chapter 15 copyright ©2007 by south-western, a division of thomson learning. all rights reserved 1...

Chapter 15Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1

Basic PerceptionProcess

Basic PerceptionProcess

PerceptionProblems

PerceptionProblems

Perceptionsof Others

Perceptionsof Others

Self-PerceptionSelf-Perception

Perception and Communication Problems

11


Basic Perception Process

1.11.1

Perception

The process by which individuals attend to, organize, interpret, and retain information from their environments.

Perception Filters

The personality-, psychology-, or experienced-based differences that influence people to ignore or pay attention to particular stimuli.


Basic Perception Process

StimulusStimulus Stimulus

AttentionPerceptual Filter

OrganizationPerceptual Filter

InterpretationPerceptual Filter

RetentionPerceptual Filter

Adapted From Exhibit 15.1

1.11.1


Perception Problems

Selective perception notice and accept stimuli which are consistent

with our values and beliefs ignore inconsistent stimuli

Closure tendency to fill in the gaps when information is

missing we assume that what we don’t know is

consistent with what we do know

1.21.2


Perception of Others

Attribution Theory we have a need to understand and explain the

causes of other people’s behavior

General reasons to explain behavior Internal attribution

• the behavior was voluntary or under their control

External attribution• the behavior was involuntary and beyond their control

1.31.3


Attribution Bias and Error

1.31.3

DefensiveBias

DefensiveBias

FundamentalAttributionError

FundamentalAttributionError

The tendency for people to perceive themselves as personally and situationally similar to someone who ishaving difficulty.

The tendency for people to perceive themselves as personally and situationally similar to someone who ishaving difficulty.

The tendency to ignore external causesof behavior and to attribute other people’s actions to internal causes.

The tendency to ignore external causesof behavior and to attribute other people’s actions to internal causes.


Attribution Bias and Error

1.31.3


Self-Perception

1.41.4

Self-Serving Bias

The tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes).


Kinds of Communication

CommunicationProcess

CommunicationProcess

FormalCommunication

Channels

FormalCommunication

Channels

InformalCommunication

Channels

InformalCommunication

Channels

Coaching and Counseling


NonverbalCommunication

NonverbalCommunication

22


The Interpersonal Communication Process


15.115.1

EncodeMessage

DecodeMessage

Noise

Noise

Noise

Noise

Noise

Noise

Noise

Noise

TransmitMessage

ReceiveMessage

Message to be

Conveyed

Message to be

Conveyed

Messagethat was

Understood

Messagethat was

Understood

Sender Receiver

Communication Channel

Feedback to Sender


The Communication Process

1. The sender is unsure what message to communicate

2. The message is not clearly encoded

3. The wrong channel is chosen

4. The message is improperly decoded

5. The receiver lacks experience or time

Noise occurs if:

2.12.1


The Communication Process

1. Penalty

2. Excellence

3. Tight

4. Small

5. Pure

6. Flimsy

7. Okay

Meanings of the Word Fine

2.12.1



Formal Communication Channels

The system of official channels

Downward communication top down

Upward communication bottom up

Horizontal within a level

2.22.2


Improving Formal Communication

1. Decrease reliance on downward communication

2. Increase chances for upward communication

3. Encourage much greater use of horizontal communication

4. Be aware of communication problems

2.22.2


Common Problems with Downward, Upward, and Horizontal Communication

Downward

• Sending too many messages• Issuing contradictory messages• Hurriedly communicating vague, unclear messages• Issuing messages indicating management’s low regard

for lower-level workers

Upward

• Risk of telling upper management about problems• Managers acting angrily and defensively to problems• Few opportunities for workers to contact upper levels

of management

Horizontal

• Management discouraging or punishing horizontal communication

• Managers and workers not given time or opportunity for horizontal communication

• Not enough opportunities or channels for lower-level workers to engage in horizontal communication

2.22.2

Adapted from Exhibit 15.5


Informal Communication Channels

Transmitting messages outside the formal communication channels

The “Grapevine”

Highly accurate information is timely senders seek feedback accuracy can be verified

2.32.3



GossipChain

ClusterChain


2.32.3


Managing Organizational Grapevines

Don’t withhold information from it

Don’t punish those who use it

Embrace the grapevine and keep employees informed

Use it as a source of information

2.32.3



1. Correct misinformation.1. Correct misinformation.

2. Don’t take angry comments personally2. Don’t take angry comments personally

3. Give your name and contact number3. Give your name and contact number

4. Hold a town meeting to discuss issues4. Hold a town meeting to discuss issues

5. Set up anonymous discussion forums5. Set up anonymous discussion forums

Dealing with Internet Gripe SitesDealing with Internet Gripe Sites


2.32.3



Coaching communicating with someone for the direct

purpose of improving the person’s performance

Counseling communicating with someone about non-job

related issues issues may be affecting a person’s performance

2.42.4


Doing the Right Thing

2.42.4

Protect Personal, Confidential Information

Managers are privy to personal and confidential information about employees

There is a moral and legal obligation toprotect employees’ privacy

Information about discrimination, sexual harassment,potential workplace violence, or conflicts of interestmay need to be shared

Protect Personal, Confidential Information

Managers are privy to personal and confidential information about employees

There is a moral and legal obligation toprotect employees’ privacy

Information about discrimination, sexual harassment,potential workplace violence, or conflicts of interestmay need to be shared


