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Haery Sihombing
Ir. Haery Ir. Haery SihombingSihombing/IP/IP
nsyarahnsyarah PelawatPelawat
kultikulti KejuruteraanKejuruteraan PembuatanPembuatan
iti T k l i M l i M l k
MOTIVATIONMOTIVATION
COMMUNICATIONCOMMUNICATION
Haery Sihombing
Defined as the psychological forces within a Defined as the psychological forces within a
person that determine:person that determine:
1) direction of behavior in an organization;1) direction of behavior in an organization;
2) the effort or how hard people work;2) the effort or how hard people work;
3) the persistence displayed in meeting goals.3) the persistence displayed in meeting goals.
Intrinsic MotivationIntrinsic Motivation:: behavior performed for itbehavior performed for itown sake.own sake.
Motivation comes from performing the workMotivation comes from performing the work..
Extrinsic MotivationExtrinsic Motivation:: behavior performed to behavior performed to acquire rewards.acquire rewards.
Motivation source is the consequence of an actionMotivation source is the consequence of an action
MOTIVATIONMOTIVATION
Haery Sihombing
Regardless of the source of motivation, Regardless of the source of motivation, people seek outcomes.people seek outcomes.
Outcome:Outcome: anything a person gets from a job.anything a person gets from a job.
Examples include pay, autonomy, accomplishment.Examples include pay, autonomy, accomplishment.
Organizations hire workers to obtain inputs:Organizations hire workers to obtain inputs:Input:Input: anything a person contributes to their job.anything a person contributes to their job.
Examples include skills, knowledge, work behavior.Examples include skills, knowledge, work behavior.
Managers thus use outcomes to motivate Managers thus use outcomes to motivate workers to provide inputs.workers to provide inputs.
OUTCOMES & INPUTSOUTCOMES & INPUTS
Haery Sihombing
Inputs from
Organizational
members
Inputs fromInputs from
OrganizationalOrganizational
membersmembersPerformancePerformancePerformance
Outcomes
received by
members
OutcomesOutcomes
received byreceived by
membersmembers
Time
Effort
Education
Experience
Skills
Knowledge
Work Behav.
Time
Effort
Education
Experience
Skills
Knowledge
Work Behav.
Contribute to
organization
efficiency,
effectiveness
and
attain goals
Contribute to
organization
efficiency,
effectiveness
and
attain goals
Pay
Job Security
Benefits
Vacation
Autonomy
Responsibility
Pay
Job Security
Benefits
Vacation
Autonomy
Responsibility
MOTIVATION EQUATIONMOTIVATION EQUATION
Haery Sihombing
Expectancy TheoryExpectancy TheoryExpectancy Theory
Developed by Victor Vroom and is a very Developed by Victor Vroom and is a very
popular theory of work motivation.popular theory of work motivation.
Vroom suggests that motivation will be Vroom suggests that motivation will be
high when workers feel:high when workers feel:
High levels of effort lead to high performance. High levels of effort lead to high performance.
High performance will lead to the attainment High performance will lead to the attainment
of desire outcomes.of desire outcomes.
Consists of three areas: Consists of three areas:
Expectancy, Instrumentality, & ValenceExpectancy, Instrumentality, & Valence..
Haery Sihombing
Expectancy, Instrumentality, & ValenceExpectancy, Instrumentality, & ValenceExpectancy, Instrumentality, & Valence
EffortEffortEffort
Expectancy:Person’s
perception that
their effort will
result in
performance
Expectancy:Person’s
perception that
their effort will
result in
performance
Instrumentalityperception that
performance
results in
outcomes
Instrumentalityperception that
performance
results in
outcomes
Valence:How desired
are the outcomes
from a
job
Valence:How desired
are the outcomes
from a
job
PerformancePerformancePerformance OutcomesOutcomesOutcomes
Haery Sihombing
Expectancy, Instrumentality, & ValenceExpectancy, Instrumentality, & ValenceExpectancy, Instrumentality, & Valence
ExpectancyExpectancy is the perception that effort (input) is the perception that effort (input) will result in a level of performance.will result in a level of performance.
