Chapter 12Chapter 12
©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing
Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman
Patricia M. FandtPatricia M. Fandt
Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer
University of Central FloridaUniversity of Central Florida
Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman
Patricia M. FandtPatricia M. Fandt
Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer
University of Central FloridaUniversity of Central Florida
Communicating Effectively Within Diverse Organizations
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Learning ObjectivesSlide 1 of 3
Learning ObjectivesSlide 1 of 3
1.Explain the role of communication in the organization and why it is so complex for managers to understand.
2.Define communication and explain how to achieve high-quality communication.
3.Describe the elements of the communications process.
4.Identify the primary categories of interpersonal communication.
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Learning ObjectivesSlide 2 of 3
Learning ObjectivesSlide 2 of 3
5.Discuss the role of technological communication and information use in the workplace.
6.Address the primary reasons why managers communicate.
7.Explain the barriers that interfere with effective communication.
8.Discuss the types of formal communication channels.
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Learning ObjectivesSlide 3 of 3
Learning ObjectivesSlide 3 of 3
9.Describe the principles for effective feedback.
10. Specify the guidelines for becoming a good listener.
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Communication Complexity Communication Complexity
Communication is a complex process that requires constant attention so that intended
messages are sent and received. Communication is essential to management;
it is the process through which things get done in organizations.
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Defining Communication and Achieving Quality
Defining Communication and Achieving Quality
• Communication– The process through which managers
coordinate, lead, and influence subordinates; a process in which one person or group evokes a shared or common meaning in another person or group.
– Defining communication is relatively simple, but achieving high-quality communication is both complicated and difficult.
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Basic Elements in the Communication Process
Slide 1 of 5
Basic Elements in the Communication Process
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SenderSender EncodingEncoding DecodingDecoding ReceiverReceiverMessageMessage
Social context
NoiseNoise
NoiseNoiseNoiseNoise
NoiseNoise
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Basic Elements in the Communication Process
Slide 2 of 5
Basic Elements in the Communication Process
Slide 2 of 5
• Social Context– The setting in which the communication takes
place.
• Sender and Message– Encoding:
• The process that translates the sender’s ideas into a systematic set of symbols or a language expressing the communicator’s purpose.
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Basic Elements in the Communication Process
Slide 3 of 5
Basic Elements in the Communication Process
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• Messages and Channel– Messages
• The tangible forms of coded symbols that are intended to give a particular meaning to the information or data.
– Channel• The carrier of the message or the means by
which the message is sent.
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Basic Elements in the Communication Process
Slide 4 of 5
Basic Elements in the Communication Process
Slide 4 of 5
• Receiver– Decoding
• The translation of received messages into interpreted meanings.
• Feedback– The process of verifying messages and the
receiver’s attempts to ensure that the message he or she decoded is what the sender really meant to convey.
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Basic Elements in the Communication Process
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Basic Elements in the Communication Process
Slide 5 of 5
• Noise– Any internal or external interference or
distraction with the intended message that can cause distortion in the sending and receiving of messages.
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Categories of Interpersonal Communication
Slide 1 of 3
Categories of Interpersonal Communication
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• Oral Communication– All forms of spoken information; by far the
most preferred type of communication used by managers.
• Written Communication– Letters, memos, policy manuals, reports, forms,
and other documents used to share information in an organization.
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Categories of Interpersonal Communication
Slide 2 of 3
Categories of Interpersonal Communication
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• Nonverbal Communication– All messages that are nonlanguage responses.
• Types of Nonverbal Communication– Kinesic behavior, or body motion, such as
gestures, facial expressions, and eye behavior.– Physical characteristics, such as body shape,
physique, posture, height, and weight.– Paralanguage, such as voice quality, speech
rate, pitch, and laughing.
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Categories of Interpersonal Communication
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Categories of Interpersonal Communication
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• Types of Nonverbal Communication– Environment, such as building and room
design, furniture and interior decorating, light, noise, and cleanliness.
– Time, such as being late or early, keeping others waiting, and other relationships between time and status.
– Proxemics, such as the way people use and perceive space, seating arrangements, and conversational distance.
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Technological Communication Slide 1 of 2
Technological Communication Slide 1 of 2
• Technological Communication– A broad category of communication
components that are rapidly influencing how managers communicate.
• Types of Technological Communication– Telecommuting
• The practice of working at a remote site by using a computer linked to a central office or other employment location.
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Technological Communication Slide 2 of 2
Technological Communication Slide 2 of 2
• Types of Technological Communication (cont.)– Electronic mail (e-mail)
• A computer-based system that allows individuals to exchange and store messages through computerized text-processing and communication networks.
– Video conferencing• An umbrella term referring to technologies that use live
video to unite widely dispersed company operations.
