Communicating - Principle of Management

CHAPTER 13 Communicating 1 Learning Objectives 1 Di scuss important advantages of two-way communication. 2 Identify communication problems to a void. 3 Describe when a nd how to us e the various communication channels. 4 Give exa mples of ways to become a better “s ender” a nd “receiver” of i nformation. 5 Expla in how to i mprove downward, upward, and horizontal communi cation. 6 Summarize how to work with the company grapevine. 7 Describe the boundaryless organization a nd its advantages. 2 Interpersonal Communication Communication The trans mission of i nformation and meaning from one party to a nother through the use of shared symbols One-way communication A proces s in which information flows i n only one direction —from the s ender to the receiver, with no feedback loop Two-way communication A process in which information flows in two directions: receiver provides feedback, and sender is receptive to the feedback To understand why communication efforts sometimes break down and find ways to improve your communication skills, it helps to identify the elements of the communication process. Communication is the transmission of information and meaning from one party to another through the use of shared symbols. Exhibit 13.1 (next slide) shows a general model of how one person communicates with another. 3 Exhibit 13.1 A General Model of Communication Jump to des cription The model in Exhibit 13.1 is more than a theoretical treatment of the communication process: it points out the key ways in which communications can break down. Mistakes can be made at each stage of the model. A manager who is alert to potential problems can perform each step carefully to ensure more effective communication. 4 One-Way Communication Is Common (1 of 2) • The sender has a “meaning” to communicate and encodes the meaning into symbols. • Then the sender transmits the message through some channel. • The receiver decodes the message and interprets its meaning. • The receiver may provide feedback to the sender by encoding a message in response. In one-way communication, information flows in only one direction: from the sender to the receiver, with no feedback loop. A manager sends an e-mail to a subordinate without asking for a response. An employee phones the information technology department and leaves a message requesting repairs for her computer. A supervisor yells at a production worker about defects and then storms away. 5 One-Way Communication Is Common (2 of 2) Noise Examples of Noise – Interference in the system – Ringing telephones – Blocks perfect understanding – Thoughts about other thi ngs – Simpl e fatigue or s tress The communication process often is hampered by “noise,” or interference in the system, that blocks perfect understanding. Noise could be anything that interferes with accurate communication: ringing telephones, thoughts about other things, or simple fatigue or stress. At times, noise can derail your message. Imagine asking your boss for a raise on the same day that she received a below-average performance review. No matter how effectively you present your case, the likelihood of receiving an affirmative answer is low. The model in Exhibit 13.1 (previous slide) is more than a theoretical treatment of the communication process: it points out the key ways in which communications can break down. Mistakes can be made at each stage of the model. 6 A Model of Two-Way Communication Exhibit 13.2 An illustration of a two-way communication model Jump to desc ription The general model and two-way communication model exemplified in Exhibit 13.2 help explain the topics discussed next: the differences between one-way and two-way communication, communication pitfalls, misperception, and the various communication channels. 7 Communication Pitfalls Perception The proces s of receiving and i nterpreting information Filtering The proces s of withholding, ignoring, or dis torting information People’s perceptual and filtering processes create misinterpretations. Perception is the process of receiving and interpreting information. Such processes are not perfectly objective. They are subjective, because people’s self interested motives and attitudes toward the sender and the message bias their interpretations. People assume that others share their views, and naturally pay more attention to their own views than to the views of others. But perceptual differences get in the way of consensus. To remedy this situation, it helps to remember that others’ viewpoints are legitimate and that you should incorporate others’ perspectives into your interpretation of issues. Generally, adopting another person’s viewpoint is fundamental to working collaboratively. And your ability to take others’ perspectives into account—say, to really understand the viewpoints of customers or suppliers —can improve others’ assessments of your performance. Filtering is the process of withholding, ignoring, or distorting information. Senders do this, for example, when they tell the boss what they think the boss wants to hear or give unwarranted compliments rather than honest criticism. Receivers also filter information; they may fail to recognize an important message or may attend to some aspects of the message but not others. 8 Communications Flow Through Different Channels Oral communication Includes face-to-face discussion, telephone conversations, and formal presentations and speeches Written communicationIncludes texts, e-mail, memos, letters, reports, computer fi les, a nd other written documents Communication can be sent through a variety of channels (step 3 in Exhibit 13.1 ), including oral and written. 9 Exhibit 13.3 Examples and Tips Related to the Effective Use of Communication Channels Jump to des cription Communication can be sent through a variety of channels (step 3 in Exhibit 13.1 ), including oral and written. As shown in Exhibit 13.3 , the effectiveness of a communication channel depends on the situation. 