You will work hard if it leads to high performance.You will work hard if it leads to high performance.You would be less willing to work hard if you knew that the bestYou would be less willing to work hard if you knew that the bestyou would get on a paper was a D regardless of how hard you you would get on a paper was a D regardless of how hard you tried.tried.
InstrumentalityInstrumentality:: Performance leads to outcomes.Performance leads to outcomes.
Workers are only motivated if they think performance Workers are only motivated if they think performance leads to an outcome.leads to an outcome.
Managers should link performance to outcomes.Managers should link performance to outcomes.
ValenceValence:: How desirable each outcome is to a How desirable each outcome is to a person.person.
Managers should determine the outcomes workers want Managers should determine the outcomes workers want most.most.
Haery Sihombing
High Motivation:High Motivation:High Motivation:
According to the Expectancy Theory, high According to the Expectancy Theory, high
motivation results from high levels of motivation results from high levels of
Expectancy, Instrumentality, & Valence.Expectancy, Instrumentality, & Valence.
If just one If just one value is low, motivation will be value is low, motivation will be lowlow..
This means that even if desired outcomes are This means that even if desired outcomes are closely link to performance, the worker must closely link to performance, the worker must feel the task is possible to achieve for high feel the task is possible to achieve for high motivation to result.motivation to result.
Managers need to consider this relationship to Managers need to consider this relationship to build a high performance firm.build a high performance firm.
Haery Sihombing
Expectancy TheoryExpectancy TheoryExpectancy Theory
High Expectancy
(Worker knows that
if they try, they can
perform)
High Expectancy
(Worker knows that
if they try, they can
perform)
High
Instrumentality
(Worker perceives that
high performance
leads to outcomes)
High
Instrumentality
(Worker perceives that
high performance
leads to outcomes)
High Valence
(Worker desires the
outcomes resulting
from high
performance)
High Valence
(Worker desires the
outcomes resulting
from high
performance)
High
Motivation
HighHigh
MotivationMotivation
Need TheoryNeed TheoryNeed Theory
People are motivated to obtain outcomesPeople are motivated to obtain outcomes
at work to satisfy their needs.at work to satisfy their needs.
AA needneed is a requirement for survival.is a requirement for survival.
ToTo motivatemotivate a person:a person:1)Managers must determine what needs worker wants 1)Managers must determine what needs worker wants
satisfied.satisfied.
2)Ensure that a person receives the outcomes when performi2)Ensure that a person receives the outcomes when performiwell.well.
Several needs theories exist.Several needs theories exist.
MaslowMaslow’’ss Hierarchy of Needs.Hierarchy of Needs.
AlderferAlderfer’’ss ERG.ERG.
HerzbergHerzberg (Motivator & Hygiene Factors)(Motivator & Hygiene Factors)
Hierarchy of NeedsHierarchy of NeedsHierarchy of Needs
Self-
Actualization
Self-
ActualizationRealize one’s
full potential
Realize one’s
full potentialUse abilities
to the fullest
Use abilities
to the fullest
EsteemEsteem Feel good
about oneself
Feel good
about oneselfPromotions
& recognition
Promotions
& recognition
BelongingnessBelongingnessBelongingness Social
interaction, love
SocialSocial
interaction, loveinteraction, loveInterpersonal
relations, parties
InterpersonalInterpersonal
relations, partiesrelations, parties
SafetySafety Security, stabilitySecurity, stability Job security,
health insurance
Job security,
health insurance
PhysiologicalPhysiological Food, water,
shelter
Food, water,
shelterBasic pay level
to buy items
Basic pay level
to buy items
Need Level Description Examples
Lower level needs must be satisfied before higher needs are addressed
Haery Sihombing
Alderfer’s ERGAlderferAlderfer’’ss ERGERG
After lower level needs satisfied, person seeks higher needs. When
unable to satisfy higher needs, lower needs motivation is raised.
