non verbal messages
TRANSCRIPT
-
8/11/2019 Non Verbal Messages
1/85
GRACE B. VALLEJOS
-
8/11/2019 Non Verbal Messages
2/85
The information a communicator sends that isunrelated to the verbal informationthat is,nonverbal messages, or nonverbalcommunication is an area of growing researchinterest among behavioral scientists. 6 One of themost interesting aspects of nonverbalcommunication is that itsirrepressibly effective. 7Try as they might, people cannot refrain frombehaving nonverbally. If, for example, a persontries to act as passive as possible, sheslikely to beperceived as inexpressive, inhibited, withdrawn,
and uptight.
-
8/11/2019 Non Verbal Messages
3/85
NON-VERBAL COMMUNICATION
Messages sent with body
posture, facial expressions, andhand and eye movements; asimportant as verbal
communication.
-
8/11/2019 Non Verbal Messages
4/85
VOCAL INFLECTION
refers to how a message is transmitted: loudlyor softly, quickly or slowly, with controlled oruncontrolled inflection, or with a high or lowpitch. The method of transmission addsmeaning to the receiver, who assesses thesecues. Body expressions are another important
source of nonverbal communication. Ekmanand Friesen have classified body language intofive types of expression: emblems, illustrators,regulators, adaptors, and affect displays.
-
8/11/2019 Non Verbal Messages
5/85
EMBLEMSare gestures much like sign language (the
hitchhikers thumb, the OK sign with thumb
and forefinger, the V sign for victory, andthe high-five and closed-fist pump forsignificant achievement). These movementsquickly convey an understood word or
phrase.
-
8/11/2019 Non Verbal Messages
6/85
ILLUSTRATORS
are gestures that give apicture of what is being
said (a raised forefingerto indicate the first pointof a senders position,
extended hands toillustrate the size of anobject).
-
8/11/2019 Non Verbal Messages
7/85
REGULATORS
are movements that regulatea conversation. For example,
an upraised palm from thereceiver tells a sender to slowdown, an arched eyebrow canconvey a request the sender
to clarify what has been said,and a nod of the headindicates understanding.
-
8/11/2019 Non Verbal Messages
8/85
ADAPTORS
are expressions used to adjustpsychologically to the interpersonal
climate of a particular situation.Usually learned early in life, adaptorsare frequently used to deal with stress
in an interpersonal situation.Drumming fingers on a table, tugging astrand of hair, or jiggling a leg or footare all ways of releasing some degreeof stress.
-
8/11/2019 Non Verbal Messages
9/85
-
8/11/2019 Non Verbal Messages
10/85
COMMUNICATINGWITHIN
ORGANIZATIONSPresented by:
JAY-AR R. BALATIBAT
MAEd- Student
-
8/11/2019 Non Verbal Messages
11/85
-
8/11/2019 Non Verbal Messages
12/85
Communication that flows fromhigher to lower levels in an
organization; includes managementpolicies, instructions, and officialmemos
Downward communication is a directconsequence of corporatecommunication decisions.
DOWNW RD COMMUNIC TION
-
8/11/2019 Non Verbal Messages
13/85
-
8/11/2019 Non Verbal Messages
14/85
UPW RD COMMUNIC TION
Communication flowing from lower to
higher levels in an organization;includes suggestion boxes, groupmeetings, and grievance procedures.
-
8/11/2019 Non Verbal Messages
15/85
Research studies have found that, inorganizations where upward communication
programs were effectively implemented, amajority of managers improved theirperformance. However, achieving effectiveupward communicationgetting open and
honest feedback from employees tomanagementis an especially difficult task,particularly in larger organizations.
UPW RD COMMUNIC TION
-
8/11/2019 Non Verbal Messages
16/85
-
8/11/2019 Non Verbal Messages
17/85
HORIZONT L COMMUNIC TION
Communication that flows across
functions in an organization;necessary for coordinating andintegrating diverse organizational
functions.
