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    GRACE B. VALLEJOS

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    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 If, for example, a persontries to act as passive as possible, sheslikely to beperceived as inexpressive, inhibited, withdrawn,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.

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    NON-VERBAL COMMUNICATION

    Messages sent with body

    posture, facial expressions, andhand and eye movements; asimportant as verbal

    communication.

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    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.

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    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.

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    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).

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    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.

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    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.

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    COMMUNICATINGWITHIN

    ORGANIZATIONSPresented by:

    JAY-AR R. BALATIBAT

    MAEd- Student

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    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

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    UPW RD COMMUNIC TION

    Communication flowing from lower to

    higher levels in an organization;includes suggestion boxes, groupmeetings, and grievance procedures.

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    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

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    HORIZONT L COMMUNIC TION

    Communication that flows across

    functions in an organization;necessary for coordinating andintegrating diverse organizational

    functions.

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    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

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    HORIZONT L COMMUNIC TION

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    DI GON L COMMUNIC TION

    Communication that cuts across

    functions and levels in anorganization; important whenmembers cannot communicate

    through upward, downward, orhorizontal channels.

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    while probably the least used

    channel of communication inorganizations, is important insituations where members cannot

    communicate effectively throughother channels.

    DI GON L COMMUNIC TION

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    DI GON L COMMUNIC TION

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    THE GRAPEVINE:AN INFORMAL

    COMMUNICATION CHANNEL

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    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

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    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

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    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

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    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

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    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

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    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.

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    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.

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    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.

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    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.

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    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

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    Presented By:

    Francis M. Ramos

    MAED Student

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    hat is

    C i ti th t fl b t

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    Communications that flow betweenindividuals in face-to-face and group

    situations.

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    The problems that arise when managersattempt to communicate with other

    people can be traced toperceptualdifferences and interpersonal styledifferences ..

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    INTERPERSONAL STYLES

    Manner in which we relate to

    other persons.

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    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.

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    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.

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    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.

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    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.

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    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.

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    INTERPERSON L

    STR TEGIES

    AN INDIVIDUAL CAN IMPROVE

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    AN INDIVIDUAL CAN IMPROVEINTERPERSONAL COMMUNICATION BY

    USING TWO STRATEGIES:

    EXPOSURE

    FEEDBACK

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    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.

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    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.

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    Obtaining feedback is dependenton the active cooperation of

    others, while exposure requires theactive behavior of thecommunicator and the passive

    listening of others.

    FEEDBACK

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    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.

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    Managers who seek good relationshipswith subordinates but are unable to

    openly express feelings; often ineffectiveinterpersonal communicators.

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    Managers interested only in theirown ideas, not ideas and opinions

    of others; usually not effectivecommunicators.

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    Managers who feel free to expressfeelings to others and to have others

    express feelings; most effectiveinterpersonal communicators.

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    MARIVIC AOANAN

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    A manager has no greaterresponsibility than to

    develop effectivecommunication.

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    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.

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    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.

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    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.

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    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.

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    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.

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    FILTERING

    Filtering, a common occurrence inupward communication in

    organizations, refers to themanipulation of information sothat the receiver perceives it as

    positive.

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    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.

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    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.

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    TIME PRESSURES

    The pressure of time presents animportant barrier to communication.

    Managers dont have time tocommunicate frequently with everysubordinate.

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    PROXEMIC BEHAVIOR

    An important but often overlookedelement of nonverbal communicationis proxemics, defined as an individualsuse of space when interpersonallycommunicating with others.

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    COMMUNICATION OVERLOAD

    One vital task performed by a manageris decision making. One of thenecessary factors in effective decisions

    is information .

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    JOBELIE CABANIT

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    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.

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    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.

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    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.

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    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.

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    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.

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    ENCOURAGING MUTUAL TRUST

    Time pressures often mean thatmanagers cannot follow up

    communication and encouragefeedback or upwardcommunication every time they

    communicate.

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    EFFECTIVE TIMING

    Individuals are exposed tothousands of messages daily.Because of the impossibility oftaking in all the messages,

    many are never decoded andreceived.

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    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.

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    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.

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