Fundamentals of organizational behavior 2e by dubrin ch08

DuBrin, Fundamentals of Organizational Behavior, Second Edition.. DuBrin, Fundamentals of Organizational Behavior, Second Edition.. DuBrin, Fundamentals of Organizational Behavior, Secon

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Learning Objectives

2 Describe the impact of information technology on

interpersonal communication in organizations.

enhance communication.

4 Present details about the various channels of

communication in organizations.

how to overcome them.

cross-cultural communication problems.

power-oriented communicator.

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A J DuBrin, Fundamentals of Organizational

South-Western

8–3

The Communication Process

Components of Communication

to another person Authority and experience of sender can

call attention to message.

complexity, length, and organization affect reception of

message.

message is conveyed to the receiver.

and understand properly the message for communication

to take place.

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Components of Communication (cont’d)

message was received and properly understood.

how messages are transmitted and understood.

relations distractions in the

environment can disrupt the

communication process.

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South-Western

8–5

Environment Noise Sources

Noise Sources Channel

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Communication and Information

Technology

E-mail

Two major impacts on interpersonal communication

 Written messages have replaced telephone

and personal conversations.

 The volume of messages each manager

receives has increased.

E-mail Characteristics

 Is unaffected by distance and time.

 Enhances industrial democracy

by linking workers and leaders.

 Encourages indiscriminate sending

of trivial information.

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South-Western

8–7

Technology The Alternative Workplace

 A combination of nontraditional work practices, settings,

and locations that supplements the traditional office.

 Telecommuting

 An arrangement in which employees

use computers to perform their regular work responsibilities

at home or in a satellite office.

– Has a strong reliance on E-mail.

– Lacks the social interactions

of work.

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Technology Presentation Technology

 The capability to create and effectively use multimedia

presentation tools is an essential managerial skill.

Tips for a Professional Presentation

 Know how to operate presentation equipment.

 Maintain eye contact with the audience and

talk to the audience, not to the screen.

 Reveal points only as needed.

 Keep the slide in view until the audience

gets the point.

 Use special slide effects sparingly.

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South-Western

8–9

Technology

Voice Recognition Systems

 Are electronic devices capable of recognizing verbal

commands and carrying them out by:

 acting as virtual secretaries in office messaging systems.

 Voice systems have difficulty recognizing

individual speech patterns, context,

and words with multiple meanings.

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Technology Nonverbal Communication

 The transmission of messages by means

other than words, usually as a supplement

to written, spoken, or signed

communications.

 General purpose is to express the

feeling behind the message.

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Organizational Channels of

Communication Formal Communication Channels

 Are officially defined pathways for sending information

inside and outside the organization.

 Organization charts illustrate the channels to be followed.

 May enter into temporary strategic alliances with other firms

to capitalize on combined talents.

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Communication Informal Communication Channels

 Unofficial network that supplements the formal channels.

 Grapevine

Is the major informal channel in organizations.

Can distort information in its tangled pathways.

Used to spread negative rumors and gossip.

 Combating rumors in organizations:

Promote healthy, accurate communications.

Avoid concealing bad news.

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 Improving upward communications:

Chance encounters

Talking regularly with employees (open-door policy)

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Communication Communication Directions

 Horizontal communications—messages sent to others on

the same level in the organization.

 Diagonal communications—transmission of messages to

other departments at higher and lower levels in the

organization.

 Spherical communications—

communication among members

from different teams in the

network organization.

