Managing Effective Communication Processes Chapter 16The Communication ProcessContemporary ModelNonverbal MessagesOrganizational CommunicationInterpersonal CommunicationInterpersonal StrategiesManagerial StylesBarriers to CommunicationImproving Communication in OrganizationsOrganizational BehaviorManaging Effective Communication Processes Chapter 16Effective communication is a critical skill. Transmitting information and understanding (up, down, across, and diagonal) , using verbal and/or nonverbal symbolsOrganizational BehaviorThe Communication ProcessCommunicator Message Medium ReceiverFeedbackOrganizational BehaviorContemporary Model•Research by Shannon and Weaver, and Schramm. –Communicator –Encoding–Message–Medium–Decoding / Receiver–Feedback–NoiseOrganizational BehaviorNonverbal Messages•Messages sent with body posture, facial expressions, and hand and eye movements. It has important impact on communication.Organizational BehaviorOrganizational Communication•Directions of communication–Downward communication–Upward communication–Horizontal communication–Diagonal communication•Grapevines–Rumors: Pipe Dreams, Bogie rumor, Wedge drivers, Home-stretchersOrganizational BehaviorInterpersonal Communication•Interpersonal style – how an individual prefers to relate to others. •Johari Window – four combinations of information known and unknown by the self and others–Arena–Blind Spot–Façade–UnknownOrganizational BehaviorInterpersonal Strategies•Johari Window:–Exposure – increasing the Arena by reducing the façade area requires that the individual be open and honest in sharing information with others. “Telling it like it is” often involves risk.–Feedback – When the self doesn’t know or understand, more effective communications can be developed through feedback from those who do know. Depends on the person’s willingness to hear feedback and on others willingness to give itOrganizational BehaviorManagerial Styles•Managers provide information (which must be understood), they give commands and instructions (which must be obeyed and learned), and they make efforts to influence and persuade (which must be accepted and acted on).–Type A: autocratic leaders; aloof and cold; poor interpersonal communicators–Type B: Seek good relations with subs but are unable to openly express feelings; often ineffective interpersonal communicators–Type C: Interested in only their own ideas; usually not effective communicators–Type D: Feel free to express feelings and have others express feelings; most effective interpersonal communicatorsOrganizational BehaviorBarriers to Communication•Figure 16.4 & 16.5•Frame of reference•Selective listening•Value Judgments•Source Credibility•Semantic problems•Filtering•Ingroup Language•Status Differences•Proxemic Behavior•Time Pressures•Communication OverloadOrganizational BehaviorImproving Communication in Organizations•Following Up Figure 16.6•Regulating information flow•Utilizing feedback•Empathy•Repetition•Encouraging mutual trust•Effective timing•Simplifying language•Effective