GriffinPhillips14e_OrgBehavior_ch09_PPT.pdf

Organizational Behavior, 14e Chapter 9 Communication Griffin/Phillips,...

Organizational Behavior, 14e Chapter 9 Communication Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1  Learning Outcomes After studying this chapter, you should be able to: 1. Describe the communication process, including the barriers to effective communication and how to effectively manage them. 2. Describe the three broad types of communication. 3. Summarize the characteristics of successful communication. 4. Explain different types of communication barriers and how to overcome them. 5. Describe the richness of the various types of communication media. 6. Describe differences in communication styles. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2  9-1 The Communication Process Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3  The Communication Process Communication – transmission of information from one person to another to create shared understanding and feeling Encoding Converting a thought, idea, or fact into a message composed of symbols, pictures, or words Message The encoded information Channel The medium used to send the message Decoding Translating the message back into something that can be understood by the receiver Feedback A check on the success of the communication Noise Anything that blocks, distorts, or changes in any way the message the sender intended to communicate Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4  Figure 9.1 The Communication Process The communication process involves a number of steps. The process begins with encoding a message, then transmitting that message through a channel, and it then being decoded by the receiver. Feedback helps improve communication effectiveness, but, on the other hand, noise can block or distort it. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5  9-2 Types of Communication Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6  Verbal and Nonverbal Communication Verbal communication – communicating via spoken words or phrases − Typically happens in real time, but can be asynchronous § Intranet – an organization’s private network through which employees securely communicate and collaborate − Verbal intonation – the emphasis given to spoken words or phrases Nonverbal communication – communications that are not spoken or written but that have meaning to others − Body language – a body movement such as a gesture or expression that conveys information to others Written communication – communication that occurs via digital, printed, or written words or symbols Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7  Active Listening and Feedback Active listening – purposeful involvement in listening to what others say and clarifying messages’ meanings using verbal and nonverbal cues − Engage in the process of capturing information − Interpret and synthesize received information − React to information through cues, verbal and nonverbal Effective and acceptable feedback to a recipient is timely, frequent, consistent, specific, and private Responding to feedback involves acknowledgment, agreement where applicable, requests for details as necessary, and taking responsibility Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8  9-3 Characteristics of Successful Communication Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9  Communication Characteristics Clarity An organized message that can be interpreted with little or no confusion Conciseness Conveying information efficiently through a singular focus, avoiding overcomplex messages; saying “more with less” Consistency Ensuring the core meaning remains the same across messages, across channels and media, and over time Audience Identifying one’s audience and adapting a message to the consideration audience’s size, level of understanding, interests, attitudes, and beliefs Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10  9-4 Communication Barriers Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11  Table 9.2 Common Communication Barriers BARRIER DESCRIPTION Noise Anything that blocks, distorts, or changes the message the sender intended to communicate Selective The receiver receives a limited amount of the message based on their perception expectations and beliefs, usually to reinforce preexisting beliefs Misperception The receiver does not understand the message in the way the sender intended Filtering Information is intentionally withheld by the sender or ignored or distorted by the receiver in a way that influences the message received Information An abundance of information can make it difficult to process all of it, making overload clarity and conciseness important in preventing this Organizational Culture can influence who is willing and allowed to communicate what to culture whom, and may limit how messages can be sent Cultural Different national cultures have different norms and ways of expressing differences information and ideas Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12  Cultural Differences Words and gestures can mean different things in different cultures. Low-context cultures – cultures that rely on the words themselves to convey meaning − People say what they mean and mean what they say. High-context cultures – cultures in which situational and nonverbal cues are used to convey meaning − Requires greater trust and understanding Lack of cultural understanding is the biggest challenge in communicating with people around the world. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13  Overcoming Barriers to Communication Approaches to overcome communication barriers: − Training on effective communication and listening strategies − Cross-cultural training to recognize cultural communication patterns − Changing organizational communication styles to remove communication barriers − Flattened communication structure to decrease distortion Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14  9-5 Media Richness Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15  Media Richness Media richness – ability of a communication medium to carry nonverbal cues, provide rapid feedback, convey personality traits, and support the use of natural language − Interactivity, or the availability of feedback − The ability to transmit multiple cues, such as physical presence, voice inflection, nonverbal cues, and pictures − Language variety for conveying a broad set of concepts and ideas − The personal focus of the medium, or the degree to which it allows the expression of emotions and other social cues Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16  Table 9.4 Media Richness of Various Managerial Communications Feedback Number Language Personal Media Richness Availability of Cues Variety Focus Face-to-face High High High High High Videoconferences High High High High High Telephone Moderate Moderate Moderate Moderate High Instant messaging Moderate High Low Low Moderate Email Moderate Moderate Low Low Moderate Personal written correspondence Low Low Low Low Low Formal written correspondence Low Low Low Low Low Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17  9-6 Communication Styles Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18  Task- and Relationship-Oriented Communication Task-oriented communication – communicating what the receiver is expected to do, when and where to do it, and how to get it done to enhance efficiency, goal clarity, and production − When a manager gives instructions to a subordinate Relationship-oriented communication – communicating in a way that is employee-focused and intended to develop trust, commitment, and cooperation − When a manager provides positive feedback or appreciation to a subordinate Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19  Communication Styles Communication style – way in which people interact and exchange information with others − Passive communication style – avoiding conflict and prioritizing the desires and needs of others over one’s own desires and needs − Passive–aggressive communication style – appearing cooperative but silently feeling or doing the opposite of what one is communicating − Assertive communication style – openly communicating one’s needs, desires, and ideas while considering the needs of others and not being overbearing − Aggressive communication style – dominating or controlling others by blaming, intimidating, criticizing, threatening, or attacking them Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20