国外组织行为学课件皮尔森ch10btft.pptx

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1、Chapter 10/Slide 1Chapter 10CommunicationCopyright 2011 Pearson Canada Inc.Chapter 10/Slide 2Learning Objectives1.Define communication and explain why communication by the strict chain of command is often ineffective.2.Discuss barriers to effective manager-employee communication.3.Explain the organi

2、zational grapevine and discuss its main features.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 3Learning Objectives(continued)4.Review the role of verbal and nonverbal communication at work.5.Discuss gender differences in communication and identify how a failure to recognize these differences c

3、an cause communication problems.6.Discuss challenges relating to cross-cultural communication and identify useful strategies to deter miscommunication.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 4Learning Objectives(continued)7.Define computer-mediated communication and highlight its strength

4、s and weaknesses.8.Review personal strategies and organizational initiatives aimed at enhancing communication.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 5What is Communication?The process by which information is exchanged between a sender and a receiver.Interpersonal communication involves t

5、he exchange of information between people.The simplest prototype for interpersonal communication is a one-on-one exchange between two individuals.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 6A Model of the Communication ProcessCopyright 2011 Pearson Canada Inc.Chapter 10/Slide 7A Model of the

6、 Communication Process and an ExampleThinkingPurchasing manager thinks,“I think were getting short on A-40s.”EncodingPurchasing manger keyboards memo to assistant requesting that he/she order A-40s.TransmittingPurchasing manager sends memo by email.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide

7、8A Model of the Communication Process and an Example(continued)PerceivingAssistant reads memo.DecodingAssistant checks parts catalogue to determine what an A-40 is.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 9A Model of the Communication Process and an Example(continued)UnderstandingAssistant

8、 realizes that he must place an order for flange bolts.FeedbackAssistant sends the manager a copy of the order.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 10What is Communication?(continued)The model demonstrates a number of points at which errors can occur.Effective communication occurs when

9、 the right people receive the right information in a timely manner.Violating any of these three conditions results in a communication episode that is ineffective.There are a few basic issues about organizational communication.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 11Communication by Stri

10、ct Chain of CommandThe chain of command refers to the lines of authority and formal reporting relationships in an organization.Under this system,three necessary forms of communication can be accomplished:Downward communicationUpward communicationHorizontal communicationCopyright 2011 Pearson Canada

11、Inc.Chapter 10/Slide 12Downward CommunicationInformation that flows from the top of the organization toward the bottom.A vice-president of production might instruct a plant manager to gear up for manufacturing a new product.The plant manager would then provide specifics to supervisors,who would inst

12、ruct the production workers.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 13Upward CommunicationInformation that flows from the bottom of the organization toward the top.A chemical engineer who conceives of a new plastic formula with unique properties might pass this on to the research and deve

13、lopment manager,who would then inform the relevant vice-president.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 14Horizontal CommunicationInformation that flows between departments or functional units,usually as a means of coordinating effort.Within a strict chain of command,such communication

14、would flow up to and then down from a common manager.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 15Deficiencies in the Chain of CommandThe formal chain of command is an incomplete and sometimes ineffective path of communication.Managers need to consider:Informal communicationFilteringSlowness

15、Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 16Informal CommunicationThe chain of command does not consider informal communication between members.Informal communication helps people accomplish their jobs more effectively.Not all informal communication benefits the organization.Copyright 2011

16、Pearson Canada Inc.Chapter 10/Slide 17FilteringThe tendency for a message to be watered down or stopped during transmission.Both upward and downward filtering can occur.The potential for filtering increases with the number of links in the communication chain.Copyright 2011 Pearson Canada Inc.Chapter

17、 10/Slide 18Filtering(continued)Organizations often establish channels in addition to those in the formal chain of command.Many managers establish an open door policy,in which any organizational member below them can communicate directly without going through the chain.Copyright 2011 Pearson Canada

18、Inc.Chapter 10/Slide 19Filtering(continued)To prevent downward filtering,many organizations attempt to communicate directly with potential receivers,bypassing the chain of command.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 20SlownessThe chain of command can be very slow especially for horizo

19、ntal communication between departments.It is not a good mechanism for reacting quickly to customer problems.Cross-functional teams and employee empowerment have been used to improve communication by short-circuiting the chain of command.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 21Manager-Em

20、ployee CommunicationThe one-to-one exchange of information between a boss and an employee.A key element in upward and downward communication in organizations.Perceptions that managers are good communicators are positively correlated with organizational performance.Copyright 2011 Pearson Canada Inc.C

21、hapter 10/Slide 22How Good Is Manager-Employee Communication?Managers and employees often differ in their perceptions of the following issues:How employees should and do allocate time.How long it takes to learn a job.The importance employees attach to pay.The amount of authority the employee has.Cop

22、yright 2011 Pearson Canada Inc.Chapter 10/Slide 23How Good Is Manager-Employee Communication?(continued)The employees skills and abilities.The employees performance and obstacles to good performance.The managers leadership style.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 24How Good Is Manage

