Mosley 9e ppt_ch06

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

CHAPTER 6

COMMUNICATION

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2

• Describe the five components of the communication process model• Explain the forms of electronic communication

technology• Explain the different ways in which nonverbal

communications influence supervisory communication• Identify the three basic flows of formal

communication in an organization• Explain the managerial communication style

grid

LEARNING OBJECTIVES


• Identify and explain how organizational, interpersonal, and language barriers affect supervisory communication• Identify five specific actions supervisors can

take to improve their communications• Show how a supervisor can use feedback to

improve communication• Define and illustrate active listening skills

LEARNING OBJECTIVES


EXHIBIT 6.1 - COMMUNICATION PROCESS MODEL


COMPONENTS INVOLVED IN THE COMMUNICATION PROCESS MODEL

•Originates and sends a message

Sender

•Words and/or nonverbal expressions that transmit meaning

Messages

•The means used to pass a message

Channel


COMPONENTS INVOLVED IN THE COMMUNICATION PROCESS MODEL

•The ultimate destination of the sender’s message

Receiver

•The response that a communicator receives

Feedback

•Potential barriers to effective communication in each phase of the communication process model

Noise


ELECTRONIC COMMUNICATION TECHNOLOGY

•Messages and documents created, transmitted, and read on computer

E-mail

•Use of intranet or Internet technology to receive messages in real time

Instant message (IM)

•Written message sent by cell phone and that uses abbreviations

Text message (TM)

•Enables people to leave and hear recorded voice messages

Voicemail

•Enable communication with people in different locations simultaneously

Teleconferences and videoconferences


EXHIBIT 6.3 - E-MAIL TIPS

Sources: Marie Flatley and Kathryn Rentz, Business Communication (New York McGraw-Hill/Irwin), 2010, pp. 30–33; Scott Ober, contemporary Business Communication (Boston, MA: Houghton Mifflin Company, 2009), pp. 58–92.


EXHIBIT 6.4 - HOW NONVERBAL COMMUNICATION IMPACTS VERBAL COMMUNICATION


TYPES OF NONVERBAL SIGNALS

• Sent by placing emphasis on certain words, pauses, or the tone of voice used

Voice signals

• Communicated by body action

Body signals

• Sent by facial expression

Facial signals

• Sent by physical objects

Object signals


TYPES OF NONVERBAL SIGNALS

• Sent based on physical distance between people

Space signals

• Sent by time actions

Time signals

• Sent by body contact

Touching signals


EXHIBIT 6.5 - FLOW OF FORMAL COMMUNICATION IN AN ORGANIZATION


• Downward communication: Flows that originate with supervisors and are passed down to employees• Upward communication: Flows from lower to

upper organizational levels• Lateral–diagonal communication: Flows

between individuals in the same department or different departments

FLOWS OF COMMUNICATION


• Role clarifications• Performance feedback• Praise and recognition• Constructive criticism and feedback• Demonstration of interest• Requests for information or assistance

COMMUNICATIONS EMPLOYEES LIKE TO RECEIVE FROM THEIR SUPERVISOR


EXHIBIT 6.7 - THE MANAGERIAL COMMUNICATION STYLE GRID


• Separate from a formal, established communication system• Grapevine or rumor mill

• Purposes• Provides information not ordinarily available• Reduces the effects of monotony and satisfies

personal needs• Keeping employees informed is the best way to

manage informal communication

INFORMAL COMMUNICATION


BARRIERS TO EFFECTIVE SUPERVISORY COMMUNICATION

Organizational barriers

Interpersonal barriers

Language-related barriers


• Layers of hierarchy• Each layer can add to, take from, qualify, or

completely change the original message• Authority and status• The fact that one person is a boss over others

creates a barrier to free and open communication

• Specialization and its related jargon• Specialists have their own technical language

that is foreign to people in other departments

ORGANIZATIONAL BARRIERS


EXHIBIT 6.8 - COMMUNICATION AND THE CHAIN OF COMMAND


• Differing perceptions• Perception: How one selects, organizes, and

gives meaning to his or her world• Stereotyping: Tendency to put similar things in

the same categories to make them easier to deal with

• Language-related factors• Lack of a common primary language and

precision• Multiple meanings• Linguistic style

INTERPERSONAL AND LANGUAGE BARRIERS


EXHIBIT 6.10 - LINGUISTIC STYLES OF MEN AND WOMEN

Source: From Guffey. Business Communication 5e. © 2006 South-Western, a part of Cengage Learning, Inc. Reproduced by permission. www.cengage.com/permissions.


• Set the proper communication climate• Establish mutual trust• Minimize status barriers

• Plan for effective communication• Anticipate situations

• Select the proper channel• Information richness: Amount of verbal and

nonverbal information that a channel carries• Consider the receiver’s frame of reference

IMPROVING SUPERVISORY COMMUNICATIONS


• Reinforce key ideas through repetition• Repetition improves the reader’s recall and

reduces the chances of incorrect assumptions being made

• Encourage the use of feedback• Create a relaxed environment• Take the Initiative in getting responses from the

work group



• Become a better listener• Active listening: Technique for understanding

others and encouraging open feedback• Attending skills: Actions taken by a listener that

facilitate the speaker’s freedom of expression• Reflective statement: The listener repeats, in a

summarizing way, what the speaker has just said



• Feedback is better where there is a trusting relationship between people• Some people give feedback readily, but others

need some encouragement• Compliment people for providing feedback to

reinforce their willingness to continue doing so

TIPS ABOUT FEEDBACK


• When providing instructions, ask the listener if he or she has any questions• When giving negative feedback, refrain from

adopting an aggressive attitude• Nonverbal signals and body language offer a

wide variety of feedback

TIPS ABOUT FEEDBACK


EXHIBIT 6.15 - TIPS FOR BETTER LISTENING


• Active listening• Attending skills• Body signals• Channel• Communication

process model• Downward

communication• E-mail

IMPORTANT TERMS

• Facial signals• Feedback• Grapevine• Informal

communication• Information richness• Instant message (IM)• Lateral–diagonal

communication


• Message• Object signals• Perception• Receiver• Reflective statement• Sender• Space signals

IMPORTANT TERMS

• Stereotyping• Text message (TM)• Time signals• Touching signals• Upward

communication• Voice signals

Education

Mosley 9e ppt_ch06