Interpersonal Communication

Chapter 8

Fundamentals of Organizational Behavior 2e

Andrew J. DuBrin
PowerPoint Presentation by Charlie Cook

Learning Objectives
1. Describe the communication process. 2. Describe the impact of information technology on interpersonal communication in organizations. 3. Explain how nonverbal communication can be used to enhance communication. 4. Present details about the various channels of communication in organizations. 5. Summarize barriers to effective communication and how to overcome them. 6. Explain how to overcome cross-gender and crosscultural communication problems. 7. Recognize the basics for becoming a more poweroriented communicator.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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The Communication Process

Components of Communication
1. Source (the sender)person attempting to send a message to another person. Authority and experience of sender can call attention to message. 2. Messagea purpose or idea to be conveyed. Clarity, complexity, length, and organization affect reception of message. 3. Channel (medium)how and through what media the message is conveyed to the receiver. 4. Receiverthe party to whom the message is sent must get and understand properly the message for communication to take place.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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The Communication Process

Components of Communication (contd)
5. Feedbackreactions of the receiver that indicate the message was received and properly understood. 6. Environmentfactors such as organizational culture affect how messages are transmitted and understood. 7. Noisephysical and human relations distractions in the environment can disrupt the communication process.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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The Communication Process

Environment Noise Sources

Environment

Environment

Source (sender)

Channel Message Feedback

Receiver

Noise Sources

EXHIBIT 8-1

Environment

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Communication and Information Technology

E-mail
Two major impacts on interpersonal communication
Written

messages have replaced telephone and personal conversations. The volume of messages each manager receives has increased.
E-mail Characteristics
Is

unaffected by distance and time. Enhances industrial democracy by linking workers and leaders. Encourages indiscriminate sending of trivial information.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Communication and Information Technology

The Alternative Workplace
A combination of nontraditional work practices, settings,

and locations that supplements the traditional office. Telecommuting

An arrangement in which employees use computers to perform their regular work responsibilities at home or in a satellite office.
Has a strong reliance on E-mail. Lacks the social interactions of work.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Communication and Information Technology

Presentation Technology
The capability to create and effectively use multimedia

presentation tools is an essential managerial skill.

Tips for a Professional Presentation

Know how to operate presentation equipment.

Maintain eye contact with the audience and

talk to the audience, not to the screen. Reveal points only as needed. Keep the slide in view until the audience gets the point. Use special slide effects sparingly.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Communication and Information Technology

Voice Recognition Systems
Are electronic devices capable of recognizing verbal

commands and carrying them out by:

acting as virtual secretaries in office messaging systems. supplementing or replacing keyboarding commands.

Voice systems have difficulty recognizing

individual speech patterns, context, and words with multiple meanings.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Communication and Information Technology

Nonverbal Communication
The transmission of messages by means

other than words, usually as a supplement to written, spoken, or signed communications.

General purpose is to express the

feeling behind the message.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Nonverbal Communication Behaviors

1. 2. 3. 4. Environment Body placement Postures Hand gestures 5. Facial expressions 6. Voice tone 7. Clothing, dress, appearance 8. Mirroring
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Organizational Channels of Communication

Formal Communication Channels
Are officially defined pathways for sending information

inside and outside the organization. Organization charts illustrate the channels to be followed.

Network organization
Has spherical structure that can rotate self-managing teams

and other resources around a common knowledge base. Has communication channels that do not follow the formal patterns of hierarchical organizations. May enter into temporary strategic alliances with other firms to capitalize on combined talents.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Communication Pathways in a Hierarchical Organization and a Spherical Organization

Bureaucracy EXHIBIT 8-2

Network Organization

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Organizational Channels of Communication

Informal Communication Channels
Unofficial network that supplements the formal channels.

Grapevine
Is

the major informal channel in organizations. Can distort information in its tangled pathways. Used to spread negative rumors and gossip. Used to disseminate information along informal lines.
Combating rumors in organizations:
Be

wary of vague communications. Promote healthy, accurate communications. Avoid concealing bad news. Correct erroneous communications promptly.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Organizational Channels of Communication

Communication Directions
Downward communication:
Flow

of messages from a higher to a lower level in the organization. Danger lies in lack of response from lower level.
Upward communication:
Transmission

of messages from lower level to higher levels in an organization.

Improving upward communications:

Management

by walking around Chance encounters Talking regularly with employees (open-door policy)
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Organizational Channels of Communication

Communication Directions
Horizontal communicationsmessages sent to others on

the same level in the organization. Diagonal communicationstransmission of messages to other departments at higher and lower levels in the organization. Spherical communications communication among members from different teams in the network organization.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Organizational Channels of Communication

Barriers to Interpersonal Communication
1. Semantics 2. Filtering of negative in formation 3. Credibility of the sender 4. M ixed signals 5. Different frames of reference 6. Value judgments The term for the varying meanings that people attach to words. Involves coloring or altering information to make the message more acceptable to the receiver. Message value and importance are based on the trustworthiness of the sender. Sending different messages about the same topic creates confusion. People perceive words and concepts differently based on their personal perspective and past experience. Making a value judgment prior to receiving the message interferes with the communication of the message meaning. Occurs when people are so overloaded with information that they cannot respond effectively to messages.
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7. Communication overload

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

Barriers to Communicating and Means for Overcoming Them

Barriers Sema ntics Filtering of negative inf ormation Credibility of the sender Mixed signa ls Different frames of reference Value judgm ents Comm unication overload Overcom ing Barriers Clarify ideas before sending. Motivate the receiver. Discuss differences in paradigms. Foster informal communications. Communicate feelings behind the facts. Be aware of nonverbal beha vior. Obtain feedback. Adapt to the other persons communication style.

