Communicating in teams and organisations Chapter 9.
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Transcript of Communicating in teams and organisations Chapter 9.
Communicating in teams and
organisations
Chapter 9
9-2Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Learning Objectives 9.1 Explain why communication is important in organisations and
discuss four influences on effective communication encoding and decoding
9.2 Compare and contrast the advantages of and problems with electronic mail, other verbal communication media, and non-verbal communication
9.3 Explain how social acceptance and media richness influence the preferred communication channel
9.4 Discuss various barriers (noise) to effective communication, including cross-cultural and gender-based differences in communication
9.5 Explain how to get messages across more effectively, and summarise the elements of active listening
9.6 Summarise effective communication strategies in organisational hierarchies, and review the role and relevance of the organisational grapevine
9-3Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Communicating Through Social Media at Domino’s
The CEO of Domino’s Pizza uses the social media to stay connected while travelling. He uses Facebook to obtain customer feedback and to engage customers in novel ways, like the ‘Social Pizza’. He has also learned about cultural differences in the use of social media, as his Dutch customers prefer tweeting.
9-4Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Communication Defined
• The process by which information is transmitted and understood between two or more people
• Effective communication– Transmitting
intended meaning (not just symbols)
9-5Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Importance of Communication• Coordinating work activities • Organisational learning • Decision making• Change behaviour • Employee wellbeing
9-6Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Communication Process Model
9-7Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Influences on Effective Encoding and Decoding• Communication proficiency: motivation and
ability of sender and receiver• Similar codebooks• Shared mental models of the communication
context• Experience encoding the message
9-8Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Think Before You Send• UXC Connect addressed the email overload
strategically by developing guidelines on using emails
• For example, a key principle is that emails should be sent only if they help co-workers to do their job
9-9Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
How Email has Altered Communication• Now preferred medium for coordinating work• Tends to increase communication volume • Significantly alters communication flow• Reduces some selective attention biases
9-10Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Problems with Email• Communicates emotions poorly• Reduces politeness and respect (increased cyber
bullying)• Inefficient for ambiguous, complex, novel situations• Increases information overload
9-11Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Workplace Communication Through Social Media
• Social media include internet-based tools that allow users to generate and exchange information
• Social media take many forms, serve several functions and are more interactive and dynamic
• Social media may offer considerable versatility and potential in the workplace
9-12Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Non-Verbal Communication• Facial gestures, voice intonation, physical
distance and even silence• Influences meaning of verbal symbols• Less rule-bound than verbal communication• Important part of emotional labour• Most is automatic and non-conscious
9-13Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Emotional Contagion• The automatic process of sharing another
person’s emotions by mimicking their facial expressions and other non-verbal behaviour
• Serves three purposes:– Provides continuous feedback to speaker– Increases emotional understanding of the other
person’s experience– Communicates a collective sentiment—sharing
the experience as part of the drive to bond
9-14Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Choosing the Best Communication Channel• Social acceptance
– How well the communication channel is approved and supported by the organisation, team and individual: Communication channel norms Individual communication channel preferences Symbolic meaning of the communication
channel
9-15Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Choosing the Best Communication Channel continued• Media richness
– The channel’s data-carrying capacity needs to be aligned with the communication activity
– High richness when channel: conveys multiple cues allows timely feedback allows customised message permits complex symbols
– Use rich communication media when the situation is non-routine and ambiguous
9-16Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Hierarchy of Media Richness
9-17Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Factors that Override Media Richness• Ability to multi-communicate with lean
channels• Communication proficiency • Social presence effects
9-18Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Persuasive Communication• Changing another person’s beliefs and
attitudes through using facts, arguments and emotional appeal
• Spoken communication is more persuasive because it:– Is accompanied by non-verbal communication– Has high quality immediate feedback– Has high social presence
9-19Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Communication Barriers• Perceptions• Filtering• Language
– Jargon– Ambiguity
• Information overload
9-20Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Information Overload
9-21Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Managing Information Overload• Solution 1: Increase information processing
capacity– Learn to read faster– Scan through documents more efficiently– Remove distractions – Time management – Temporarily work longer hours
• Solution 2: Reduce information load– Buffering– Omitting– Summarising
9-22Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Cross-Cultural Communication
• Verbal differences– Language– Voice intonation– Silence/conversational
overlaps
• Non-verbal differences– Interpreting non-verbal
meaning– Importance of verbal
versus non-verbal
9-23Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Men Women
Task oriented: report talk
Relationship oriented: rapport talk
Power speech:gives advice directly
Powerless speech:gives advice indirectly
Conversations are negotiations of status
Conversations are bonding events
Less sensitive to non-verbal cues
More sensitive to non-verbal cues
Gender Communication Differences
9-24Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Improving Interpersonal Communication1. Empathise
2. Repeat the message
3. Use multiple communication channels
4. Use timing effectively
5. Be descriptive
9-25Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Active Listening Process and Strategies
9-26Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Improving Workplace Communication• Workspace design
– Clustering people in teams– Open office arrangements
• Internet-based organisational communication– Wikis, collaborative document creation
• Direct communication with management– Management by walking around (MBWA)– Town hall meetings
9-27Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Organisational Grapevine• Early research findings
– Transmits information rapidly in all directions– Follows a cluster chain pattern– More active in homogeneous groups– Transmits some degree of truth
• Changes due to internet– Email becoming the main grapevine medium– Social networks are now global– Public blogs and forums extend gossip to
everyone
9-28Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Grapevine Benefits/Limitations• Benefits
– Fills in missing information from formal sources– Strengthens corporate culture– Relieves anxiety– Signals that problems exist
• Limitations– Distortions might escalate anxiety– Perceived lack of concern for employees when
company informtation is slower than grapevine
9-29Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Summary• Effective communication (transmitting and
understanding information) is vital to various aspects of managing organisations and people
• Main types of communication channels are verbal and non-verbal as well as internet-based channels. The right channel depends on social acceptance and media richness
• Several barriers create noise in the communication process and need to be addressed through awareness and active listening
Communicating in teams and
organisations
Chapter 9