GrowthGrowthGrowth Self-development,
creative work
SelfSelf--development,development,
creative workcreative workWorker continually
improves skills
Worker continuallyWorker continually
improves skillsimproves skills
RelatednessRelatedness Interpersonal
relations, feelings
Interpersonal
relations, feelingsGood relations,
feedback
Good relations,
feedback
ExistenceExistence Food, water,
shelter
Food, water,
shelterBasic pay level
to buy items
Basic pay level
to buy itemsLow
est
Hig
hes
t
Need LevelNeed Level DescriptionDescription ExamplesExamples
Haery Sihombing
Motivation-Hygiene TheoryMotivationMotivation--Hygiene TheoryHygiene Theory
Focuses on outcomes that can lead to high Focuses on outcomes that can lead to high motivation, job satisfaction, & those that can motivation, job satisfaction, & those that can
prevent dissatisfaction.prevent dissatisfaction.
Motivator needsMotivator needs:: related to nature of the related to nature of the
work and how challenging it is.work and how challenging it is.Outcomes are autonomy, responsibility, interesting work.Outcomes are autonomy, responsibility, interesting work.
Hygiene needs:Hygiene needs: relate to the physical & relate to the physical &
psychological context of the work.psychological context of the work.Refers to a good work environment, pay, job security.Refers to a good work environment, pay, job security.
When hygiene needs not met, workers are dissatisfied. Note: When hygiene needs not met, workers are dissatisfied. Note:
when met, they will NOT lead to higher motivation, just will when met, they will NOT lead to higher motivation, just will
prevent low motivation.prevent low motivation.
Haery Sihombing
Equity TheoryEquity TheoryEquity Theory
Considers workerConsiders worker’’s perceptions of the fairness perceptions of the fairnesof work outcomes in proportion to their of work outcomes in proportion to their
inputs.inputs.
Adams notes it is the relative rather than the Adams notes it is the relative rather than the absolute level of outcomes a person receives.absolute level of outcomes a person receives.
TheThe Outcome/inputOutcome/input ratio is compared by worker with anotheratio is compared by worker with anotheperson called a referent.person called a referent.
The referent is perceived as similar to the worker.The referent is perceived as similar to the worker.
EquityEquity exists when a person perceives their exists when a person perceives their outcome/input ratio to be equal to the referentoutcome/input ratio to be equal to the referent’’ratio.ratio.
If the referent receives more outcomes, they should also give If the referent receives more outcomes, they should also give more inputs to achieve equity.more inputs to achieve equity.
Haery Sihombing
Equity TheoryEquity TheoryEquity Theory
ConditionCondition Person ReferentPerson Referent ExampleExample
EquityEquity Outcomes = Outcomes
Inputs Inputs
Outcomes = Outcomes
Inputs Inputs
Worker contributes
more inputs but also
gets more outputs
than referent
Worker contributes
more inputs but also
gets more outputs
than referent
Underpayment
Equity
Underpayment
EquityOutcomes < Outcomes
Inputs Inputs
Outcomes < Outcomes
Inputs Inputs
Worker contributes
more inputs but also
gets the same outputs
as referent
Worker contributes
more inputs but also
gets the same outputs
as referent
Overpayment
Equity
Overpayment
EquityOutcomes > Outcomes
Inputs Inputs
Outcomes > Outcomes
Inputs Inputs
Worker contributes
same inputs but also
gets more outputs
than referent
Worker contributes
same inputs but also
gets more outputs
than referent
InequityInequityInequity
InequityInequity exists when workerexists when worker’’s outcome/input s outcome/input
ratio is not equal to referent.ratio is not equal to referent.Underpayment inequity:Underpayment inequity: ratio is less than the referent. ratio is less than the referent. Worker feels they are not getting the outcomes they should Worker feels they are not getting the outcomes they should given inputs.given inputs.
Overpayment inequityOverpayment inequity: ratio is higher than the referent. : ratio is higher than the referent. Worker feels they are getting more outcomes then they should Worker feels they are getting more outcomes then they should given inputs.given inputs.
