ba 352 lecture ch12
TRANSCRIPT
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Chapter Twelve
Communicating in the
Internet Age
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Chapter Twelve Outline
Basic Dimensions of the Communication Process
A Perceptual Process Model of Communication
Communication Distortion Between Managers and Employees
Interpersonal CommunicationAssertiveness, Aggressiveness, and Nonassertiveness
Sources of Nonverbal Communication
Active Listening
Women and Men Communicate Differently
12-1a
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A Perceptual Model of Communication
12-2
Figure 12-1
NoiseSender
Receiverdecodes
Receivercreatesmeaning
Transmittedon medium
MessageEncoding
EncodingMessageTransmittedon medium
Sourcedecodes
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12-3
Figure 12-2
Situational Antecedents
Patterns of Distortion in Upward
Communication
1. Supervisors upwardinfluence
Low HighIncreased distortion becauseemployees send morefavorable information andwithhold useful information.
Low High2. Supervisors power Increased distortion because
employees screen outinformation detrimental totheir welfare.
Low High3. Subordinates aspiration
for upward mobility Less accuracy becauseemployees tend to pass alonginformation that helps theircause.
Low High4. Subordinates trust in
the supervisor
Considerable distortionbecause employees do notpass up all information they
receive.
Sources of Distortion in UpwardCommunication
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12-4a
Table 12-1a
Assertive Pushing hardwithout attacking;permits others toinfluence outcome;
expressive and self-enhancing withoutintruding on others.
Good eye contact;Comfortable butfirm posture;Strong, steady and
audible voice; Facialexpressionsmatched tomessage;Appropriatelyserious tone;
Selectiveinterruptions toensureunderstanding.
Direct andunambiguouslanguage; Noattributions or
evaluations ofothersbehavior; Use ofI statementsand cooperativewe
statements.
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern
Communication Styles
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12-4b
Table 12-1b
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern
Aggressive Taking advantageof others;Expressive and self-
enhancing atothers expense.
Glaring eye contact;Moving or leaningtoo close;
Threateninggestures (pointingfinger; clenchedfist); Loud Voice;Frequentinterruptions.
Swear wordsand abusivelanguage;
Attributions andevaluations ofothersbehavior; Sexistor racists terms;Explicit threats
or put-downs.
Communication Styles (continued)
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Communication Styles (continued)12-4c
Table 12-1c
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern
Nonassertive Encouraging othersto take advantageof us; Inhibited;Self-denying.
Little eye contact;Downward glances;Slumped postures;Constantly shifting
weight; Wringinghands; Weak orwhiny voice.
Qualifiers(maybe, kindof ); Fillers(uh, you
know, well);Negaters (itsreally not thatimportant, Imnot sure).
Communication Styles (continued)
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12-6a
Maintain eye contact.
Nod your head to convey that you are listening or thatyou agree.
Smile and show interest.
Lean forward to show the speaker you are interested.
Use a tone of voice that matches your message
Positive Nonverbal Actions Include:
Skills and Best Practices: Advice toImprove Nonverbal Communication
Skills
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12-6b
Avoiding eye contact and looking away from thespeaker.
Closing your eyes or tensing your facial muscles.
Excessive yawning.
Using body language that conveys indecisiveness or lackof confidence (e.g., slumped shoulders, head down, flattones, inaudible voice)
Speaking too fast or too slow.
Negative Nonverbal Actions Include:
Advice to Improve NonverbalCommunication Skills (cont)
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Results-style:Interested in thebottom line or result of a message.
Reasons-style:Interested inhearing the rationale behind amessage.
Process-style:Likes to discussissues in detail.
Listening Styles
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Hands-on
Exercise
How would you evaluate your listening skills?
Which statements from the survey gave you the mostproblems? Why do you think this occurred?
Why is it hard to be a good listener?
Assessing your Listening Skills
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12-9a
Table 12-2
Keys to EffectiveListening
The Bad Listener The Good Listener
1. Capitalize on thought
speed
Tends to daydream Stays with the speaker,
mentally summarizes thespeaker, weighs evidence,and listens between the lines
2. Listen for ideas Listens for facts Listens for central or overallideas
3. Find an area of interest Tunes out dry speakers orsubjects
Listens for any usefulinformation
4. Judge content, not
delivery
Tunes out dry monotonespeakers
Assesses content by listeningto entire message beforemaking judgments
5. Hold your fire Gets too emotional or workedup by something said by thespeaker and enters into anargument
Withholds judgment untilcomprehension is complete
Sources: Derived from N Skinner, Communication Skills,Selling Power, July/August 1999, pp 32-34; and G Manning, KCurtis, and S McMillen, Building the Human Side of Work Community(Cincinnati, OH: Thomson Executive Press, 1996), pp127-54.
The Keys to Effective Listening
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12-9b
Table 12-2
Keys to EffectiveListening
The Bad Listener The Good Listener
6. Work at listening Does not expend energy onlistening
Gives the speaker fullattention
7. Resist Distractions Is easily distracted Fights distractions andconcentrates on the speaker
8. Hear what is said Shuts our or deniesunfavorable information
Listens to both favorable andunfavorable information
9. Challenge yourself Resists listening to
presentations of difficultsubject manner
Treats complex
presentations as exercisesfor the mind
10. Use handouts, overheads,
or other visual aids
Does not take notes or payattention to visual aids
Takes notes as required anduses visual aids to enhanceunderstanding of thepresentation
The Keys to Effective Listening (cont)
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Internet:a global network of computer networks
Intranet:an organizations private internet that uses firewalls toblock outside internet users from accessing confidentialinformation
Extranet:an extended intranet that connects internal employeeswith customers, suppliers, and other strategic partners
Electronic Mail:uses the internet/intranet to send computer-generated text and documents
Video Conferencing: uses video and audio links to connectpeople at different locations
12-10a
Organizations are increasingly using informationtechnology to improve productivity and customersatisfaction.
Key Terms Associated withInformation Technology
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Collaborative Computing:uses computer software andhardware to link people across a room or across the globe- Collaborative applications include e-mail, calendar
management, video conferencing, computer
teleconferencing, and computer aided decision-makingsystems
Telecommuting:involves receiving and sending work fromhome to the office by using the phone and a computer link
For class discussion:What are the managerial challengesassociated with managing the growing number of employeeswho telecommute?
12-10b
Key Terms Associated with InformationTechnology (continued)
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Process Barriers:involve all components of theperceptual model of communication
Personal Barriers:involve components of anindividuals communication competence andinterpersonal dynamics between people
communicating Physical Barriers:pertain to the physical
distance between people communicating
Semantic Barriers:relate to the differentunderstanding and interpretations of thewords we use to communicate
For class discussion:Which of the barriers toeffective communication is the most difficultto deal with? Explain.
12-11
Barriers to Effective Communication