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Four Functions of Communication
• Knowledge management
• Decision making
• Coordinating work activities
• Fulfils relatedness needs
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Receiver
DecodeDecodemessagemessage
EncodeEncodefeedbackfeedback
FormFormfeedbackfeedback
Sender
FormFormmessagemessage
EncodeEncodemessagemessage
DecodeDecodefeedbackfeedback
TransmitMessage
TransmitFeedback
ReceiveReceiveencodedencodedmessagemessage
ReceiveReceivefeedbackfeedback
Noise
Communication Process Model
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Communication Barriers
• Perceptions• Filtering• Language
– Jargon– Ambiguity
• Information Overload
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9-14
The HURIER Model:Components of Effective Listening
Hearing(paying careful
attention to whatis being said)
Understanding(comprehending
the messagesbeing sent)
Remembering(being able to
recall the messagebeing sent)
Effective Listening
Responding(replying to thesender, letting
him or her knowyou are paying
attention)
Evaluating(not immediatelypassing judgment
on the messagebeing sent)
Interpreting(not reading anythinginto the message the
sender is communicating)
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Episodes of information overload
Employee’s information processing
capacity
Time
Information Load
Information Overload
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Overload: Problem Solved
Gatekeeper Message C
Overload(too many messagesreaching a person
at once)
Use gatekeepers tocontrol the number
of incomingmessages received
Use queuing to present messages
in order
Problem:
Solutions:
Message C
Message B
Message A
Person
Message C
Message B
Message A
Message A Message B Message C
Person
Person
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9-5Oral vs. Written Communication: Preference for Media Depends on the
MessageM
ean
Per
cen
tage
of
Man
ager
s P
refe
rrin
g M
edia
Extremelyambiguousmessages
Extremelyclear
messages
10
20
30
40
50
60
70
80
90
Oral Media
Written Media
Oral media arepreferred for
sending ambiguousmessages.
Written media arepreferred for sending
clear messages.
(88.3)
(11.3)
(32.1)
(67.9)
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Communicating Through E-mail
Advantages of E-mail–Messages quickly formed, edited, sent, and
stored–Needs little coordination–Random information access–Fewer social status barriers
Problems with E-mail–Information overload–Flaming–Interpreting emotions–Lacks empathy or social support
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:-):-}
<:-):-X:-j
{}
Guessing E-Mail EmoticonsHappy
Smirk
Dumb question
OOPS!
Tongue in cheek
Hug
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Nonverbal Communication
• Actions, gestures, facial expressions, etc.
• Transmits most info in face-to-face meetings
• Influences meaning of verbal and written symbols
• Less rule bound than verbal communication
• Important part of emotional labour
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Face-to-face
Telephone
NewslettersOversimplified
Zone
OverloadedZone
Routine/Clear
Nonroutine/Ambiguous
Rich
Lean
MediaRichness
Situation
Hierarchy of Media Richness
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Communicating in Hierarchies
• Workspace design
• Employee surveys
• Newsletters and e-zines
• Management by walking around
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Grapevine Characteristics
• Transmits information very rapidly in all directions
• Relatively accurate, but deletes details and exaggerates key points
• More active in homogeneous groups who easy communication access
• Most active when employees are anxious• Usually follows a cluster chain pattern
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Personal Communication Style
The Senator(sometimes Noble andsometimes Reflective)
The Candidate(blend between
Socratic and Reflective)
The Magistrate(blend between
Noble and Socratic)
The Reflective(someone who wouldrather say nothing
than to hurt someoneelse’s feelings)
The Socratic(someone who likes to
argue his or herpoints fully)
The Nobel(someone who says
what’s on his orher mind)
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Internal vs. External Communications:
Is There a Difference?More
Statements
FewerStatements
Rel
ativ
e P
rop
orti
on o
f St
atem
ents
Threats were used morethan opportunities when
communicating internally.
Opportunities were usedmore than threats when
communicating externally.
Threats OpportunitiesFocus of Statements
Internalstatements
Externalstatements
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14
A MEMO THAT LEAVES YOU SCRATCHING YOUR HEAD:WHAT DID HE SAY?
ORIGINAL MESSAGE:
“As per your subject memo; we are researching the history of Price Promotion #18B to establish why the new price sheets were not received by the sales force in advance ofthe effective date of the promotion. It is unclear from your memo how widespread theproblem was or if it was just isolated in certain geographies. Therefore, we will needadditional facts on where you think the problem occurred. As you know, we have gotten complaints from sales people in the past that they did not receive the promotionsonly to find out later that they had lost them due to their own disorganization.”
TRANSLATION:
“We screwed up but are not going to admit it.”
IMPROVED MESSAGE:
“Thanks for bringing the problem with this promotion to my attention. It looks likewe screwed up at this end in getting the proofs to the printer on schedule. My staffand I feel badly about this and will take steps to provide better service.”
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Cross-Cultural Communication
• Verbal differences– Language
• Nonverbal differences– Voice intonation– Interpreting nonverbal meaning– Importance of verbal versus nonverbal– Silence and conversational overlaps
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Men Women
Gender Communication Differences
Gives advice quickly and directly
Gives advice indirectly and
reluctantly
Report talk Rapport talk
Avoids asking for information
Frequently asks for information
Less sensitive to nonverbal cues
More sensitive to nonverbal cues
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Gender Issues in Leadership
• Male and female leaders have similar task- and people-oriented leadership.
• Participative leadership is used more often by female leaders.
• Women rated less favourably than equivalent male leaders due to stereotyping.
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Getting Your Message Across
• Empathize
• Repeat the message
• Use timing effectively
• Be descriptive
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Active Listening Process and Strategies
ACTIVELISTENING
SENSING•Postpone evaluation• Avoid interruptions• Maintain interest
EVALUATING
• Empathize• Organize information
RESPONDING
• Show interest• Clarify the message
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AudienceCharacteristics
• Self-esteem• Inoculated
CommunicatorCharacteristics
• Expert• Credibility• Attractive
MessageContent
• Present all sides• Few arguments• Emotional appeals• Inoculation effect
Communication Medium
Persuasive Communication