Restoring Equity:Restoring Equity: Inequity creates tension in Inequity creates tension in
workers to restore equity.workers to restore equity.In underpayment, workers reduce input levels to correct. In underpayment, workers reduce input levels to correct.
Overpayment, worker can change the referent to adjust.Overpayment, worker can change the referent to adjust.
If inequity persists, worker will often leave the firm.If inequity persists, worker will often leave the firm.
Haery Sihombing
Goal Setting TheoryGoal Setting TheoryGoal Setting Theory
Focus workerFocus worker’’s inputs in the direction os inputs in the direction ohigh performance & achievement of high performance & achievement of organizational goals.organizational goals.
GoalGoal is what a worker tries to accomplish.is what a worker tries to accomplish.Goals must be specific and difficult for high performance resultGoals must be specific and difficult for high performance resultss
Workers put in high effort to achieve such goals.Workers put in high effort to achieve such goals.
Workers must accept and be committed to themWorkers must accept and be committed to themFeedback on goal attainment also is important.Feedback on goal attainment also is important.
Goals point out what is important to the firm.Goals point out what is important to the firm.
Managers should encourage workers to developManagers should encourage workers to develop
action plans to attain goals.action plans to attain goals.
Haery Sihombing
Goal SpecificityGoal Specificity : the extent to which goals are : the extent to which goals are
detailed, exact, and unambiguousdetailed, exact, and unambiguous
Goals DifficultyGoals Difficulty : the extent to which a goal is : the extent to which a goal is
hard or challenging to accomplishhard or challenging to accomplish
Goals AcceptanceGoals Acceptance: the extent to which people : the extent to which people
consciously understand and agree to goalsconsciously understand and agree to goals
Performance FeedbackPerformance Feedback: information about the : information about the
quality or quantity of past performance that quality or quantity of past performance that
indicates whether progress is being made toward indicates whether progress is being made toward
the accomplishment of a goal the accomplishment of a goal
COMPONENTSCOMPONENTS
Goal Setting TheoryGoal Setting TheoryGoal Setting Theory
Haery Sihombing
1.1. Assign Specific, challenging goalsAssign Specific, challenging goals
2.2. Make sure workers truly accept Make sure workers truly accept
organizational goalsorganizational goals
People must see the goals as fair and reasonablePeople must see the goals as fair and reasonable
Participative goalParticipative goal--setting can help increase trust setting can help increase trust
and understanding, and hence acceptanceand understanding, and hence acceptance
Training can help increase goal acceptance by Training can help increase goal acceptance by
making workers believe they are capable of making workers believe they are capable of
reaching themreaching them
MOTIVATINGMOTIVATING
Goal Setting TheoryGoal Setting TheoryGoal Setting Theory
Haery Sihombing
3.3. Provide frequent, specific performanceProvide frequent, specific performance--
related feedbackrelated feedback
Can encourage employees who donCan encourage employees who don’’t have t have
specific, challenging goals to actually set goals to specific, challenging goals to actually set goals to
improve their performanceimprove their performance
Once people meet goals, often encourages them Once people meet goals, often encourages them
to set higher, more difficult goalsto set higher, more difficult goals
Lets people know whether they need to increase Lets people know whether they need to increase
heir efforts or change strategies in order to heir efforts or change strategies in order to
accomplish their goals.accomplish their goals.
MOTIVATINGMOTIVATING
Goal Setting TheoryGoal Setting TheoryGoal Setting Theory
Haery Sihombing
Learning TheoryLearning TheoryLearning Theory
Focuses on the Focuses on the linkage between linkage between performance and outcomesperformance and outcomes in the in the motivation equation shown inmotivation equation shown in
LearningLearning: permanent change in person: permanent change in person’’s knowledge or behavis knowledge or behavi
resulting from practice or experience.resulting from practice or experience.
Operant ConditioningOperant Conditioning:: people learn to dopeople learn to dothings leading to desired outcomes and avoithings leading to desired outcomes and avoidoing things with adverse outcomes.doing things with adverse outcomes.