EXHIBIT 8-3
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Organizational Channels of Communication

Improving the Sending of Messages
1. 2. 3. 4. 5. 6. 7. 8. Clarify ideas before communicating. Monitor the receiver. Discuss differences in paradigms. Foster informal communications. Communicate feelings behind the facts. Be aware of nonverbal behavior. Obtain feedback. Adapt to the other persons communication style.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Eleven Keys to Effective Listen ing

1. Find an area of interest 2. Judge content, not delivery 3. Hol d your fire 4. Listen for i deas 5. Be flexible

T he Bad Listen er
Tunes out dry subj ects Tunes out i f del ivery is poor Tends to enter into argum ent Listens for facts Takes intensive notes usi ng only one system Show n no energy output, fakes attention I s distracted easily

T he Good L istener
Seeks opportunities; asks Whats in it for m e? Judges content, skips over delivery errors Doesnt judge until com prehension is complete Listens for central them es Takes fewer notes; uses four or five different system s, dependi ng on the speaker Works hard, exhibits active body state Fights or avoids distractions, tol erates bad habi ts, knows how to concentrate Uses heavier m ateri al as an exerci se for the mind Interprets color w ords; does not get hung up on them Challenges, anticipates, m entally summ arizes, weighs the evidence, li stens between the lines to tone of voi ce Cl arifi es what her or she hears until other person says, Yes, this is what I m saying.

6. Work at listening 7. Resi st di stractions

8. Exerci se your mi nd

Resi sts difficul t expository m ateri al; seeks light, recreational m ateri al Reacts to emotional w ords Tends to daydream with slow speakers

9. Keep your mind open 10. Capitalize on the fact that thought is faster than speech

11. Restate w hat you hear

Reacts to what he or she hears

EXHIBIT 8-4

Source: John W. Richter, Listening: An Art Essential to Success, (September 1980): p. 26; Lyman K. Steil, How Well Do You Listen?, Executive Female, Special Issue No. 2 (1986): p. 37.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Organizational Channels of Communication

Key Gender Differences in Communication Styles
Male Preferences
To talk to preserve independence and status by displaying knowledge and skill. To work out problems by themselves.

Female Preferences
To use communication for rapport building.

To talk out solutions with another person; want empathy and understanding. Are more likely to compliment the work of a coworker Emphasize politeness toward others. Tend to be more conciliatory when facing differences. Less interested in calling attention to their accomplishments or hogging recognition. Tend not to seek to dominate discussions. Tend to downplay their certainty.

Are more likely to be critical of the work of a coworker. Tend to be more directive in their conversations. Tend to be intimidating when facing differences. More interested in calling attention to their accomplishments or hogging recognition. Tend to dominate discussions.

Are more likely to minimize doubts.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Overcoming Cross-Cultural Communication Barriers

1. Be sensitive to the fact that cross-cultural barriers exist. 2. Show respect for all workers. 3. Use straight-forward language and speak slowly and clearly. 4. Be alert to cultural differences in customs and behaviors. 5. Be sensitive to differences in nonverbal communication. 6. Do not be diverted by style, accent, grammar, or personal appearance.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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Members of Asia and some other Middle-Eastern cultures consider direct eye contact rude. Japanese people rarely use the word no. When they say yes (hai), it only acknowledges that they have heard what was said. When Japanese people say Well consider it, they probably mean no. Korean people are hesitant to say no even when they have rejected a proposal. Koreans feel it is important for visitors to leave with food feelings. British people understate their feelings. If a British person says, Your report does raise a few questions, the real meaning is probably Your report is atrocious. People from Latin America are very conscious of rank, and they expect the manager to be the voice of authority. Consequently, Latin Americans may be hesitant to make suggestions to a superior.

Americans are eager to get down to business quickly and will therefore spend less time than people from other cultures building a relationship. Americans value time much more that do people from other cultures. They are therefore more likely than people form other cultures to appear perturbed when a person shows up late for a meeting. French-speaking people tend to use polite forms of greeting, particularly in business settings, while Americans are less formal. When greeting a business contact in a French-speaking country, it is therefore important to include the prefix sir, monsieur, madame, ms., mademoiselle, or miss.

Skill Developm ent: The above information will lead to cross-cultural development if practiced in the right setting. During the next 30 days, look for an opportunit y to relate to a person from a given culture in a way described above. Observe the reaction of the other person to provide feedback on your cross-cultural effectiveness.

EXHIBIT 8-5
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A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

The Power-Oriented Linguistic Style

Components of a linguistic style that give power and authority to the message sender:
Choose words that show conviction such as

Im convinced or Im confident. Use the pronoun I to receive more credit for your ideas. Emphasize direct rather than indirect talk. Frame your comments in a way that increases your listeners receptivity. Speak at length, set the agenda for a conversation, make jokes and laugh.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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The Power-Oriented Linguistic Style (contd)

Components of a linguistic style that give power and authority to the message sender:
Minimize the number of questions you ask that

may imply you lack information on the topic. Apologize infrequently and particularly minimize saying, Im sorry. Take deep breaths to project a firm voice with power and conviction. Occupy as much space as possible when speaking before a group.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright 2002 by South-Western.

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