-
8/11/2019 Non Verbal Messages
18/85
In a college of businessadministration, when the chairperson
of the accounting departmentcommunicates with the chairperson ofthe marketing department concerning
thecourse offerings, the flow ofcommunication is horizontal
HORIZONT L COMMUNIC TION
-
8/11/2019 Non Verbal Messages
19/85
HORIZONT L COMMUNIC TION
-
8/11/2019 Non Verbal Messages
20/85
DI GON L COMMUNIC TION
Communication that cuts across
functions and levels in anorganization; important whenmembers cannot communicate
through upward, downward, orhorizontal channels.
-
8/11/2019 Non Verbal Messages
21/85
while probably the least used
channel of communication inorganizations, is important insituations where members cannot
communicate effectively throughother channels.
DI GON L COMMUNIC TION
-
8/11/2019 Non Verbal Messages
22/85
DI GON L COMMUNIC TION
-
8/11/2019 Non Verbal Messages
23/85
THE GRAPEVINE:AN INFORMAL
COMMUNICATION CHANNEL
-
8/11/2019 Non Verbal Messages
24/85
The grapevine is a powerful means of
communication that cuts across formalchannels of communication. Despitethe efforts of many companies to limitor disapprove of the grapevinesuse, itis still extremely prevalent.
THE GRAPEVINE
-
8/11/2019 Non Verbal Messages
25/85
-
8/11/2019 Non Verbal Messages
26/85
This is information that normally does nottravel through the organizations formal
channels. According to research, anorganization has several grapevinesystems, information traveling in a
grapevine does not follow an orderly path,and the grapevine is at least 75 percentaccurate.
THE GRAPEVINE
-
8/11/2019 Non Verbal Messages
27/85
Managers must recognize that agrapevine that serves as a constant
source of rumors can be troublesome.Rumors are an everyday part ofbusiness and management. In fact, an
estimated 33 million-plus rumors aregenerated in U.S. businesses every day.
THE GRAPEVINE
-
8/11/2019 Non Verbal Messages
28/85
The best that managers can hope for is that they canmanage rumorskeeping them from disruptingorganizational activitiesrather than eliminate them.
A rumor is an unverified belief that is in generalcirculation inside the organization (an internal rumor)or in the organizations external environment (anexternal rumor). A rumor has three components: the
target is the object of the rumor; the allegation is therumors point about the target; and the source is theoriginal communicator of the rumor. Often, individualswill attribute a rumor to a prestigious or authoritative
source to give the rumor more credibility.
THE GRAPEVINE
-
8/11/2019 Non Verbal Messages
29/85
SOME GRAPEVINE RUMORS ARE TRUE; SOME ARENOT. RUMORS CAN BE DIVIDED INTO FOURCATEGORIES:
1. Pipe dreams or wish fulfillment
2. The Bogie rumor
3. Wedge drivers
4. Home-stretchers
-
8/11/2019 Non Verbal Messages
30/85
PIPE DREAMS OR
WISH FULFILLMENT
These express the wishes and hopesof those who circulate rumors. These
are the most positive rumors, helpingto stimulate the creativity of others.
-
8/11/2019 Non Verbal Messages
31/85
THE BOGIE RUMOR
This type of rumor comes from employeesfears and anxieties, causing general
uneasiness among employees, such asduring budget crunches. In this case,employees verbally express their fears toothers. These rumors are sometimes
damaging (such as a rumor about possiblelayoffs) and need a formal rebuttal frommanagement.
-
8/11/2019 Non Verbal Messages
32/85
WEDGE DRIVERS
This is the most aggressive and damaging type of rumor. Itdivides groups and destroys loyalties. These rumors aremotivated by aggression or even hatred.
They are divisive and negative rumors. They tend to bedemeaning to a company or in dividualand can cause damageto the reputation of others. A wedge driver rumor may be atale such as Louise, the office manager, was seen the otherday alone with that new accountant.
