The Communication Process

Chapter Eleven Class notes

Part I

The Communication Process 1. The communication process involves the transferring and understanding of meaning. (See Exhibit 11-1.) 2. The model of the communication process is made up of seven parts:  the communication  the channel source  decoding  encoding  the receiver  the message  feedback 3. The source initiates a message by encoding a thought. 4. The channel is the medium through which the message travels. It is selected by the source. 5. The receiver is the object to whom the message is directed. 6. The message must be translated into a form that can be understood by the receiver. 7. The final link in the communication process is a feedback loop.

1 Written Communications vs. Verbal Communication  Written communications are tangible, verifiable, and more permanent than the oral variety.  Written messages also have their drawbacks. a) Writing consumes a great deal of time. b) Lack of feedback.

Grapevine as a way to Communicate  The grapevine is an unofficial channel of communication in an organization. c) Information is spread by word of mouth – and even through electronic means today.

How Nonverbal Cues Affect Communications  Some of the most meaningful communications are nonverbal.  Body language refers to gestures, facial configurations, and other movements of the body.  Verbal intonation refers to the emphasis someone gives to words or phrases.  The nonverbal component of communication may carry the greatest impact.

One researcher found that oral message is derived from: 55% from facial expression and physical posture, 38 % from verbal intonation 7 % from the actual words used.

2 Communication's Future in Electronic Media 1. E- mail is a widely used method for organizational members to communicate. i. E- mail is fast, convenient, cheap, and can be used to send the same message to dozens of people at the same time. 2. E- mail has evolved its own vocabulary and verbal intonation. (LOL. BRB, etc.)

Barriers in Effective Communication:  Filtering refers to manipulating information so that it will be received more favorably.  With selective perception, receivers see and hear based on their needs, motivations, experience, background, and other personal characteristics.  Information overload happens when individuals have more information than they can sort out and use; they tend to select out, ignore, pass over, or forget information, etc.  Emotions – when people feel that they're being threatened, they tend to react in ways that reduce their ability to achieve mutual understanding.  Language – words have different meanings to different people.  An estimated 5 to 20 percent of the population suffers from debilitating communication

3 apprehension or anxiety. (fear of speaking in public or with groups) How Managers Overcome Communication Barrier (See Exhibit 11-3.) 1. Use Feedback  Feedback can be verbal or nonverbal.  Feedback should include more than yes and no answers. a) The manager can ask a set of questions. b) The manager can ask the receiver to re-state the message in his or her own words. c) Performance appraisals, salary reviews, and promotions represent important forms of feedback. 2. Use Simplified Language 3. Listen Actively  Listening is an active search for meaning, whereas hearing is passive.  Active listening is enhanced by developing empathy with the sender – that is, by placing yourself in the sender's position. 4. Constrain Emotions  They can severely cloud and distort the transference of meaning. 5. Be aware of Emphasis on Nonverbal Cues  Actions speak louder than words.  Nonverbal messages carry a great deal of weight.

4 PART II INTERNATIONAL INSIGHTS INTO GENDER ISSUES IN THE COMMUNICATION PROCESS

How Men and women communicate 1. Research indicates that men and women communicate differently. a) The differences may lead to significant misunderstandings and misperceptions. 2. Deborah Tannen found that when men talk, they do so to emphasize status and independence; whereas women talk to create connections and intimacy. 3. Effective communication between the sexes is important for meeting organizational goals. 4. Interpersonal communication is conducted differently around the world.

5 PART III DEVELOPING INTERPERSONAL SKILLS

The Importance of Interpersonal Skills  A survey of 191 top executives found that the single biggest reason for failure was poor interpersonal skills.

Why Active Listening Skills are Important  Listening requires paying attention, interpreting, and remembering sound stimuli.  Effective listening is active rather than passive.  There are four essential requirements for active listening: (1) intensity, (2) empathy, (3) acceptance, and (4) a willingness to take responsibility for completeness. a) Intensity – the active listener concentrates intensely on what the speaker is saying. b) Empathy requires you to put yourself into the speaker's shoes. c) An active listener demonstrates acceptance – listening objectively without judging content. d) The final ingredient is taking responsibility for completeness. Why Feedback Skills are Important  If the feedback is positive, it is likely to be given promptly and enthusiastically.