Motivation can be increased by linking specific behaviorsMotivation can be increased by linking specific behaviors
with specific outcomes.with specific outcomes.Managers can use four tools of conditioning to motivate high Managers can use four tools of conditioning to motivate high performance.performance.
Haery Sihombing
Operant Conditioning ToolsOperant Conditioning ToolsOperant Conditioning Tools
Positive Reinforcement:Positive Reinforcement: people get desired people get desired
outcomes when they perform needed work outcomes when they perform needed work
behaviors.behaviors.
PositivePositive reinforcersreinforcers: pay raises, promotions.: pay raises, promotions.
Negative Reinforcement:Negative Reinforcement: managermanager
eliminates undesired outcomes once the desired eliminates undesired outcomes once the desired
behavior occursbehavior occurs..Worker performs to avoid an undesired outcome Worker performs to avoid an undesired outcome
(Work harder or you are fired). (Work harder or you are fired).
In both types of reinforcement, managers must be In both types of reinforcement, managers must be careful to link the right behaviors by workers to what careful to link the right behaviors by workers to what
the organization needsthe organization needs
Haery Sihombing
Operant Conditioning ToolsOperant Conditioning ToolsOperant Conditioning Tools
Extinction:Extinction: used when workers are used when workers are
performing behavior detrimental to the firm. performing behavior detrimental to the firm. Manager does not reward the behavior and over time, the Manager does not reward the behavior and over time, the
worker will stop performing it.worker will stop performing it.
Punishment:Punishment: used when the manager does used when the manager does
not control the reward the worker receives not control the reward the worker receives
(perhaps it is outside the job).(perhaps it is outside the job).Manager administers an undesired consequence to worker Manager administers an undesired consequence to worker
(verbal reprimands to pay cuts).(verbal reprimands to pay cuts).
Punishment can lead to unexpected sidePunishment can lead to unexpected side--effects such as effects such as
resentment, and should be used sparingly.resentment, and should be used sparingly.
Haery Sihombing
Organizational Behavior ModificationOrganizational Behavior ModificationOrganizational Behavior Modification
OB MODOB MOD occurs when managers occurs when managers systematically apply the tools of operant systematically apply the tools of operant behavior.behavior.
Shown to improve productivity, attendance, Shown to improve productivity, attendance,
punctuality and other behaviors.punctuality and other behaviors.
Works best for behaviors that are specific, objective Works best for behaviors that are specific, objective
and countable.and countable.
Some managers argue it is overSome managers argue it is over--controlcontrolwhile others suggest it provides for high while others suggest it provides for high efficiency.efficiency.
Both sides likely have valid points.Both sides likely have valid points.
Haery Sihombing
Social Learning TheorySocial Learning TheorySocial Learning Theory
Vicarious Learning:Vicarious Learning: or observational learning, or observational learning, occurs when a person is motivated to learn by occurs when a person is motivated to learn by watching someone else work and be rewarded.watching someone else work and be rewarded.
People are motivated to imitate models who are People are motivated to imitate models who are highly competent, expert and receive attractive highly competent, expert and receive attractive reinforcersreinforcers..
SelfSelf-- reinforcersreinforcers:: desired outcomes a person desired outcomes a person can give themselves.can give themselves.
Person can reward themselves for success.Person can reward themselves for success.
SelfSelf--efficacy:efficacy: refers to a personrefers to a person’’s belief about s belief about their ability to perform a behavior successfully.their ability to perform a behavior successfully.
People will only be motivated if they think they People will only be motivated if they think they
have the ability to accomplish the taskhave the ability to accomplish the task
Haery Sihombing
Pay and MotivationPay and MotivationPay and Motivation
Pay can help motivate workersPay can help motivate workers..ExpectancyExpectancy:: pay is an instrumentality (and outcome), pay is an instrumentality (and outcome),
must be high for motivation to be high.must be high for motivation to be high.
Need TheoryNeed Theory:: pay is used to satisfy many needs.pay is used to satisfy many needs.