They were in a car together leaving Motel Six. Or someonemay spread theword that Mary got the promotion becauseshes sleeping with the boss. Women are morelikely to be
attacked with the sexual type of rumor.
-
8/11/2019 Non Verbal Messages
33/85
HOME STRETCHERS
These are anticipatory rumors. Theyoccur after employees have been
waiting a long time for anannouncement. There may be just onefinal thing necessary to complete the
puzzle and this, in effect, enhances theambiguity of the situation.
-
8/11/2019 Non Verbal Messages
34/85
Grapevines, rumors, and gossip are deeplyingrained in organizational life, so managers mustbe tuned in to whats being said. Managers must
also seek to keep employees informed aboutwhatsgoing on.
Informal communications systems, such as thegrapevine itself, can provide yet another, albeitweak, communication vehicle to keep theworkforce informed about job-related matters.Finally, the organization can conduct trainingprograms for employees on the disruptive nature
of damaging rumors.
THE GRAPEVINE
-
8/11/2019 Non Verbal Messages
35/85
Presented By:
Francis M. Ramos
MAED Student
-
8/11/2019 Non Verbal Messages
36/85
hat is
C i ti th t fl b t
-
8/11/2019 Non Verbal Messages
37/85
Communications that flow betweenindividuals in face-to-face and group
situations.
-
8/11/2019 Non Verbal Messages
38/85
The problems that arise when managersattempt to communicate with other
people can be traced toperceptualdifferences and interpersonal styledifferences ..
-
8/11/2019 Non Verbal Messages
39/85
INTERPERSONAL STYLES
Manner in which we relate to
other persons.
-
8/11/2019 Non Verbal Messages
40/85
Interpersonal style refers to how an individual prefers to relateto others . The fact that much of any interpersonal relationshipinvolves communication indicates the importance ofinterpersonal style.
-
8/11/2019 Non Verbal Messages
41/85
-
8/11/2019 Non Verbal Messages
42/85
-
8/11/2019 Non Verbal Messages
43/85
-
8/11/2019 Non Verbal Messages
44/85
THE ARENA
The region most conducive toeffective interpersonal relationships
and communication is termed thearena . In this setting, both thecommunicator (self) and the receivers(others) know all of the informationnecessary to carry on effectivecommunication.
-
8/11/2019 Non Verbal Messages
45/85
THE BLIND SPOT
When relevant information is knownto others but not to the self, a blind
spot results. This constitutes ahandicap for the self, since one canhardly understand the behaviors,
decisions, and potentials of otherswithout having the information onwhich these are based.
-
8/11/2019 Non Verbal Messages
46/85
THE FACADE
When information is known to the self but unknown toothers, a person (self) may resort to superficialcommunicationsthat is, present a false front, or
facade. Information that we perceive as potentiallyprejudicial to a relationship or that we keep to ourselvesout of fear, desire for power, or whatever, makes up thefacade . This protective front, in turn, serves a defensivefunction for the self. Such a situation is particularly
damaging when a subordinate knowsand an immediatesupervisor doesnot know.The facade, like the blind spot,diminishes the arena and reduces the possibility ofeffective communication.
-
8/11/2019 Non Verbal Messages
47/85
THE UNKNOWN
This region constitutes that portion ofthe relationship where relevant
information is known by neither theself nor other parties. As is oftenstated, I dont understand them, and
they dontunderstand me.
-
8/11/2019 Non Verbal Messages
48/85
INTERPERSON L
STR TEGIES
AN INDIVIDUAL CAN IMPROVE
-
8/11/2019 Non Verbal Messages
49/85
AN INDIVIDUAL CAN IMPROVEINTERPERSONAL COMMUNICATION BY
USING TWO STRATEGIES:
EXPOSURE
FEEDBACK
-
8/11/2019 Non Verbal Messages
50/85
EXPOSURE
Increasing the arena area by reducing thefacade area requires that the individual be
open and honest in sharing information withothers. The process that the self uses toincrease the information known to others istermed exposure because it sometimes
leaves the self in a vulnerable position.Exposing ones true feelings by telling itlike it isoften involves risk.
