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Chapter 15Managing
Communication
© 2015 Cengage Learning MGMT7
© 2015 Cengage Learning
15-1 explain the role that perception plays in communication and communication problems
15-2 describe the communication process and the various kinds of communication in organizations
15-3 explain how managers can manage one-on-one communication effectively
15-4 describe how managers can manage organization-wide communication effectively
Perception
The process by which individuals attend to, organize, interpret, and
retain information from their environments.
© 2015 Cengage Learning15-1
Basic Perception Process
© 2015 Cengage Learning 15-1
Perception Problems
• Selective perception
• Closure
© 2015 Cengage Learning15-1
Perceptions of Others
• Attribution theory: we all have a basic need to understand and explain the causes of other people’s behavior
– internal attribution– external attribution
• Defensive bias
• Fundamental attribution theory
© 2015 Cengage Learning 15-1
Defensive Bias and Fundamental Attribution Error
© 2015 Cengage Learning 15-1
Self-Perception
Self-serving bias• The tendency to overestimate our
value by attributing success to ourselves and failures to others or the environment
© 2015 Cengage Learning 15-1
The Interpersonal Communication Process
15-2© 2015 Cengage Learning
Noise
© 2015 Cengage Learning
Anything that interferes with the transmission of the intended message.
•The sender isn’t sure what message to communicate.•The message is not clearly encoded.•The wrong communication channel is chosen.•The message is not received or decoded properly.•The receiver doesn’t have the experience or time to understand the message.
15-2
Formal Communication Channel
The system of official channels that carry organizationally approved messages and
information.
Downward communication
Upward communication
Horizontal communication
15-2© 2015 Cengage Learning
Informal Communication Channel
The transmission of messages from employee to employee outside of formal communication channels.
© 2015 Cengage Learning15-2
Grapevine Communication Networks
15-2© 2015 Cengage Learning
Managing Grapevines
• Worst thing to do is withhold information
• Keep employees informed about possible changes and strategies
• Do not overlook the grapevine as a tremendous source of information and feedback
© 2015 Cengage Learning 15-2
Coaching
Communicating with someone for the direct purpose of improving the person’s on-the-job performance.
Mistakes managers make•Waiting for a problem before coaching•Waiting too long before talking to employee about problem
© 2015 Cengage Learning 15-2
Counseling
Communicating with someone about non-job-related issues.
•Managers should not be clinicians•Discuss specific performance problems•Listen if the employee shares personal issues•Recommend that employees call the company’s Employee Assistance Program (EAP)
© 2015 Cengage Learning 15-2
Nonverbal Communication
Any communication that doesn’t involve words; almost always accompanies verbal communication and may either support or
contradict it.
•Kinesics
•Paralanguage
© 2015 Cengage Learning15-2
Communication Medium
The method used to deliver a message.
•Oral communication
•Written communication
© 2015 Cengage Learning15-3
Oral Communication
• Managers generally prefer oral communication over written because it provides opportunity to ask questions.
• A rich communication medium
© 2015 Cengage Learning 15-3
Written Communication
• Well suited for delivering straightforward messages and information
• Email is fastest growing communication form in organizations because of convenience and speed.
© 2015 Cengage Learning15-3
Listening
• Most people are terrible listeners, retaining only about 25% of what they hear.
• About 45% of total communication time is spent listening.
© 2015 Cengage Learning 15-3
Active Listening
© 2015 Cengage Learning
Assuming half the responsibility for successful communication by actively giving
the speaker nonjudgmental feedback that shows you’ve accurately heard what he or
she said.
•Clarify responses
•Paraphrase
•Summarize 15-3
Clarifying, Paraphrasing, and Summarizing Responses for Active Listeners
15-3© 2015 Cengage Learning
Empathetic Listening
© 2015 Cengage Learning
Understanding the speaker’s perspective and personal frame of reference and
giving feedback that conveys that understanding to the speaker.
•Show desire to understand
•Reflect the speaker’s emotions
15-3
Giving Feedback
• Destructive feedback
• Constructive feedback
© 2015 Cengage Learning 15-3
Giving Constructive Feedback
• Immediate
• Specific
• Problem-oriented
© 2015 Cengage Learning15-3
Improving Transmission
• Online discussion forums
• Televised/videotaped speeches and meetings
• Voice messaging
© 2015 Cengage Learning 15-4
Establishing Collaborative Discussion Sites
15-4© 2015 Cengage Learning
Organizational Silence
Withholding information about organizational problems or issues.
Occurs when employees believe that telling management about
problems won’t make a difference, or that they’ll be punished.
© 2015 Cengage Learning15-4
Improving Reception
• Company hotlines
• Survey feedback
• Frequent informal meetings
• Surprise visits
• Blogs © 2015 Cengage Learning15-4
<click screenshot for video>
Plant Fantasies
1. Why would Teresa Carleo and Steve Martucci favor face-to-face communication over email when dealing with customers?
2. Why would Carleo and Martucci prefer to use electronic communication methods for certain types of communication within the company?
3. In the video, Carleo says that she worries that at times she communicates too much. What steps could she take to confirm that her messages are being heard and understood by others?
© 2015 Cengage Learning