6  Negative feedback is often avoided, delayed, or substantially distorted. The Difference between Positive and Negative Feedback:  Positive feedback is more readily and accurately perceived than negative feedback.  How Do You Give Effective Feedback? (See Exhibit 11-5.) a) Focus on specific behaviours. b) Keep feedback impersonal. c) Keep feedback goal-oriented. d) Make feedback well timed. e) Ensure understanding. f) Direct negative feedback toward behaviour that the receiver can control.

7 Empowerment Skills  The increased use of empowerment is being driven by two forces. 1. The need for quick decisions 2. The reality that the downsizing of organizations

Delegation is the assignment of authority to another person to carry out specific activities.

 Why manager Delegate 1. It is not possible to do everything. 2. Learn to delegate if you are going to be effective. 3. Expect and accept some mistakes by your employees. 4. Ensure that the costs of mistakes don't exceed the value of the learning.  How much authority a manager should delegate: The right amount of delegation depends on several contingency factors. (See Exhibit 11-5.) A. The size of the organization. B. The importance of the duty or decision. C. Task complexity. D. Organizational culture. E. Qualities of Employees.  How to Delegate Effectively A. Clarify the assignment. B. Specify employees' range of discretion. C. Allow employees to participate. D. Inform others that delegation has occurred.

8 E. Establish feedback channels. Managing Conflict The ability to manage conflict is one of the most important skills a manager needs to possess. The average manager spends approximately 20 percent of his/her time dealing with conflict.

Conflict Management: Conflict – perceived incompatible differences resulting in some form of interference or opposition. Three differing views have evolved toward conflict in organizations. (See Exhibit 11-6.) 1. Traditional view – conflict must be avoided; it indicates a malfunctioning within the organization. 2. Human relations view – conflict is a natural and inevitable outcome in any organization and rather, has the potential to be a positive force. 3. Interactionist view – proposes not only that conflict can be a positive force in an organization but also that some conflict is absolutely necessary for an organization to perform effectively.

Positive and Negative Conflict: Functional conflicts support the goals of the organization. Dysfunctional conflicts prevent an organization from achieving its goals.

9 The Conflict-handling styles Kenneth W. Thomas further identified five distinct conflict- handling techniques. (See Exhibit 11-8.) 1. Forcing – assertive but uncooperative. 2. Collaborating – assertive and cooperative. 3. Avoiding – unassertive and uncooperative. 4. Accommodating – unassertive but cooperative. 5. Compromising – midrange on both assertiveness and cooperativeness.

The Sources of the Conflict: 1. communication differences, 2. structural differences, 3. personal differences.

10 Negotiation Skills Negotiation as a process in which two or more parties who have different preferences must make a joint decision and come to an agreement. To achieve this goal, both parties typically use a bargaining strategy. There are two general approaches to negotiation – distributive bargaining and integrative bargaining. See Exhibit 11-9 A. Distributive bargaining operates under zero-sum conditions; any gain made by one party involves a loss to the other party. B. Integrative bargaining operates under the assumption that there is at least one settlement that can create a win-win solution. Developing Effective Negotiation Skills The essence of effective negotiation can be summarized in the following six recommendations. 1. Research your opponent. 2. Begin with a positive overture. 3. Address problems, not personalities. 4. Pay little attention to initial offers. 5. Emphasize win-win solutions. 6. Be open to accepting third-party assistance. When stalemates are reached, consider the use of a neutral third party – a mediator, an arbitrator, or a conciliator.

Presenting Effectively Making a Presentation:

11 A. Prepare for the presentation. B. Make your opening comments. C. Make your points. D. End the presentation. E. Answer questions.

Effective Delivery: Be natural in your presentation and address the important points.