-
8/11/2019 Non Verbal Messages
51/85
FEEDBACK
When the self doesntknow or understand, moreeffective communication can be developedthrough feedback from those who do know. Thus,
the blind spot can be reduced with acorresponding increase in the arena. Of course,whether feedback can be used depends on theindividuals willingness to hear it and on the
willingness of others to give it.
-
8/11/2019 Non Verbal Messages
52/85
Obtaining feedback is dependenton the active cooperation of
others, while exposure requires theactive behavior of thecommunicator and the passive
listening of others.
FEEDBACK
-
8/11/2019 Non Verbal Messages
53/85
-
8/11/2019 Non Verbal Messages
54/85
Managers who are autocratic leaders, typically
aloof and cold; often poor interpersonalcommunicators.
Type A managers exhibit:
anxiety and hostility and give the appearanceof aloofness and coldness toward others .
Type A managers often display characteristics
of autocratic leaders.
-
8/11/2019 Non Verbal Messages
55/85
Managers who seek good relationshipswith subordinates but are unable to
openly express feelings; often ineffectiveinterpersonal communicators.
-
8/11/2019 Non Verbal Messages
56/85
Managers interested only in theirown ideas, not ideas and opinions
of others; usually not effectivecommunicators.
-
8/11/2019 Non Verbal Messages
57/85
Managers who feel free to expressfeelings to others and to have others
express feelings; most effectiveinterpersonal communicators.
-
8/11/2019 Non Verbal Messages
58/85
MARIVIC AOANAN
-
8/11/2019 Non Verbal Messages
59/85
A manager has no greaterresponsibility than to
develop effectivecommunication.
-
8/11/2019 Non Verbal Messages
60/85
FRAME OF REFERENCE
Different individuals can interpret the samecommunication differently, depending on previous
experiences that result in variations in theencoding and decoding processes.Communication specialists agree that this is themost important factor that breaks down the
commonness in communications. When theencoding and decoding processes arent alike,communication tends to break down.
-
8/11/2019 Non Verbal Messages
61/85
-
8/11/2019 Non Verbal Messages
62/85
SELECTIVE LISTENING
In this form of selective perception, theindividual tends to block out new
information, especially if it conflicts withexisting beliefs. Thus, in a directive frommanagement, the receiver notices onlythings that reaffirm his beliefs. Things that
conflict with preconceived notions areeither ignored or distorted to confirm thosepreconceptions.
-
8/11/2019 Non Verbal Messages
63/85
VALUE JUDGMENTS
In every communication situation, thereceiver makes value judgments. This
basically involves assigning an overall worthto a message prior to receiving the entirecommunication. Value judgments may bebased on the receivers evaluation of the
communicator, previous experiences withthe communicator, or on the messagesanticipated meaning.
-
8/11/2019 Non Verbal Messages
64/85
SOURCE CREDIBILITY
Source credibility is the trust, confidence, andfaith that the receiver has in the words and actionsof the communicator. The level of credibility that
the receiver assigns to the communicator in turndirectly affects how the receiver views and reactsto the communicators words, ideas, and actions.Thus, subordinates evaluation of their manager
affects how they view a communication from her.This, of course, is heavily influenced by previousexperiences with the manager.
-
8/11/2019 Non Verbal Messages
65/85
SEMANTIC PROBLEM
Communication has been defined as thetransmission of information andunderstanding the use of common symbols .
Actually, we cannot transmitunderstanding. We can merely transmitinformation in the form of words, which arethe common symbols. Unfortunately, thesame words may mean entirely differentthings to different people. Theunderstanding is in the receiver, not in the
words.