10 Electronic Media Offer Flexible, Efficient Channels Web 2.0 – A s et of Internet-based a pplications that encourage userprovided content and collaboration – Social networking, podcasts, RSS, and wikis Virtual office – A mobi le office in which people can work anywhere, as long as they have the tools to communicate with customers and colleagues Media richness – The degree to which a communication channel conveys information Most tools for electronic communication fall into a category called Web 2.0, a set of Internet-based applications that encourage user-provided content and collaboration. The most widely used Web 2.0 applications include social networking, podcasts, RSS (really simple syndication, where users subscribe to receive news, blogs, or other information they select), and wikis (online publications created with contributions from many authors/users). Based on the philosophy that management’s focus should be on what people do, not where they are, the virtual office is a mobile office in which people can work anywhere—home, car, airport, customers’ offices—as long as they have the tools to communicate with customers and colleagues. In the short run at least, the benefits of virtual offices appear substantial. Saving money on rent and utilities is an obvious advantage. A virtual office also gives employees access to whatever information they need from the company, whether they are in a meeting, visiting a client, or working from home. Some communication channels convey more information than others. The amount of information a medium conveys is called media richness. The more information or cues a medium sends to the receiver, the “richer” the medium is. The richest media are more personal than technological, provide quick feedback, allow lots of descriptive language, and send different types of cues. Face- to-face communication is the richest medium because it offers a variety of cues in addition to words: tone of voice, facial expression, body language, and other nonverbal signals. 11 Tips for Making Formal Presentations More Powerful! (1 of 2) • Spend adequate time on the content of your presentation. • Clea rly understand the objective of your pres entation. • Tell the a udience the purpose of the pres entation. • Provide meaning, not just data. • Practice, practice, practice. Lynn Hamilton, from the University of Virginia, offers 10 useful tips for making formal presentations more powerful: • Spend adequate time on the content of your presentation. It’s easy to get so distracted with PowerPoint slides or concern about delivery skills that the actual content of a presentation is neglected. • Know your content inside and out; you’ll be able to discuss it conversationally and won’t be tempted to memorize. If you believe in what you’re saying and own the material, you will convey enthusiasm and will be more relaxed. • Clearly understand the objective of your presentation. Answer this question with one sentence: “What do I want the audience to believe following this presentation?” • As the saying goes, “Tell them what you’re going to tell them, then tell them, then tell them what you’ve told them.” Use a clear preview statement early on to help the audience know where you’re taking them. • Provide meaning, not just data. Today information is widely available; you won’t impress people by overloading them with data. People have limited attention spans and want presenters to help clarify the meaning of data. • Practice, practice, practice. Appearing polished and relaxed during a presentation requires rehearsal time. 12 Tips for Making Formal Presentations More Powerful! (2 of 2) • Remember that a presentation is more like a conversation than a s peech. • Remember the incredible power of eye contact. • All ow imperfection. • Be prepa red to answer tough questions. • Provide a cri sp wrap-up to a question-and-answer session. Tips continued. • Remember that a presentation is more like a conversation than a speech. Keep your tone conversational yet professional. Audience members will be much more engaged if they feel you are talking with them rather than at them. • Rely on PowerPoint slides or a broad outline to jog your memory. Remember the incredible power of eye contact. Look at individual people in the audience. • Allow imperfection. If you forget what you were going to say, simply pause, look at your notes, and go on. Don’t “break character” and effusively apologize or giggle or look mortified. • Be prepared to answer tough questions. Try to anticipate the toughest questions you might receive. Plan your answers in advance. If you don’t have an answer, acknowledge the fact and offer to get the information later. • Provide a crisp wrap-up to a question-and-answer session. Whenever possible, follow the Q&A period with a brief summary statement. 13 Nonverbal Signals Convey Meaning, Too The fol lowing suggestions can help you send positive nonverbal si gnals 1. Us e time appropriately. 2. Make your office arrangement conducive to open communication. 3. Remember your body language. In conversation, except when you intend to convey a negative message, you should give nonverbal signals that express warmth, respect, concern, a feeling of equality, and a willingness to listen. Negative nonverbal signals show coolness, disrespect, lack of interest, and a feeling of superiority. The following suggestions can help you send positive nonverbal signals: • Use time appropriately. Avoid keeping your employees waiting to see you. Devote enough time to your meetings with them, and communicate frequently, which signals your interest in their concerns. • Make your office arrangement conducive to open communication. A seating arrangement that avoids separating people helps establish a warm, cooperative atmosphere. In contrast, when you sit behind your desk and your subordinate sits before you, the environment is more intimidating and authoritative. • Remember your body language. Research indicates that facial expression and tone of voice can account for 90 percent of the communication between two people. Several nonverbal body signals convey a positive attitude toward the other person: assuming a position close to the person; gesturing frequently; maintaining eye contact; smiling; having an open body orientation, such as facing the other person directly; uncrossing the arms; and leaning forward to convey interest in what the other person is saying. 14 Receivers Can Improve Their Listening, Reading, and Observational Skills Reflection Process by which a person states what he or she believes the other person is saying Copyright Pures tock /G etty Images RF 15 Ten Keys to Effective Listening 1. Find an area of interest. 2. Judge content, not delivery. 3. Hold your fire. 6. Resist distraction. 7. Exercise your mind. 8. Keep your mind open. 4. Listen for ideas. 9. Capitalize on thought speed. 5. Be flexible. 10. Work at listening. Listening In today’s demanding work environment, managers need excellent listening skills. Although it is easy to assume that good listening is easy and natural, in fact it is difficult and far less common than needed. Reflection is a process by which a person states what he or she believes the other person is saying. This technique places greater emphasis on listening than on talking. When both parties actively engage in reflection, they get into each other’s frame of reference rather than listening and responding from their own. The result is more accurate two-way communication. Besides using reflection, you can improve how well you listen by practicing the techniques on this slide. 16