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Organizational Behavior: Communication

Organizational Behavior: Communication. Functions of Communication. Motivation. Control. Emotional Expression. Information. A Perceptual Model of Communication. Encoding. Message. Transmitted on medium. Receiver decodes. Transmit Message. Sender. Receiver creates meaning. Noise.

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Organizational Behavior: Communication

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  1. Organizational Behavior:Communication Gholipour A. 2006. Organizational Behavior. University of Tehran.

  2. Functions of Communication Motivation Control Emotional Expression Information Gholipour A. 2006. Organizational Behavior. University of Tehran.

  3. A Perceptual Model of Communication Encoding Message Transmittedon medium Receiverdecodes Transmit Message Sender Receivercreatesmeaning Noise Transmit Feedback Sourcedecodes Transmittedon medium Message Encoding Gholipour A. 2006. Organizational Behavior. University of Tehran.

  4. Hierarchy of Media Richness Rich Face-to-face Overloaded Zone Telephone Personal written Media Richness Formal written Oversimplified Zone Formal numeric Lean Nonroutine/ Ambiguous Routine/ Clear Situation Gholipour A. 2006. Organizational Behavior. University of Tehran.

  5. Information Overload Episodes of information overload Employee’s information processing capacity Information Load Time Gholipour A. 2006. Organizational Behavior. University of Tehran.

  6. Reduce Information Load • Buffering • Summarizing • Omitting. Gholipour A. 2006. Organizational Behavior. University of Tehran.

  7. Upward Downward Lateral Direction ofCommunication Gholipour A. 2006. Organizational Behavior. University of Tehran.

  8. Patterns of Distortion in Upward Communication Situational Antecedents • Supervisor’s upward influence Increased distortion because employees send more favorable information and withhold useful information. Low High 2. Supervisor’s power Low Increased distortion because employees screen out information detrimental to their welfare. High 3. Subordinate’s aspiration for upward mobility Less accuracy because employees tend to pass along information that helps their cause. Low High 4. Subordinate’s trust in the supervisor Considerable distortion because employees do not pass up all information they receive. Low High Sources of Distortion in Upward Communication Gholipour A. 2006. Organizational Behavior. University of Tehran.

  9. Three Common Small-Group Networks Wheel All-Channel Chain Gholipour A. 2006. Organizational Behavior. University of Tehran.

  10. Metacommunication • Communication is more than just verbal… • Communicating about one’s communication style/barriers to communication, etc. • Nonverbal communication • Words account for only 7% of emotional impact of a message • Voice tones- 38% • Facial Expressions- 55% Gholipour A. 2006. Organizational Behavior. University of Tehran.

  11. Nonverbal Communication • Body Movement, Gestures and Posture • Touch • Facial expressions and Personal Appearance. • Eye Contact. • Interpersonal Distance • Voice Quality Gholipour A. 2006. Organizational Behavior. University of Tehran.

  12. Nonverbal Communication • Transmits most information in face-to-face meetings • Influences meaning of verbal and written symbols • Less rule bound than verbal communication • Important part of emotional labor Gholipour A. 2006. Organizational Behavior. University of Tehran.

  13. 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 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. Gholipour A. 2006. Organizational Behavior. University of Tehran.

  14. Organizational 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 • E-mail etc. becoming main grapevine medium • Social networks are now global Gholipour A. 2006. Organizational Behavior. University of Tehran.

  15. Grapevine: Positives and Negatives • Benefits • Supplements information • Strengthens corporate culture • Relieves anxiety • Signals that problems exist • Problem • Distortions might escalate anxiety Gholipour A. 2006. Organizational Behavior. University of Tehran.

  16. Cross-Cultural Communication • Assume differences until similarity is proved • Emphasize description over interpretation and evaluation • Cultivate the art of being empathetic • Treat your interpretation as a working hypothesis Gholipour A. 2006. Organizational Behavior. University of Tehran.

  17. Report talk Rapport talk Gives advice quickly and directly Language of status, power and independence Gives advice indirectly and reluctantly Language of connection and intimacy Avoids asking for information Frequently asks for information Less sensitive to nonverbal cues More sensitive to nonverbal cues Gender Communication Differences Men Women Gholipour A. 2006. Organizational Behavior. University of Tehran.

  18. Gender Differences • Women • Prefer conversation for rapport building • Want empathy, not solutions • Are more likely to compliment • Emphasize politeness • More conciliatory Gholipour A. 2006. Organizational Behavior. University of Tehran.

  19. Gender Differences • Men • Talk as a means to preserve independence and status by displaying knowledge and skill • Work out problems on an individualized basis • Are more directive in conversation • Are more intimidating • Call attention to their accomplishments • Tend to dominate discussions during meetings Gholipour A. 2006. Organizational Behavior. University of Tehran.

  20. Interpersonal 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 Gholipour A. 2006. Organizational Behavior. University of Tehran.

  21. Interpersonal 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 Gholipour A. 2006. Organizational Behavior. University of Tehran.

  22. Interpersonal 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 Gholipour A. 2006. Organizational Behavior. University of Tehran.

  23. E-Communication • Internet/Intranet/Extranet • Electronic Mail • Videoconferencing • Collaborative Computing • Telecommuting Gholipour A. 2006. Organizational Behavior. University of Tehran.

  24. 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. Gholipour A. 2006. Organizational Behavior. University of Tehran.

  25. Make eye contact Avoid distractions Ask questions Exhibit appropriate expressions Paraphrase Avoid interrupting Don’t talk too much Combine speaking and listening Managers Should BeActive Listeners Gholipour A. 2006. Organizational Behavior. University of Tehran.

  26. Active Listening Process and Strategies SENSING • Postpone evaluation • Avoid interruptions • Maintain interest ACTIVE LISTENING RESPONDING • Show interest • Clarify the message EVALUATING • Empathize • Organize information Gholipour A. 2006. Organizational Behavior. University of Tehran.

  27. The Keys to Effective Listening Gholipour A. 2006. Organizational Behavior. University of Tehran.

  28. The Keys to Effective Listening (cont) Gholipour A. 2006. Organizational Behavior. University of Tehran.

  29. Barriers to EffectiveCommunication • Cultural; • Selective Perception; • Filtering; • Informational overload; • Semantic Barriers:Language, Jargon; • Defensiveness; • Gender. Gholipour A. 2006. Organizational Behavior. University of Tehran.

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