-
8/11/2019 Non Verbal Messages
66/85
-
8/11/2019 Non Verbal Messages
67/85
FILTERING
Filtering, a common occurrence inupward communication in
organizations, refers to themanipulation of information sothat the receiver perceives it as
positive.
-
8/11/2019 Non Verbal Messages
68/85
IN GROUP LANGUAGE
Each of us at some time hasundoubtedly been subjected to highly
technical jargon, only to learn that theunfamiliar words or phrases describedsimple procedures or familiar objects.
-
8/11/2019 Non Verbal Messages
69/85
STATUS DIFFERENCES
Organizations often expresshierarchical rank through a variety of
symbols (titles, offices, carpets, etc.).Such status differences can beperceived as threats by persons lower
in the hierarchy, and this can preventor distort communication.
-
8/11/2019 Non Verbal Messages
70/85
TIME PRESSURES
The pressure of time presents animportant barrier to communication.
Managers dont have time tocommunicate frequently with everysubordinate.
-
8/11/2019 Non Verbal Messages
71/85
PROXEMIC BEHAVIOR
An important but often overlookedelement of nonverbal communicationis proxemics, defined as an individualsuse of space when interpersonallycommunicating with others.
-
8/11/2019 Non Verbal Messages
72/85
COMMUNICATION OVERLOAD
One vital task performed by a manageris decision making. One of thenecessary factors in effective decisions
is information .
-
8/11/2019 Non Verbal Messages
73/85
JOBELIE CABANIT
-
8/11/2019 Non Verbal Messages
74/85
FOLLOWING UP
This technique is used when youassume that youre misunderstood
and, whenever possible, attempt todetermine whether your intendedmeaning was actually received. As
weveseen, meaning is often in themind of the receiver.
-
8/11/2019 Non Verbal Messages
75/85
REGULATING INFORMATION FLOW
Regulating communication can ensure
an optimum flow of information tomanagers, thereby eliminating thebarrier of communication overload.Communication can be regulated inboth quality and quantity.
-
8/11/2019 Non Verbal Messages
76/85
UTILIZING FEEDBACK
Earlier, the chapter identifiedfeedback as an important element in
effective two-way communication. Itprovides a channel for receiverresponse that enables the
communicator to determine whetherthe message has been received and hasproduced the intended response.
-
8/11/2019 Non Verbal Messages
77/85
EMPATHY
Empathy is the ability to put oneself inthe other persons role and to assume
that individuals viewpoints andemotions. This involves being receiver-oriented rather than communicator-
oriented.
-
8/11/2019 Non Verbal Messages
78/85
REPETITION
Repetition is an accepted principle oflearning. Introducing repetition or
redundancy into communication (especiallythat of a technical nature) ensures that ifone part of the message is not understood,other parts carry the same message.
-
8/11/2019 Non Verbal Messages
79/85
ENCOURAGING MUTUAL TRUST
Time pressures often mean thatmanagers cannot follow up
communication and encouragefeedback or upwardcommunication every time they
communicate.
-
8/11/2019 Non Verbal Messages
80/85
EFFECTIVE TIMING
Individuals are exposed tothousands of messages daily.Because of the impossibility oftaking in all the messages,
many are never decoded andreceived.
-
8/11/2019 Non Verbal Messages
81/85
SIMPLIFYING LANGUAGE
Complex language has been identifiedas a major barrier to effective
communication. University studentsoften suffer when their teachers usetechnical jargon that transforms simple
concepts into complex puzzles.
-
8/11/2019 Non Verbal Messages
82/85
EFFECTIVE LISTENING
To improve communication,managers must seek not only to be
understood but also to understand .This involves listening. Onemethod of encouraging someone
to express true feelings, desires,and emotions is to listen.
-
8/11/2019 Non Verbal Messages
83/85
-
8/11/2019 Non Verbal Messages
84/85
-
8/11/2019 Non Verbal Messages
85/85