Management of Organizational Behavior: Leading Human Resources

1. Management of Organizational Behavior: Leading Human Resources

2. Review of Leadership • Defined as an attempt to influence • Leadership/influence – interchangeable • Three ways to influence: • Diagnosing – understand situation • Adapting – adapt behavior to situation • Communicating – so that others understand

3. Importance of Effective Communication • Fact: Written and oral communication skills are the two most important factors/skills in obtaining employment. • There is a direct correlation between employee communication and profitability. • Good communications are the lifeblood of any enterprise.

4. Chapter Overview • Communication Models • Linear ~ Interactional ~ Transactional • Organizational Communication • Downward/upward/horizontal communication; grapevine; networks • Patterns of Communication • Star and circle patterns • “Best” Pattern of Communication • Trials show star pattern faster • International Business Communication • Different cultures affect communication effectiveness

5. Three Basic Communication Models • The Linear Model • Shows communicative events as one-sided activities from the leader to the follower • Static model • The Interactional Communication Model • Follower decodes the message • Follower encodes symbols; gives feedback • The Transactional Communication Model • Face-to-face communication • Static model

6. Encode The Linear Model Symbols Message Leader Channel Follower

7. The Lineal model • One sided – leader to follower • Encoding thoughts to symbols • Symbols: • Images/logos/etc. represent something else • Message: • Symbols formed into messages • Message can be one or set of symbols • Channel: • Messages placed in channel for distribution

8. The linear modelLanguage/body cues Verbal Language Cues • Messages have verbal or nonverbal cues • Powerless language • Hedges (I think, ums, ers, disclaimers) • Powerful language • Perceived as competent, dynamic, attractive

9. The Linear Model Language/body cues Nonverbal Language Cues • Nonverbal Cues – Four Functions • Supplement verbal cues – accenting emphasis • Substitute verbal cues – smile/frowns • Contradict verbal cues – sweating/body movement • Regulate verbal cues – pitch at end of sentence to ?, holding up a hand to stop interaction - Others: body positions, appearance • Paralanguage • Pitch, rate, volume, use of pauses • Demonstrates enthusiasm, anxiety, urgency

10. Concerns and examples Linear Model • Follower is not involved • No face-to-face communication • Based on hope • Does follower understand the communication • No opportunity for response from follower • Represents one-way communication • Billboards, television, flyers, signs

11. Encode The Linear Model Symbols Message Leader Channel Follower

12. The Interactional communication Model • This model allows the follower to have face-to-face communication with the leader

13. The Interactional communication Model Symbols Decode Message Encode Encode Leader Channel Follower Symbol Decode Feedback Message

14. The Interactional communication Model • After receiving the message, follower decodes it for meaning • Follower translates the symbols • Follower may create a message to return to the leader • Through decoding messages and encoding symbols, follower may give feedback to leader

15. The Interactional communication Model Feedback • After receiving feedback from a follower, the leader may reshape through feedback then send message to new follower • Even if there is no feedback, the lack of a response is feedback to the leader

16. The Interactional communication Model • This model best explains face-to-face human communication and demonstrates that the responses of the other person involved are continual

17. The transactional communication model • Provides best face-to-face communication • Constantly encoding and decoding messages when talking face-to-face • Channel has two-headed arrow • Contains three new elements • External Noise • Internal Noise • Semantic Noise

18. Symbols Message Channel Leader Follower Transactional communication model Encode/Decode Decode/Encode Noise Noise Noise Noise Noise Noise Noise Noise Noise Noise

19. The transactional communication model • External Noise • Occurs outside of brain • Stomach growing, tree in front of sign • Internal Noise • Occurs inside of brain • Listening rate/information rate ratios • External distractions may get you off track • Personal perceptions/preconceived opinions • Semantic Noise • Perceptual process creates semantic noise • Known as word noise • We categorize what we hear, define symbol, put it context • More than one condition may be present

20. The transactional communication model Semantic Noise Thought Symbol or Object Referent When we speak, we use symbolism through references or social factors-our intent is to influence others. When we hear what is said, these symbols cause us to react or perform by adopting the intended attitude by the speaker. Adopted: Triangle of Learning Source: Ogden and Richards 1949

21. Leadership adjustments throughunderstanding of Semantic Noise • Jay A. Conger reinforces need for careful word selection use of paralanguage and nonverbal behavior • Conger’s guidelines for more expressive, inspirational leadership include: • Craft mission statement – values, beliefs, purpose • Use key elements of group’s culture • Use rhetorical techniques – paralanguage/nonverbal behavior • Show your emotions to reflect your persona feelings/concern • Leadership involves capturing the hearts and minds of followers

22. Active listening • Leader must be skilled in receiving messages - listening • We speak at 125 wpm; brain able to listen at 400-600 wpm = listening gap • Four types of Listeners: • Nonlistener - Marginal listener • Evaluative listener - Active listener • Active Listener – full attention to message

23. Active listening • A skill that can be learned • Five guidelines by Carl Rogers: • Listen for message content • Listen for feelings of speaker • Respond to feelings of speaker • Note the speaker’s cues (verbal/nonverbal) • Reflect back to the speaker what you think you are hearing • Results: • Leader develops better relationships between management/staff; increase establishment of clear goals; decrease costly problems

24. Pacing, then leading • Leaders influence from personal power and position power • Rapport builds personal power • Effective communication builds personal power • Getting in step with others make them feel comfortable – pacing with them

25. Pacing, then leading • Key concepts in establishing rapport: • Rapport -- attuned to others-verbally/nonverbally • Pacing –- reflect what others do – match part of their ongoing experience • Leading -– getting others to pace with you • Having behavioral adaptability –- have range in your own behavior to pace with others – get “in sync” by aligning with their words, voice characteristics and nonverbals

26. The pace-lead process • Summary: - If followers go with your lead – then lead - If followers resist your lead, go back to pacing, look for new ways to lead Leader Attempts to Lead Followers Follower’s Behavior Leader Paces Follower Follower Accepts Lead Leader Continues Leading Follower Resists Leader

27. Organizational Communication • All members want to be in “the know” • External communication • Internal communication systems • Downward communication • Upward communication • Horizontal communication • Grapevine • Networks

28. Patterns of communication • Two patterns • Star • Group is free to communicate all around the circle • Nothing favors one group member • Decision making open to all members • Circle • “C” is in leadership role • Members communicate with “C”, not each other • Represents an autocratic structure

29. Patterns of communication A A B E B C D E D C Star Circle

30. Is there a best pattern? • Marble Experiment by Alex Bavelas: • Star Group • The star (autocratic) pattern more effective • Star group faster and used fewer messages, developed more efficient processes • However, had negative effect on morale • Group: high opinion of communication but low opinion of themselves • Circle Group • Slow, inaccurate, but happy • No system, no leader emerged • Critical of process, but enjoyed tasks • Emergency Changed Outcome • In emergency, Circle Group worked together for solution

31. International business communication • Different cultures create barriers for communication • Attribution is critical for these times • Perception • Stereotyping • Ethnocentrism • Our communication skills used in our local situations may be offensive to other cultures – We must stay aware

32. summary • Effective leaders require interpersonal skills and written and oral communication skills • Listening and explaining skills are vital • Communication skills are critical • The Transactional Model of Communication best for today’s workplace (emphasis on teams)