommuting:involves receiving and sending work fromhome to the office by using the phone and a computer link

For class discussion:What are the managerial challengesassociated with managing the growing number of employeeswho telecommute?

12-10b

Key Terms Associated with InformationTechnology (continued)

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Process Barriers:involve all components of theperceptual model of communication

Personal Barriers:involve components of anindividuals communication competence andinterpersonal dynamics between people

communicating Physical Barriers:pertain to the physical

distance between people communicating

Semantic Barriers:relate to the differentunderstanding and interpretations of thewords we use to communicate

For class discussion:Which of the barriers toeffective communication is the most difficultto deal with? Explain.

12-11

Barriers to Effective Communication

Documents

BA 352 Lecture Ch12