Equity TheoryEquity Theory:: pay is given in relation to inputs.pay is given in relation to inputs.
Goal Setting TheoryGoal Setting Theory:: pay linked to goal attainment.pay linked to goal attainment.
Learning TheoryLearning Theory:: outcomes (pay), is distributed upon outcomes (pay), is distributed upon
performance of functional behaviors.performance of functional behaviors.
Pay should be based on performance, Pay should be based on performance, many firms do this with a Merit Pay Plan.many firms do this with a Merit Pay Plan.
Merit PayMerit PayMerit Pay
Can be based on individual, group or Can be based on individual, group or organization performance.organization performance.
Individual PlanIndividual Plan:: used when individual performanceused when individual performance
(sales) is accurately measured.(sales) is accurately measured.
Group PlanGroup Plan:: use when group works closely togetheruse when group works closely together
and is measured as a group.and is measured as a group.
Organization PlanOrganization Plan:: When group or individual When group or individual
outcomes not easily measured.outcomes not easily measured.
Bonus has a higher impactBonus has a higher impact on motivationon motivationsincesince
Salary level not related to current performance.Salary level not related to current performance.
Other items( base salary, cost of living, seniority).Other items( base salary, cost of living, seniority).
S l l d d ll h li lS l l d d ll h littl
Haery Sihombing
COMMUNICATIONCOMMUNICATION
Haery Sihombing
Importance of Good CommunicationImportance of Good CommunicationImportance of Good Communication
Good Communication allows a firm toGood Communication allows a firm to
Learn new skills and technologies.Learn new skills and technologies.
Become more responsive to customers.Become more responsive to customers.
Improve Quality of their product or service.Improve Quality of their product or service.
Foster innovationFoster innovation
Effective communication is needed byEffective communication is needed by
all Managers.all Managers.
Haery Sihombing
The Communication ProcessThe Communication ProcessThe Communication Process
Communication consists of two phases:Communication consists of two phases:
1.1. Transmission phase: Transmission phase: information is shared by 2 information is shared by 2
or more people.or more people.
22. Feedback phase:. Feedback phase: a common understanding is a common understanding is
assured.assured.
Starts with the Sender who wants to share Starts with the Sender who wants to share information.information.
Sender must decide on a message to shareSender must decide on a message to share
Sender also puts the message into symbols or Sender also puts the message into symbols or
language, a process called encoding.language, a process called encoding.
Noise: anything harming the communication Noise: anything harming the communication process.process.
Haery Sihombing
The Communication ProcessThe Communication ProcessThe Communication Process
MessageMessage EncodingEncoding MediumMedium DecodingDecoding
DecodingDecoding MediumMedium EncodingEncoding MessageMessage
ReceiverReceiver
(now sender)(now sender)SenderSender
Transmission PhaseTransmission Phase
Feedback Phase
NOISENOISE
Haery Sihombing
The Communication ProcessThe Communication ProcessThe Communication Process
Messages are transmitted over a medium to a Messages are transmitted over a medium to a receiver.receiver.
Medium:Medium: pathway the message is transmitted on pathway the message is transmitted on
(phone, letter).(phone, letter).
Receiver:Receiver: person getting the message.person getting the message.
Receiver next decodes the message.Receiver next decodes the message.DecodingDecoding allows the receiver to understand the allows the receiver to understand the
message.message.
This is a critical point, can lead to This is a critical point, can lead to mismis--understanding.understanding.
Feedback is started by receiver and states Feedback is started by receiver and states that the message is understood or that it mustthat the message is understood or that it mustbe rebe re--sentsent
Haery Sihombing
Communication IssuesCommunication IssuesCommunication Issues
EncodingEncoding of messages can be done of messages can be done verbally or nonverbally or non--verballyverbally
Verbal:Verbal: spoken or written communication.spoken or written communication.
Nonverbal:Nonverbal: facial gestures, body language, facial gestures, body language,
dress.dress.
Sender and receiver communicate based Sender and receiver communicate based on their on their perceptionperception..
