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Chapter Twelve

Chapter Twelve. Communicating in the Internet Age. 12-1a. Chapter Twelve Outline. Basic Dimensions of the Communication Process A Perceptual Process Model of Communication Communication Distortion Between Managers and Employees Interpersonal Communication

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Chapter Twelve

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  1. Chapter Twelve Communicating in the Internet Age

  2. 12-1a Chapter Twelve Outline • Basic Dimensions of the Communication Process • A Perceptual Process Model of Communication • Communication Distortion Between Managers and Employees • Interpersonal Communication • Assertiveness, Aggressiveness, and Nonassertiveness • Sources of Nonverbal Communication • Active Listening • Women and Men Communicate Differently

  3. 12-1b Chapter Twelve Outline (continued) • Communication in the Computerized Information Age • Internet/Intranet/Extranet • Electronic Mail • Videoconferencing • Collaborative Computing • Telecommuting • Barriers to Effective Communication • Process Barriers • Personal Barriers • Physical Barriers • Semantic Barriers

  4. 12-2 Figure 12-1 A Perceptual Model of Communication Encoding Message Transmittedon medium Receiverdecodes Sender Receivercreatesmeaning Noise Sourcedecodes Transmittedon medium Message Encoding

  5. Sources of Distortion in Upward Communication Patterns of Distortion in Upward Communication Situational Antecedents • Supervisor’s upward influence Increased distortion because employees send more favorable information and withhold useful information. Low High 2. Supervisor’s power Low Increased distortion because employees screen out information detrimental to their welfare. High 3. Subordinate’s aspiration for upward mobility Less accuracy because employees tend to pass along information that helps their cause. Low High 4. Subordinate’s trust in the supervisor Considerable distortion because employees do not pass up all information they receive. Low High 12-3 Figure 12-2

  6. Communication Styles 12-4a Table 12-1a Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Direct and unambiguous language; No attributions or evaluations of others’ behavior; Use of “I” statements and cooperative “we” statements. Good eye contact; Comfortable but firm posture; Strong, steady and audible voice; Facial expressions matched to message; Appropriately serious tone; Selective interruptions to ensure understanding. Pushing hard without attacking; permits others to influence outcome; expressive and self-enhancing without intruding on others. Assertive

  7. Communication Styles (continued) 12-4b Table 12-1b Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Swear words and abusive language; Attributions and evaluations of others’ behavior; Sexist or racists terms; Explicit threats or put-downs. Glaring eye contact; Moving or leaning too close; Threatening gestures (pointing finger; clenched fist); Loud Voice; Frequent interruptions. Taking advantage of others; Expressive and self-enhancing at others’ expense. Aggressive

  8. Communication Styles (continued) 12-4c Table 12-1c Communication Styles (continued) Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Qualifiers (“maybe,” “kind of” ); Fillers (“uh,” “you know,” “well”); Negaters (“it’s really not that important,” “I’m not sure”). Little eye contact; Downward glances; Slumped postures; Constantly shifting weight; Wringing hands; Weak or whiny voice. Encouraging others to take advantage of us; Inhibited; Self-denying. Nonassertive

  9. Skills and Best Practices: Advice to Improve Nonverbal Communication Skills 12-6a Positive Nonverbal Actions Include: • Maintain eye contact. • Nod your head to convey that you are listening or that you agree. • Smile and show interest. • Lean forward to show the speaker you are interested. • Use a tone of voice that matches your message

  10. 12-6b Advice to Improve Nonverbal Communication Skills (cont) Negative Nonverbal Actions Include: • Avoiding eye contact and looking away from the speaker. • Closing your eyes or tensing your facial muscles. • Excessive yawning. • Using body language that conveys indecisiveness or lack of confidence (e.g., slumped shoulders, head down, flat tones, inaudible voice) • Speaking too fast or too slow.

  11. 12-7 Listening Styles Results-style:Interested in the bottom line or result of a message. Reasons-style:Interested in hearing the rationale behind a message. Process-style:Likes to discuss issues in detail.

  12. 12-8 Hands-on Exercise Assessing your Listening Skills • How would you evaluate your listening skills? • Which statements from the survey gave you the most problems? Why do you think this occurred? • Why is it hard to be a good listener?

  13. The Keys to Effective Listening 12-9a Table 12-2 Sources: Derived from N Skinner, “Communication Skills,” Selling Power, July/August 1999, pp 32-34; and G Manning, K Curtis, and S McMillen, Building the Human Side of Work Community (Cincinnati, OH: Thomson Executive Press, 1996), pp 127-54.

  14. The Keys to Effective Listening (cont) 12-9b Table 12-2

  15. 12-10a Key Terms Associated with Information Technology Organizations are increasingly using information technology to improve productivity and customer satisfaction. • Internet: a global network of computer networks • Intranet: an organization’s private internet that uses firewalls to block outside internet users from accessing confidential information • Extranet: an extended intranet that connects internal employees with customers, suppliers, and other strategic partners • Electronic Mail: uses the internet/intranet to send computer-generated text and documents • Video Conferencing: uses video and audio links to connect people at different locations

  16. 12-10b Key Terms Associated with Information Technology (continued) • Collaborative Computing: uses computer software and hardware to link people across a room or across the globe- Collaborative applications include e-mail, calendar management, video conferencing, computer teleconferencing, and computer aided decision-making systems • Telecommuting: involves receiving and sending work from home to the office by using the phone and a computer link • For class discussion: What are the managerial challenges associated with managing the growing number of employees who telecommute?

  17. 12-11 Barriers to Effective Communication • Process Barriers: involve all components of the perceptual model of communication • Personal Barriers: involve components of an individual’s communication competence and interpersonal dynamics between people communicating • Physical Barriers: pertain to the physical distance between people communicating • Semantic Barriers: relate to the different understanding and interpretations of the words we use to communicate • For class discussion: Which of the barriers to effective communication is the most difficult to deal with? Explain.

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