Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Chapter 8 Organizational Behavior Nelson & Quick, 6 th edition Communication

Copyright ©2009South-Western, a division

of Cengage Learning All rights reserved

Chapter 8 Organizational

BehaviorNelson & Quick,

6th edition

Communication



CommunicationCommunication - the evoking of a shared or

common meaning in another person

Interpersonal Communication - communication between two or more people in an organization

Communicator - the person originating the message

Receiver - the person receiving a message

Perceptual Screen - a window through which we interact with people that influences the quality, accuracy, and clarity of the communication



CommunicationMessage - the thoughts and feelings

that the communicator is attempting to elicit in the receiver

Feedback Loop - the pathway that completes two-way communication

Language - the words, their pronunciation, and the methods of combining them used & understood by a group of people



Communication

Data - uninterrupted and unanalyzed facts

Information - data that have been interpreted, analyzed, & and have meaning to some user

Richness - the ability of a medium or channel to elicit or evoke meaning in the receiver



Basic Interpersonal Communication Model

Event XMessage

• Context• Affect

Influence message quality, accuracy, clarityInclude age, gender, values, beliefs, culture,

experiences, needs

ReceiverCommunicator

/////////

/////////

/////////

/////////

Perceptual screensPerceptual screens

Feedback



Communication Media: Information Richness

& Data Capacity

Medium Information Richness

Data Capacity

Face-to-face discussion Highest Lowest

Telephone High Low

Electronic mail Moderate Moderate

Individualized letter Moderate Moderate

Personalized note or memo

Moderate Moderate

Formal written report Low High

Flyer or bulletin Low High

Formal numeric report Lowest Highest

SOURCE: Created by E. A. Gerloff from “Information Richness: A New Approach to Managerial Behavior and Organizational Design” by Richard L. Dalt and R. H. Lengel in Research in Organizational Behavior 6 (1984); 191-233. Reprinted by permission of JAI Press Inc.



Reflective ListeningReflective Listening - the skill of

listening carefully to another person and repeating back to the speaker the heard message to correct any inaccuracies or misunderstandings

What I heard you say was we will understand the

process better if we break it into steps

This complex process must be

divided to be understood

Photos courtesy of Clips Online ©2008 Microsoft Corporation



Reflective Listening

• Used to understand other people• Used to problem solve• Emphasizes personal elements of

communication process• Emphasizes the feelings communicated• Emphasizes responding to, not leading,

the communicator



Reflective Listening: 4 Levels of Verbal Response

Affirm Contact

• Communicates attentiveness

• Provides reassurance in expressing thoughts and feelings

Paraphrase

• Reflects back to speaker what has been heard; assures accuracy

• Builds empathy, openness, acceptance

Clarify the Implicit

• Bring out unspoken (but evident) thoughts and feelings

• Builds greater awareness

Reflect “core” feelings

• Restate important thoughts and feelings

• Exercise caution; danger of overreaching



Reflective Listening: 2 Uses of Nonverbal Response

Silence

Listener:• Sort out thoughts and

feelings• Identify and isolate

personal responses

Speaker:• Useful for thinking• Determine how to

express difficult ideas or feelings

Eye Contact

• Useful to open a relationship

• Improves communication

• Be aware of cultural differences

• Use moderate eye contact

• Use times of no eye contact for privacy and control



Communications: 1-way vs. 2-wayTwo-Way Communication - the communicator & receiver interact• Good for problem

solving

One-Way Communication - a person sends a message to another person and no questions, feedback, or interaction follow• Good for giving simple

directions• Fast but often less

accurate than 2-way communication




Five Keys to Effective Supervisory Communication

• Expressive speaking

• Empathetic listening

• Persuasive leadership

• Sensitivity to feelings

• Informative management



• Physical separation• Status differences• Gender differences• Cultural diversity• Language

Barriers to Communication

Communication Barriers - aspects of communication content and context that can impair effective communication



• Physical separation gateways– Periodic face-to-face interactions– Regular meetings for interrelated units

• Status differences gateways– Effective supervisory skills– Feelings of security for employees– Non-hierarchical informational

technology communication methods

Gateways to Communication

Communication Gateways – pathways through barriers to communication and antidotes to communication problems



• Gender differences gateways– Awareness of gender-specific differences in

communication– Actively seek meaning clarification

• Cultural diversity gateways– Increased awareness and sensitivity– Develop/acquire a guide, map, beacon for

understanding and interacting cross-culturally




• Language gateways– Simple, direct, declarative language– Use brief sentences and terms/words

audience uses– Speak in the language

of the listener– Avoid jargon or

technical language





Defensive Communication

Defensive Communication - communication that can be aggressive, attacking and angry, or passive and withdrawing