Subjective perception can lead to biases and Subjective perception can lead to biases and
stereotypes that hurt communication.stereotypes that hurt communication.
Effective Managers avoid communicating based on Effective Managers avoid communicating based on
a prea pre--set belief.set belief.
Haery Sihombing
Dangers of Ineffective CommunicatioDangers of Ineffective CommunicatioDangers of Ineffective Communicatio
Managers spend most of their time Managers spend most of their time communicating so both they and the communicating so both they and the subordinates must be effective communicators.subordinates must be effective communicators.To be effective:To be effective:
Select an Select an appropriate mediumappropriate medium for each for each message.message.
There is no one There is no one ““bestbest”” medium.medium.
ConsiderConsider information richnessinformation richness: the amount of : the amount of
information a medium can carry.information a medium can carry.
Medium with high richness can carry much information to aiMedium with high richness can carry much information to ai
understanding.understanding.
Is there a need for a Is there a need for a paper/electronic trailpaper/electronic trail toto
provide documentation?provide documentation?
Haery Sihombing
Information Richness and Media TypeInformation Richness and Media TypeInformation Richness and Media Type
Face-to-face
communication
FaceFace--toto--faceface
communicationcommunication
Verbal communication
electronically
transmitted
Verbal communicationVerbal communication
electronicallyelectronically
transmittedtransmitted
Verbal communication
electronically
transmitted
Verbal communicationVerbal communication
electronicallyelectronically
transmittedtransmitted
Impersonal written
communication
Impersonal writtenImpersonal written
communicationcommunication
High High
RichnessRichness
LowLow
RichnessRichness
Haery Sihombing
Communication MediaCommunication MediaCommunication Media
FaceFace--toto--FaceFace: highest information richness.: highest information richness.Can take advantage of verbal and nonverbal signals.Can take advantage of verbal and nonverbal signals.
Provides for instant feedback.Provides for instant feedback.
Management by wandering around takes advantage of this Management by wandering around takes advantage of this
with informal talks to workers.with informal talks to workers.
Video ConferencesVideo Conferences: provide much of this richness.: provide much of this richness.
Reduce travel costs and meeting times.Reduce travel costs and meeting times.
Verbal Communication electronically Verbal Communication electronically transmittedtransmitted: has next highest richness.: has next highest richness.
Phone conversations, but no visual nonverbal cues.Phone conversations, but no visual nonverbal cues.
Do have tone of voice, senderDo have tone of voice, sender’’s emphasis and quick s emphasis and quick
feedback.feedback.
Haery Sihombing
Communication MediaCommunication MediaCommunication Media
Personally Addressed Written Personally Addressed Written Communication:Communication: lower richness than the verblower richness than the verbaforms, but still is directed at a given person.forms, but still is directed at a given person.
Personal addressing helps ensure receiver reads it.Personal addressing helps ensure receiver reads it.
Letters and eLetters and e--mail are common forms.mail are common forms.
Cannot provide instant feedback to sender but can get Cannot provide instant feedback to sender but can get
feedback later.feedback later.
Excellent for complex messages needing followExcellent for complex messages needing follow--upup..
Impersonal Written Communication:Impersonal Written Communication: lowestlowestrichness.richness.
Good for messages to many receivers. Little feedback isGood for messages to many receivers. Little feedback is
expected.expected.
Newsletters reports are examplesNewsletters reports are examples
Haery Sihombing
E-Mail TrendsEE--Mail TrendsMail Trends
EE--mailmail use is growing rapidly in large firms, and use is growing rapidly in large firms, and there are even special ethere are even special e--mail etiquette:mail etiquette:
Words in all Words in all CAPITALSCAPITALS are seen as are seen as ““screamingscreaming”” atat
the receiver.the receiver.
Punctuate your messagesPunctuate your messages for easy reading and for easy reading and
dondon’’t ramble on.t ramble on.
PayPay attention to spellingattention to spelling and treat like a written and treat like a written
letter.letter.
