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©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.

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  • 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

©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.

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  • 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

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EXHIBIT 6.1 - COMMUNICATION PROCESS MODEL

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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

©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.

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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

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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

©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.

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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.

©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.

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EXHIBIT 6.4 - HOW NONVERBAL COMMUNICATION IMPACTS VERBAL COMMUNICATION

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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

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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

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EXHIBIT 6.5 - FLOW OF FORMAL COMMUNICATION IN AN ORGANIZATION

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  • 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

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  • 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

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EXHIBIT 6.7 - THE MANAGERIAL COMMUNICATION STYLE GRID

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  • 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

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BARRIERS TO EFFECTIVE SUPERVISORY COMMUNICATION

Organizational barriers

Interpersonal barriers

Language-related barriers

©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.

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  • 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

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EXHIBIT 6.8 - COMMUNICATION AND THE CHAIN OF COMMAND

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  • 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

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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.

©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.

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  • 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

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  • 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

IMPROVING SUPERVISORY COMMUNICATIONS

©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.

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  • 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

IMPROVING SUPERVISORY COMMUNICATIONS

©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.

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  • 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

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  • 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

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EXHIBIT 6.15 - TIPS FOR BETTER LISTENING

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  • 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

©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.

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

IMPORTANT TERMS

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