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Why Managers CommunicateWhy Managers Communicate
Managers communicate for many reasons:
To motivateTo motivateTo motivateTo motivate
To informTo informTo informTo inform
To controlTo controlTo controlTo control
To satisfy social To satisfy social needsneeds
To satisfy social To satisfy social needsneeds
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Barriers to Effective Communications
Slide 1 of 3
Barriers to Effective Communications
Slide 1 of 3
• Cross-Cultural Diversity– When senders and receivers come from
different cultural backgrounds, breakdowns in the communication process are more likely.
• Ethnocentrism - The tendency to consider one’s own culture and its values as being superior to others.
• Trust and Credibility– Trust and credibility between the sender and
receiver must be established.
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Barriers to Effective Communications
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Barriers to Effective Communications
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• Information Overload– Managers and organizations can experience
information overload when the amount of information that can be processed is exceeded.
• Language Characteristics– Many words and phrases in our language are
imprecise. Individuals often use different meanings or interpretations of the same word and do not realize it.
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Barriers to Effective Communications
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Barriers to Effective Communications
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• Gender Differences– Gender differences can result in breakdowns
and lead to distorted communication and misunderstandings between men and women.
• Other Factors– Time pressures may cause us to focus on
information that helps us make a choice quickly. Feedback may be impaired or absent.
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Communication ChannelsCommunication Channels
• Formal Communication Channels– Formal communication follows the chain of
command and is recognized as official.
• Direction of Flow– One way to view formal communication within
organizations is to examine how it flows - vertically and horizontally.
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Formal Communication FlowsFormal Communication Flows
Upward
Horizontal
Downward
External
External External
External
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Communication Flows Slide 1 of 3
Communication Flows Slide 1 of 3
• Vertical Communication– The flow of information both up and down the
chain of command.– Downward communication
• Messages sent from individuals at higher levels of the organization to those at lower levels.
– Upward communication• Messages sent up the line from subordinates to
managers.
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Communication Flows Slide 2 of 3
Communication Flows Slide 2 of 3
• Horizontal Communication– The flow of information that occurs both within
and between departments.
• Spontaneous Communication Channels– Opportunistic and informal communication
paths that arise from the social relationships that evolve in the organization.
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Communication Flows Slide 3 of 3
Communication Flows Slide 3 of 3
• Grapevine– An informal method of transmitting
information depicted as the wandering of messages throughout the organization.
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Communication Competency Challenges
Communication Competency Challenges
• Three Most Important Communication Challenges:– Expect to be misunderstood by at least some
listeners and readers.– Expect to misunderstand others.– Strive to reduce the degree of such
misunderstandings, but never expect total elimination of them or the ability to anticipate all possible outcomes.
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Developing Quality Feedback Skills
Slide 1 of 3
Developing Quality Feedback Skills
Slide 1 of 3
• Feedback– The process of verifying messages from the
sender.– Through feedback, communication becomes a
dynamic, two-way process, rather than just an event.
– The emotional impact of feedback varies according to how personally it is focused.
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Developing Quality Feedback Skills
Slide 2 of 3
Developing Quality Feedback Skills
Slide 2 of 3
• Principles of Effective Feedback– Give feedback that is specific rather than
general.– Give feedback when the receiver appears ready
to accept it.– Focus feedback on behavior rather than the
person, and focus it on behavior that can be changed.
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Developing Quality Feedback Skills
Slide 3 of 3
Developing Quality Feedback Skills
Slide 3 of 3
• Principles of Effective Feedback (cont.)– Provide feedback using descriptive information
about what the person said or did.– Avoid feedback using evaluative inferences
about motives, intent, or feelings.
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Advanced Listening SkillsSlide 1 of 2
Advanced Listening SkillsSlide 1 of 2
• Guidelines For Effective Listening– Listen for message content.– Listen for feelings.– Respond to feelings.– Be sensitive to both the nonverbal and the
verbal content of messages.– Reflect back to the sender, in your own words,
what you think you are hearing.
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Advanced Listening SkillsSlide 2 of 2
Advanced Listening SkillsSlide 2 of 2
• Guidelines for Effective Listening – Be attentive and listen to understand, not to
reply. – Be patient. Don’t interrupt the speaker. Take
time to digest what has been said before responding.
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Key Points to Consider Slide 1 of 2
Key Points to Consider Slide 1 of 2
• You spend most of your time at work communicating.
• Your success is based on strong communication skills.
• Communication is becoming increasingly important in view of recent trends, such as increased globalization, diversity, and workplace specialization.
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Key Points to Consider Slide 2 of 2
Key Points to Consider Slide 2 of 2
• Technological communication offers new opportunities to communicate more often and more efficiently than ever before. It is an essential tool for people who want to stay in touch with the rest of the world.
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