Communication

1. 6 Communication Ridel A. 6-Communication

2. Definition • The exchange of messages between people for the purpose of achieving common meanings. 6-Communication

3. Verbal: communicated by words Non-verbal: Continuous Multiple-channeled Ambiguous More insight Determining by different culture (Robbins p. 299) Types Source: Communication, by Rudolph F. Verderber, 8/e, p. 82 & 83 6-Communication

4. Communication process model Encoding Channel Decoding Source Receiver Encoding Decoding Channel Feedback Sources Organizational Behavior, by Stephen P. Robbins, 9/e, p. 285 ▪ Organizational Behavior, by Gregory Moorhead and Ricky W. Griffin, 3/e, p.356 ▪ 6-Communication

5. Communication process Who… Says what… In what way… To whom… Communicator Message Medium Receiver Feedback …with what effect Communication model • • • • • • • • • • • • • • • • • • • • Message & Medium Communicator Encoding Decoding Receiver Feedback Sources Organizational (behavior, structure, and process), by Gibson, Ivancevich, Donnelly, and Konospaske, 7/e, p. 413, 415 6-Communication

6. Communication Styles Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Direct and unambiguous language; No attributions or evaluations of others’ behavior; Use of “I” statements and cooperative “we” statements. Good eye contact; Comfortable but firm posture; Strong, steady and audible voice; Facial expressions matched to message; Appropriately serious tone; Selective interruptions to ensure understanding. Pushing hard without attacking; permits others to influence outcome; expressive and self-enhancing without intruding on others. Assertive Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki 6-Communication

7. Communication Styles (continued) Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Swear words and abusive language; Attributions and evaluations of others’ behavior; Sexist or racists terms; Explicit threats or put-downs. Glaring eye contact; Moving or leaning too close; Threatening gestures (pointing finger; clenched fist); Loud Voice; Frequent interruptions. Taking advantage of others; Expressive and self-enhancing at others’ expense. Aggressive Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki 6-Communication

8. Communication Styles (continued) Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Qualifiers (“maybe,” “kind of” ); Fillers (“uh,” “you know,” “well”); Negaters (“it’s really not that important,” “I’m not sure”). Little eye contact; Downward glances; Slumped postures; Constantly shifting weight; Wringing hands; Weak or whiny voice. Encouraging others to take advantage of us; Inhibited; Self-denying. Nonassertive Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki 6-Communication

9. Skills and Best Practices: Advice to Improve Nonverbal Communication Skills Positive Nonverbal Actions Include: • Maintain eye contact. • Nod your head to convey that you are listening or that you agree. • Smile and show interest. • Lean forward to show the speaker you are interested. • Use a tone of voice that matches your message Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki 6-Communication

10. Advice to Improve Nonverbal Communication Skills (cont) Negative Nonverbal Actions Include: • Avoiding eye contact and looking away from the speaker. • Closing your eyes or tensing your facial muscles. • Excessive yawning. • Using body language that conveys indecisiveness or lack of confidence (e.g., slumped shoulders, head down, flat tones, inaudible voice) • Speaking too fast or too slow. Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki 6-Communication

11. 12-7 Listening Styles Results-style:Interested in the bottom line or result of a message. Reasons-style:Interested in hearing the rationale behind a message. Process-style:Likes to discuss issues in detail. Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki 6-Communication

12. Barriers to Effective Communication • Process Barriers: involve all components of the perceptual model of communication • Personal Barriers: involve components of an individual’s communication competence and interpersonal dynamics between people communicating • Physical Barriers: pertain to the physical distance between people communicating • Semantic Barriers: relate to the different understanding and interpretations of the words we use to communicate Source: Organizational Behavior by Robert Kreitner and Angelo Kinicki 6-Communication

13. Improving social perception • Look for additional information about people • Actively question the accuracy of your perceptions • Realize that perceptions of people may need to be changed over time • When you have formed a perception, check its accuracy verbally Source: Communication, by Rudolph F. Verderber, 8/e, p. 50 6-Communication

14. The effective of communication • Attention • Comprehension • Acceptance of the information as true • Retention 6-Communication

15. Source ▪ Management, 3/e Kathry M. Bartol: University of Maryland, College Park David C. Martin : American University ▪ Organizational Behavior, (3/e) Robert Kreitner: Arizona State University 6-Communication