Leads to– Injured feelings– Communication breakdowns– Workplace alienation– Destructive and retaliatory behaviors– Nonproductive efforts– Problem solving failures



Nondefensive Communication

Nondefensive Communication - communication that is assertive, direct, and powerful

Provides– basis for asserting and defending oneself

when attached in non-defensive way– restores order, balance, and effectiveness

in working relationships



Two Defensiveness Patterns

Dominant Defensiveness - characterized by active, aggressive, attacking behavior

Subordinate Defensiveness - characterized by passive, submissive, withdrawing behavior




Defensive Tactics - Boss

Defensive Tactic Example

Power Play“Finish this report by month’s end or lose your promotion.”

Put-Down“A capable manager would already be done with this report.”

Labeling “You must be a slow learner. Your report is still not done?”

Raising Doubts“How can I trust you, Chris, if you can’t finish an easy report?”



Defensive Tactics - EmployeeDefensive

Tactic Example

Misleading Information

“Morgan has not gone over with me the information I need for the report.” [Morgan left Chris with a copy of the report.]

Scape-goating “Morgan did not give me input until just today.”

Hostile Jokes

“You can’t be serious! The report isn’t that important.”

Deception “I gave it to the secretary. Did she lose it?”



Nondefensive Communication: A Powerful Tool

• Speaker seen as centered, assertive, controlled, informative, realistic, and honest

• Speaker exhibits self-control & self possession

• Listener feels accepted rather than rejected

• Enhances relationship building



Nonverbal Communication

Nonverbal Communication - all elements of communication that do not involve words

Proxemics - an individual’s perception & use of space

Territorial space – bands of space extending outward from the body



c = social 4-12’

cb

b = personal 1.5-4’

Proxemics: U.S. Territorial Space

Territorial space differs from culture to culture

dd = public >12’

a = intimate <1.5’

a



Proxemics: Seating Dynamics

Seating Dynamics - seating people in certain positions according to the person’s purpose in communication

Cooperation

X O

Non-Communication

O X O

Competition

X

O

X

CommunicationO



Nonverbal Communication

Kinesics - study of body movements, including posture

Facial & Eye Behavior - movements that add cues for the receiver

There are no universal gestures

Smiles are the only universal expressions



Variations in speech send messagesWhat message is sent by– High-pitched, breathy voice– Rapid, loud speech– Interruptions– Tongue clicking

Nonverbal CommunicationParalanguage - variations in speech, such as pitch, loudness, tempo, tone, duration, laughing, & crying



Examples of Decoding Nonverbal CuesKinesics and Facial and Eye Behavior

Boss breathes heavily &

waves arms

He’s angry! I’llstay out of

his way!

Boss fails to acknowledge employee’s

greeting

He’s unapproachable!

SOURCE: Adapted from “Steps to Better Listening” by C. Hamilton and B. H. Kleiner. Copyright © February 1987. Reprinted with permission, Personnel Journal, all rights reserved.

I wonder whathe’s hiding?

No eye contact while communicating

Manager sighs deeply

My opinion doesn’t count




Communicative Disease

Communicative disease – the absence of heartfelt communication in human relationships leading to loneliness and social isolation



Positive, Healthy Communication

PositiveEmotional

Competence

Personal Integrity

Head-to-Heart

Dialogue



Information Communication Technology (ICT)

• Informational databases• Electronic mail systems• Voice mail systems• Fax machine systems• Cellular phone systems

ICT – the new technologies used for interpersonal communication




Characteristics of ITC

• Instant exchange of information across geographic boundaries and time zones

• Schedules and office hours become irrelevant

• Normal considerations of time and distance less important




How ITC Affects Behavior

• Impersonal—interaction with a machine

• Flaming, rude or obscene outbursts

• Bluntness• Intimacy• Uninhibited behavior• Overload potential• 24/7 Accessibility• Multi-tasking

• Interpersonal skills—tact and graciousness

• Nonverbal cues; Emotional element

• Group productivity• Clues to power,

organizational position, departmental membership

• Patience• Social interaction



Strive for message completeness

Build in opportunities for feedback

Do not anticipate immediate response

“Is the communication really necessary?”

“Disconnect” yourself from technology

Provide work place social interactions

Tips for Effective Use of ICT



Chapter 8: Reflect & DiscussPatch Adams Video Clip

What to Watch for and Ask Yourself• What parts of the communication process

appear in this scene? Note each part of the process that you see in the scene.

• What type of communication does this scene show? Small group, large audience, or persuasive?

• Is Patch Adams an effective communicator? Why or why not?

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Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Chapter 8 Organizational Behavior Nelson & Quick, 6 th edition Communication