Transcript Management 8e. - Robbins and Coulter
Communication and Information Technology
Chp. 10 with Duane Weaver
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
1
What Is Communication?
• Communication 1. The transfer and understanding of meaning 2. Interpersonal communication • Communication between two or more people 3. Organizational communication • All the patterns, network, and systems of communications within an organization Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
2
Functions of Communication
• • • •
Control
member behaviour
Motivation
encouraged via clarification
Emotional Expression
by sharing feelings, frustrations, and satisfaction
Information
(the dissemination of info.) Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
3
Exhibit 10.1 The Interpersonal Communication Process
Medium through which message travels Senders intended meaning
Message
Sender converts message to symbolic form
Encoding Sender Channel Noise Receiver Decoding
Receiver’s retranslation of message
Message Feedback
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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COMMUNICATION exercise
In your groups: SCENARIO 1 _ Face back to back (no noises) Sender only broadcasts 1. Sender 2. Receiver 3. Observer SCENARIO 2 (Face back to back) Receiver can answer Sender questions - Feedback) 1. Receiver 2. Sender 3. Observer SCENARIO 3 – At Home (Face to Face – hide book) Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
5
Fitting Communication with Circumstances
Managers can use 12 questions to help them evaluate appropriate communication methods for different circumstances.
1. 2.
Feedback.
How quickly can the receiver respond to the message?
Complexity capacity.
messages?
Can the method effectively process complex 3.
Breadth potential.
How many different messages can be transmitted using this method?
4.
Confidentiality.
Can communicators be reasonably sure their messages are received only by those for whom they’re intended?
5.
Encoding ease.
Can the sender easily and quickly use this channel?
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Fitting Communication with Circumstances (cont’d)
6.
Decoding ease.
Can the receiver easily and quickly decode messages?
7.
Time–space constraint.
Do senders and receivers need to communicate at the same time and in the same space?
8.
Cost.
How much does it cost to use this method?
9.
Interpersonal warmth.
interpersonal warmth?
How well does this method convey 10.
Formality.
formality?
Does this method have the needed amount of 11.
Scanability.
Does this method allow the message to be easily browsed or scanned for relevant information?
12.
Time of consumption.
Does the sender or receiver exercise the most control over when the message is dealt with?
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Nonverbal Communication
• Verbal = 10-25% of what is understood • NonVerbal = 90-75% of what is understood – Communication that is transmitted without words • Sounds • Images • Situational behaviours • Clothing and physical surroundings – Body language: gestures, facial expressions, and other body movements that convey meaning – Verbal intonation (paralinguistics): emphasis that a speaker gives to certain words or phrases that conveys meaning Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
8
Pay attention -- I'm talking to you
Wolves and dogs communicate through body postures and facial expressions. Among the easiest emotions to read are aggression, fear, playfulness, and submission.
Aggressive wolves and dogs stand tall with ears pricked, and head held high. They bare their teeth, and erect the fur along their spine to make themselves look bigger. They may give a menacing growl or a furious bark.
Submissive, frightened wolves and dogs lower their bodies, flatten their ears, tuck their tails, and close their mouths. Whimpering, or even silent, they may roll onto their backs and lie there, belly up.
We might be most familiar with playfulness! When wolves or dogs want to play, they raise their rear and lower their forequarters in a kind of "play bow." This posture is a mixture of aggressive and submissive poses.
© Monty Sloan/Wolfpark.org
retrieved Sept. 18, 2006 from http://www.nhm.org/exhibitions/dogs/communication/bodylanguage.html
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Interpersonal Communication Barriers
Filtering National Culture Emotions Language Interpersonal Communication Information Overload Defensiveness Selective Perception
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Overcoming the Barriers to Effective Interpersonal Communications
• Use Feedback • Simplify Language • Listen Actively • Constrain Emotions • Watch Nonverbal Cues Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Exhibit 10.3 Active Listening Behaviours
Don't overtalk Avoid interrupting speaker Be empathetic Paraphrase Active Listening Avoid distracting actions or gestures Ask questions Source:
Based on P.L. Hunsaker,
Training in Management Skills
(Upper Saddle River, NJ: Prentice Hall, 2001).
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
Make eye contact Exhibit affirmative head nods and appropriate facial expressions 12
Types of Communication Networks
Exhibit 10.4
Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria
Chain Wheel All-Channel Criteria Speed Accuracy Emergence of leader Member satisfaction Moderate High Moderate Moderate Fast High High Low
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
Fast Moderate None High 13
The Grapevine
• An informal organizational communication network that is active in almost every organization – Provides a channel for issues not suitable for formal communication channels – The impact of information passed along the grapevine can be countered by open and honest communication with employees Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Information Technology
• Networked Computer Systems, “blackberries”, cell phones – Linking individual computers to create an organizational network for communication and information sharing • E-mail • Instant messaging • Voice-mail and fax • Electronic data exchange (EDI) • Teleconferencing and videoconferencing • Intranets and extranets Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Tips for Sending E-mails
• Always use the subject line.
• Be careful using emoticons and acronyms for business communication.
• Write clearly and briefly.
• Copy e-mails to others only if they really need the information.
• Sleep on angry e-mails before sending.
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
16
Information Technology (cont’d)
• Types of Network Systems – Intranet • An internal network that uses Internet technology and is accessible only to employees – Extranet • An internal network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders, such as customers and vendors – Wireless capabilities Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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How IT Affects Organizations
• Removes the constraints of time and distance – Allows widely dispersed employees to work together • Provides for the sharing of information – Increases effectiveness and efficiency • Integrates decision making and work – Provides more complete information and participation for better decisions • Creates problems of constant accessibility to employees – Blurs the line between work and personal lives Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Ethical Concerns for E-mail and Voice-mail Use
• Not necessarily private – Employer has access to them.
• The federal Privacy Act and the Access to Information Act apply to all federal government departments, most federal agencies, and some federal crown corporations.
• • Many private sector employees are not covered by privacy legislation.
– Only Quebec’s privacy act applies to the entire private sector.
Managers need to clearly convey: – Whether communications will be monitored – Company policies on personal Internet and e-mail use Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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“Politically Correct” Communication
• Do not use words or phrases that stereotype, intimidate, or offend individuals based on their differences • Choose words carefully to maintain as much clarity as possible in communications Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
20
THANKS!
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management,
Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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