EE--mail has allowed telecommuting, where mail has allowed telecommuting, where workers can work from home and be in touch workers can work from home and be in touch with ewith e--mail.mail.
Haery Sihombing
Communication NetworksCommunication NetworksCommunication Networks
Networks show information flows in anNetworks show information flows in anorganization.organization.
•• Wheel NetworkWheel Network:: information flow to and from one information flow to and from one
central member.central member.
•• Chain NetworkChain Network:: members communicate with peoplmembers communicate with people
next to them in sequence.next to them in sequence.
Wheel and Chain networks provide for little interaction.Wheel and Chain networks provide for little interaction.
•• Circle NetworkCircle Network:: members communicate with othersmembers communicate with others
close to them in terms of expertise, office location, etclose to them in terms of expertise, office location, et
•• AllAll--Channel NetworkChannel Network:: found in teams, with high found in teams, with high
levels of communications between each member andlevels of communications between each member and
all others.all others.
Haery Sihombing
Communication Networks in Groups & Teams
Communication Networks in Communication Networks in Groups & TeamsGroups & Teams
Wheel NetworkWheel Network
Circle NetworkCircle Network
Chain NetworkChain Network
All Channel NetworkAll Channel Network
Haery Sihombing
Organization Communication NetworksOrganization Communication NetworksOrganization Communication Networks
Organization chartOrganization chart depicts formal depicts formal reporting channels.reporting channels.
Communication is informalCommunication is informal and flows around and flows around
issues, goals, and projects.issues, goals, and projects.
Vertical CommunicationVertical Communication:: goes up and down the goes up and down the
corporate hierarchy.corporate hierarchy.
Horizontal CommunicationHorizontal Communication:: between employees between employees
of the same level.of the same level.
Informal communications can span levels and departments.Informal communications can span levels and departments.
GrapevineGrapevine:: informal network carrying unofficial informal network carrying unofficial
information through the firm.information through the firm.
Haery Sihombing
Organizational Communications NetworkOrganizational Communications NetworkOrganizational Communications Network
Formal
Communication
Informal
Communication
Haery Sihombing
Technological AdvancesTechnological AdvancesTechnological Advances
Internet: global system of computer networks
Many firms use it to communicate with suppliers.
World Wide Web (WWW): provides multimedia access to the Internet.
Intranets: use the same information concepts as the Internet, but keep the network inside the firm.
Groupware: software designed to let workers share information and improve communication.
Best for team oriented support.
Communication Skills for Managersas Senders
Communication Skills for ManagersCommunication Skills for Managersas Sendersas Senders
•• SendSend clear and completeclear and complete messages.messages.
•• Encode messagesEncode messages in symbols the receiver in symbols the receiver
understands.understands.
•• Select a Select a medium appropriatemedium appropriate for the message for the message
AND monitored by the receiver.AND monitored by the receiver.
•• Avoid filteringAvoid filtering (holding back information) and (holding back information) and
distortion as the message passes through other distortion as the message passes through other
workers.workers.
•• Ensure a feedbackEnsure a feedback mechanism is included in mechanism is included in
the message.the message.
•• Provide accurate informationProvide accurate information to avoid rumors.to avoid rumors.
Haery Sihombing
Communication Skills for Managers as Receivers
Communication Skills for Managers Communication Skills for Managers as Receiversas Receivers
•• Pay AttentionPay Attention to what is sent as a message.to what is sent as a message.
•• Be a good listener: Be a good listener: dondon’’t interrupt.t interrupt.
Ask questions to clarify your understanding.Ask questions to clarify your understanding.
•• Be empathetic: Be empathetic: try to understand what the try to understand what the sender feels.sender feels.
•• Understand linguistic styles: Understand linguistic styles: differentdifferentpeople speak differently.people speak differently.
Speed, tone, pausing all impact communication.Speed, tone, pausing all impact communication.
This is particularly true across cultures.This is particularly true across cultures.
Managers should expect and plan for this.Managers should expect and plan for this.
Haery Sihombing
THANK YOUTHANK YOU