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What is Communication?
The process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior.
External Information
Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.
SENDER
RECEIVER
Message encoded
Channel Message
Noise
Message decoded
Feedback decoded
Channel Feedback
Feedback encoded
Channel Richness
The amount of information that can be transmitted during a communication episode.
Nonverbal Communications
Messages sent through human actions and behavior rather through words Most nonverbal communication is unconscious or subconscious Occurs mostly face-to-fact Three factors in message interpretation
Verbal Impact Vocal Impact Facial Impact
Source: Adapted from Richard L. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach, 538. Copyright 1986 by Scott, Foresman and Company. Used by permission.
Downward Communications
Messages sent from top management down to subordinates Most familiar and obvious flow of formal communication Encompasses the following 1. Implementation of goals and strategies 2. Job instructions and rationale 3. Procedures and practices 4. Performance feedback 5. Indoctrination
Drop Off
Distortion Loss of message content
Upward Communications
Messages that flow from the lower to the higher levels in the organizations Five types of information communicated upward 1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information
Horizontal Communications
Lateral or diagonal exchange of messages among peers or coworkers Purpose is to inform and request support as well as coordinate activities Horizontal communications three categories 1. Intradepartmental problem solving 2. Interdepartmental coordination 3. Change initiatives and improvement
Team Communications
Informal Communications
Are outside formal authorized channels Do not adhere to organizations hierarchy of authority Coexists with formal communications networks Two types of channels
Source: Based on Keith Davis and John W. Newstrom, Human Behavior at Work: Organizational Behavior, 7th ed. (New York: McGraw-Hill, 1985).
Dialogue
Result
Long-term, innovative solutions Unified group Shared meaning Transformed mind-sets
Result
Short-term resolution Agreement by logic Opposition beaten down Mind-sets held onto
Source:Adapted from Edgar Schein, On Dialogue, Culture, and Organization Learning, Organizational Dynamics (Autumn 1993), 46.
Barriers Individual Interpersonal dynamics Channels and media Semantics Inconsistent cues Organizational Status and power differences Departmental needs and goals Communication network unsuited Lack of formal channels
How to Overcome Active listening Selection of appropriate channel Knowledge of others perspective MBWA Climate of Trust Development and use of formal channels Changing organization or group structure to fit communication needs Encouragement of multiple channels, formal and informal
Communication involves:
What you say How much you say How you say
Some cultures Need more background and context Need different messages
All cultures have potential for miscommunication. The more sensitive the message the more miscommunication is.
How:
Watch people talk with each other Watch body language Watch hand gestures Watch mimics Watch com. is straightforward Watch com. involves elaborate explanations
A. Direct-Indirect
I. Direct Communication Succinct messages (to the point) Clear, brief Little or no background information Few nonverbal nuances and gestures Eye contact Disagreement expresses openly Understanding verbal message means you have received all or most important parts of communication
II. Indirect Communication How you convey the message, how elegant the language Less reliance on direct-explicit verbal communication Tone of voice, Facial expressions, Body language, Nonverbal gestures are important in relaying the message Subtle communication (you must interpret the meaning of gestures, tones etc. ) Start with history and use eloquent speeches
Low Context
High Context
Adequate data to accomplish task is enough Straightforward Less details Know less about the project Need frequent meetings
More data needed Irrelevant information is also requested More detail Know more about the project Few meetings
C. Nonverbal Communication
Body language Eye contact Tone of voice Hand and body gestures Touching, bowing etc. 60 to 70 % of communication is nonverbal 7% comes from the words
e.g. bowing: deference in hierarchical cultures sitting straight: respect in egalitarian cultures standing tall
Guess?
Guess
A Japanese gesture
A French gesture
An Iran gesture
The Japanese gesture means "angry." The French gesture means "I don't believe you." The Iran gesture is extremely obscene, and means roughly "screw you."
Guess?
C.2. Smiles
Smiles may not mean the same as in your culture weak smile: agree or disagree e.g. Japan: frowning is a sign of disagreement Inhaling through clenched teeth Tilting the head Scratching eyebrow Scratching back of head Turning head from side to side Putting head up and down Raising eyebrow Pulling hair from mustache Raising eyebrow with head tilted back Moving index finger from right to left
Direct eye contact with superiors is not good, irrespectful Prolonged eye contact is a challange Avoid eye contact to preserve their privacy
Japanese Culture
Eye contact is critical in conversing. e.g. if you dont look at the eyes it may mean lack of interest and disrespect
Western Cultures
Western Cultures
Touching reserved for close friends and family, otherwise it may be regarded offensive Close space between same gender is common. Walking hand in hand shows great respect in Sardia.
Silence means Contemplation in Japan Respect in hierarchical societies Disrespect or hesitancy in Western cultures Shyness in India Not to offend the others by saying no
Ways to Overcome
Establish mutual respect and understanding Enhance cross-cultural awareness Improve business communication competence