MGT5313 Ch. 11
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| the process by which information is transmitted and understood between two or more people | communication
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| advantages of effective communication | 1. coordinates employees 2. fulfills employee needs 3. supports knowledge management 4. improves decision making
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| The Communication Process Model | 1.sender encodes message
2.sender transmits message (noise) to receiver
3.receiver encodes message
4.receiver decodes message to feedback
5.receiver encodes feedback
6.receiver transmits (noise) feedback to sender
7.sender receives and decodes feedb
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| any oral or written means of transmitting meaning through words | verbal communication
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| any part of communication that does not use words; facial gestures, voice intonation, physical distance and silence | nonverbal communication
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| messages are sent and received at different times | asynchronous
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| 4 problems of email | 1.ineffective for communicating emotions
2.reduces politeness and respect
3.inefficient in ambiguous, complex, and novel situations
4.contributes to information overload
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| the act of sending an emotionally charged email message to others | flaming
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| the automatic and unconscious tendency to mimic and synchronize one's own nonverbal behaviors with those of other people | emotional contagion
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| 3 purposes of emotional contagion | 1.provides continuous feedback
2.receive emotional meaning from those people
3.fulfills drive to bond
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| 4 pervasive communication barriers (noise) | perceptions
filtering
language
information overload
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| the data-carrying capacity of a communication medium, including the volume and variety of information that can be transmitted during a specific time | media richness
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| medium provides too much data-carrying capacity | overloaded zone
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| medium provides too little data-carrying capacity | oversimplified zone
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| determines what messages we select or screen out, as well as how the information is organized and interpreted | perceptions
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| deleting or delaying negative information or using less harsh words so that events sound more favorable | filtering
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| the technical language and acronyms as well as recognized words with specialized meaning in specific organizations or social groups | jargon
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| a condition in which the volume of information received exceeds a person's capacity to get through it; function of processing capacity and info load | information overload
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| the amount of information that they are able to process in a fixed unit of time | information processing capacity
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| the amount of information to be processed per unit of time | information load
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| 3 strategies to reduce information load | 1. buffering
2. omitting
3. summarizing
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| saying what the other person wants to hear | tatemae
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| nonverbal cues indicating the sender's true feelings | honne
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| male communication patterns | 1.negotiate relative status and power
2.give advice
3.use combative language
4.dominate talk time
5.interrupt more
6.adjust speaking style less
7."report talk"
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| female communication patterns | 1."rapport talk"
2.build relationships
3.indirect requests
4.apologize more often
5.seek advice more quickly
6.more sensitive to nonverbal cues in face-to-face meetings
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| 4 steps to get receiver to understand a message | 1.empathize
2.repeat the message
3.use timing effectively
4.be descriptive
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| 3 components of active listening | 1. sensing
2. evaluating
3. responding
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| the process of receiving signals from the sender and paying attention to them | sensing
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| 3 ways to improve sensing | 1.postpone evaluation
2.avoid interruptions
3.maintain interest
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| understanding the message meaning, evaluating the message, and remembering the message | evaluating
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| 2 ways to improve evaluating | 1.empathize
2.organize information
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| feedback to the sender, motivating and directing the speaker's communication | responding
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| 2 ways to improve responding | 1.show interest
2.clarify the message
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| 4 organizationwide communication strategies | 1.workspace design
2.e-zines/blogs/wikis
3.employee surveys
4.direct communication with top management
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| a communication practice in which executives get out of their offices and learn from others in the organization through face-to-face dialogue | management by walking around (MBWA)
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| an unstructured, informal network founded on social relationships rather than organizational charts or job descriptions | grapevine
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| benefits of the grapevine | 1.reliable when information is not available through formal channels
2.main conduit to communicate organizational stories and other symbols of the organization's culture
3.social interaction relieves anxiety
4.associated with the drive to bond
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| limitations of the grapevine | 1.information is sometimes so distroted that it escalates rather than reduces employee anxiety
2.employees develop more negative attitudes toward the organization when management is slower than the grapevine in communicating information
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| voice intonation, interpreting nonverbal meaning, importance of verbal vs. nonverbal, silence and conversational overlaps | nonverbal differences across cultures
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| workspace design needs to balance ____ with opportunities for _____. | privacy; social interaction
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