Employee Assistance Programs

Counseling

Child Care

Senior Care

LegalServices

HealthLifestyles

Pet Care

FinancialServices

EmployeeAssistancePrograms

2.42.4


Nonverbal Communication

Any communication that doesn’t involve words

Kinesics movements of the

body and face Paralanguage

the pitch, tone, rate, volume, and speaking pattern of a person’s voice

2.52.5


How to Improve Communication

Choosing the Right Communication Medium Choosing the Right Communication Medium

Being a good listenerBeing a good listener

Giving effective feedback Giving effective feedback

Improving cross-cultural communicationImproving cross-cultural communication

3.13.1


Choosing the Right Communication Medium

3.13.1

Communication Medium

The method used to deliver an oral orwritten message.

• Oral communication

• Written communication


Listening

Hearingversus

Listening

ActiveListening

EmphaticListening

3.23.2


Becoming an Active Listener

3.23.2

1. Clarify responses ask questions to clear up ambiguities

2. Paraphrase responses restate the speaker’s comments

in your own words

3. Summarize responses review the speaker’s main points


Becoming an Empathetic Listener

Show your desire to understand listen first talk about what’s important to the other

Reflect feelings focus on the emotional part of the message more than just restating words

3.23.2


Clarifying, Paraphrasing, and Summarizing

Responses

Clarifying• Could you explain that again?• I don’t understand what you mean• I’m confused. Would you run through that again?• I’m not sure how ….

Paraphrasing• What you’re really saying is ….• If I understand you correctly ….• So your perspective is that ….• In other words ….• Tell me if I’m wrong, but what you’re saying is ….

Summarizing• Let me summarize ….• Okay, your main concerns are ….• Thus far, you’ve discussed ….• To recap what you’ve said ….


3.23.2


Making Feedback Constructive

Give immediate feedback don’t delay feedback discuss performance while the memory is vivid

Make feedback specific focus on definite behavior and time-frame make sure behavior was controllable

Make feedback problem-oriented focus on behavior not personality

3.33.3


Improving Cross-Cultural Communication

1. Familiarize yourself with a culture’s work norms1. Familiarize yourself with a culture’s work norms

2. Know whether a culture is emotionally affective or neutral

2. Know whether a culture is emotionally affective or neutral

3. Understand terms and attitudes toward time3. Understand terms and attitudes toward time

3.33.3


A Comparison of French and American Views of Work

Exhibit 15.11

3.43.4


Affective and Neutral Cultures

In Affective Cultures, People…In Affective Cultures, People…

1. Reveal thoughts and feelings through verbal and nonverbal communication

2. Express and show feelings of tension

3. Let their emotions flow easily, intensely, and without inhibition

4. Admire heated, animated, and intense expressions of emotion

5. Are used to touching, gesturing, and showing strong emotions through facial expressions

6. Make statements with emotion3.43.4


Affective and Neutral Cultures

In Neutral Cultures, People…In Neutral Cultures, People…

1. Don’t reveal what they are thinking or feeling2. Hide tension and only show it accidentally in face

or posture3. Suppress emotions, leading to occasional

“explosions”4. Admire remaining cool, calm, and relaxed 5. Resist touching, gesturing, and strong emotions

through facial expressions 6. Often make statements in an unexpressive manner

3.43.4


Monochronic Cultures

Do one thing at a time Concentrate on the job Take time commitments seriously Are committed to the job Adhere religiously to plans Show respect for private property Emphasize promptness Are accustomed to short-term relationships

3.43.4

People in Monochronic Cultures…People in Monochronic Cultures…


Polychronic Cultures

Do many things at once Are highly distractible and subject to interruptions Meet time commitments only if possible without

extreme measures Are committed to people Change plans easily and often Are more concerned with relationships than with

privacy Frequently borrow and lend things Vary promptness by the relationship Tend to build lifetime relationships

3.43.4

People in Polychronic Cultures…People in Polychronic Cultures…


Cross-Cultural Temporal Concepts

Appointment time how punctual you must be

Schedule time time when projects should be

completed

Discussion time how much time should be spent

in discussions

Acquaintance time how much small-talk is required

3.43.4


Managing Organization-Wide Communication

ImprovingTransmission:

Getting theMessage Out

ImprovingTransmission:

Getting theMessage Out

Improving Reception

Improving Reception

44


emailemail

online discussion forumsonline discussion forums

televised / videotapedspeeches and conferences

televised / videotapedspeeches and conferences

corporate talk showscorporate talk shows

broadcast voice mailbroadcast voice mail

Improving Transmission

Getting the Message OutGetting the Message Out

4.14.1


Establishing Online Discussion Forums

KnowledgeAudit

KnowledgeAudit

OnlineDirectory

OnlineDirectory

DiscussionGroups on

Internet

DiscussionGroups on

Internet

RewardInformation

Sharing

RewardInformation

Sharing

Step 1 Step 2 Step 3 Step 4


4.14.1


Improving Reception

Company hotlines

Survey feedback

Informal meetings

Surprise visits

Blogs

4.24.2

chapter 15 copyright ©2007 by south-western, a division of thomson learning. all rights reserved 1...

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