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South-Western

8–17

Communication

Barriers to nterpersonal Communication

1 Semantics s The term for the varying meanings that people at ach

6. Value udgments Making a value judgment prior to receiving the

message interferes with the communicatio n of the message meaning

7. Communication

overload

Occurs when people are so overloaded with information that they cannot respond effectively to messages

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Barriers to Communicating and

Means for Overcoming Them

EXHIBIT

Clarify ideas before sending

Motivate the receiver

Discuss differences in paradigms

Foster informal communications

Communicate feelings behind the facts

Be aware of nonverbal beha vior

Obtain feedback

Adapt to the other person’s communication style

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South-Western

8–19

Communication

Improving the Sending of Messages

1 Clarify ideas before communicating.

2 Monitor the receiver.

3 Discuss differences in paradigms.

4 Foster informal communications.

5 Communicate feelings behind the facts.

6 Be aware of nonverbal behavior.

7 Obtain feedback.

8 Adapt to the other person’s communication style.

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Eleven Keys to

Ta e fewer n te ; us s four or fiv dif erent s stems, depen in

tolerate bad habits, kn ws h w to conc ntrate

material; s e s ght, re re tio al material

Us s he vier m aterial a an

e ercis for the mind

1 Capital ze o the fa t that

th ug t s fa ter than spe ch Ten spe k s to da rs dre m with slow Chal summarize enge , , anticipate weig s the e , mental idenc y ,

l stens betwe n the ne to to e of voic

other perso s y , ”Ye , this s what m s ying.”

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South-Western

8–21

Communication

Key Gender Differences in Communication Styles

To talk to preserve independence and status by displaying knowledge and skill

To use communication for rapport build ing

To work out problems by themselves

To talk out solutions with another person; want empathy and

understanding

Are more likely to be critical of the

Tend to be more directive in their

Tend to be intimidating when facing

More interested in calling attention

to their accomplishments or hogging recognition

Less interested in calling attention

to their accomplishments or hogging recognition

discussions

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Overcoming Cross-Cultural Communication Barriers

1 Be sensitive to the fact that cross-cultural

barriers exist.

2 Show respect for all workers.

3 Use straight-forward language and speak slowly

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South-Western

8–23

EXHIBIT

8-5

• Members of Asia and some other

Middle-Eastern cultures consider

direct eye contact rude

• Japanese people rarely use the word

“no” When they say “yes” (“hai”), it

only acknowledges that they have

heard what was said

• When Japanese people say “We’ll

consider it,” they probably mean “no.”

• Korean people are hesitant to say

“no” even when they have rejected a

proposal Koreans feel it is im portant

for visitors to leave with food feelings

• British people understate their

feelings If a British person says,

“Your report does raise a few

questions,” the real meaning is

probably “Your report is atrocious.”

• People from Latin America are very

conscious of rank, and they expect

the manager to be the voice of

authority Consequently, Latin

Americans may be hesitant to make

suggestions to a superior

• Americans are eager to get do wn to business quickly and will therefore spend less time than people from other cultures building a relationship

• Americans value time much more that

do people from other cultures They are therefore more likely than people form other cultures to appear perturbed when a person shows up late for a meeting

• French-speaking people tend to use polite forms of greeting, particularly in business settings, while Americans are less formal When greeting a business contact in a French-speaking country, it

is therefore important to include the prefix sir, monsieur, madame, ms., mademoiselle, or miss

Skill Developm ent: The above information will lead to

cross-cultural development if practiced in the right setting During the next 30 days, look for an opportunit y

to relate to a person from a given culture in a way described above Observe the reaction of the other person to provide feedback on your cross-cultural effectiveness.

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The Power-Oriented Linguistic Style

Components of a linguistic style that give power

and authority to the message sender:

 Choose words that show conviction such as

“I’m convinced” or “I’m confident.”

 Use the pronoun “I” to receive more

credit for your ideas.

 Emphasize direct rather than indirect talk.

 Frame your comments in a way that

increases your listener’s receptivity.

 Speak at length, set the agenda for a

conversation, make jokes and laugh.

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South-Western

8–25

The Power-Oriented Linguistic Style

(cont’d)

Components of a linguistic style that give power

and authority to the message sender:

 Minimize the number of questions you ask that

may imply you lack information on the topic.

 Apologize infrequently and particularly

minimize saying, “I’m sorry.”

 Take deep breaths to project a firm voice

with power and conviction.

 Occupy as much space as

possible when speaking

before a group.

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