23、r-Employee Communication?(continued)These perceptual differences suggest a lack of openness in communication,which might contribute to role conflict and ambiguity.A lack of openness in communication reduces employee job satisfaction.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 25Barriers to Ef

24、fective Manager-Employee CommunicationWhat causes communication problems between managers and employees?Conflicting Role DemandsMany managers have difficulties balancing task and social-emotional role demands.Two separate messages that focus on task and social-emotional issues will be more effective

25、 than one message that combines both.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 26Barriers to Effective Manager-Employee Communication(continued)The Mum Effect The tendency to avoid communicating unfavourable news to others.It is more likely when the sender is responsible for the bad news.Th

26、e mum effect applies to both employees and managers.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 27The GrapevineAn organizations informal communication network.The grapevine cuts across formal lines of communication.The grapevine does not just communicate information through word of mouth.Orga

27、nizations often have several grapevine systems.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 28The Grapevine(continued)Transmits information that is relevant to the performance of the organization as well as personal gossip.How accurate is the grapevine?Personal information and emotionally char

28、ged information are most likely to be distorted.Only a proportion of those who receive grapevine news pass it on.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 29Who Participates in the Grapevine?Personality characteristics play a role in grapevine participation.The nature of the information als

29、o influences who chooses to pass it on.The physical location of organizational members is also related to the opportunity to both receive and transmit information via the grapevineCopyright 2011 Pearson Canada Inc.Chapter 10/Slide 30Pros of the GrapevineIs the grapevine desirable from the organizati

30、ons point of view?It can keep employees informed about important organizational matters.It can provide a test of employee reactions to proposed changes without making formal commitments.It can serve as a potent informal recruiting source.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 31Cons of t

31、he GrapevineThe grapevine can become a problem when it becomes a constant pipeline for rumours.A rumour is an unverified belief that is in general circulation.Because people cannot verify the information as accurate,rumours are susceptible to severe distortion as they are passed from person to perso

32、n.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 32Cons of the Grapevine(continued)Rumours spread fastest and farthest when:the information is especially ambiguous,the content of the rumour is important to those involved,the rumour seems credible,andthe recipient is anxious.Copyright 2011 Pearso

33、n Canada Inc.Chapter 10/Slide 33The Verbal Language of WorkJargon refers to the specialized language used by job holders or members of particular occupations or organizations.Jargon can be an efficient means of communicating with peers and provides a touch of status to those who have mastered it.It

34、can be a barrier to clear communication between departments and those outside of the organization or profession.Jargon can be intimidating and confusing to new organizational members.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 34The Non-verbal Language of WorkNon-verbal communication refers t

35、o the transmission of messages by some medium other than speech or writing.Major forms of non-verbal communication include:Body languageProps,artifacts,and costumesCopyright 2011 Pearson Canada Inc.Chapter 10/Slide 35Body LanguageBody language is non-verbal communication that occurs by means of the

36、senders bodily motions and facial expressions or the senders physical location in relation to the receiver.Two important messages sent via body language:The extent to which the sender likes and is interested in the receiver.The senders views concerning the relative status of the sender and the recei

37、ver.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 36Body Language(continued)Senders communicate liking and interest in the receiver when they:Position themselves physically close to the receiver.Touch the receiver during the interaction.Maintain eye contact with the receiver.Lean forward during

38、 the interaction.Direct the torso toward the receiver.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 37Body Language(continued)Senders who feel themselves to be of higher status than the receiver act more relaxed than those who perceive themselves to be of lower status.Relaxation is demonstrated

39、 by:the casual,asymmetrical placement of arms and legs;a reclining,non-erect seating position;anda lack of fidgeting and nervous activity.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 38Body Language(continued)The greater the difference in relaxation between two parties,the more they communicat

40、e a status differential to each other.People often attempt to use non-verbal behaviour to communicate with others,just like they use verbal behaviour.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 39Body Language(continued)This could include showing our true feelings,“editing”our feelings,or try

41、ing to actively deceive others.One area where body language has an impact is on the outcome of employment interview decisions.Increased body language might give the edge to applicants who are otherwise equally well qualified.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 40Props,Artifacts,and Co

42、stumesNon-verbal communication can also occur through the use of various objects such as props,artifacts,and costumes.Consider how the following can communicate information about an individual:Office dcor and arrangementClothingCopyright 2011 Pearson Canada Inc.Chapter 10/Slide 41Office Dcor and Arr

43、angementThe dcor and arrangement of office furniture conveys non-verbal information about the occupant.Personal decorations,neatness,and a desk placed against a wall made students feel more welcome and comfortable in a professors office.Middle managers have been found to use office dcor to“profile”t

44、he identity and status of office occupants.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 42Does Clothing Communicate?The clothing organizational members wear sends signals about their competence,seriousness,and promotability.Research indicates that clothing does communicate.It communicates part

45、ly because of the impact it has on the wearers own self-image.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 43Gender Differences in CommunicationDo men and women communicate differently?Gender differences in communication styles influence the way that men and women are perceived and treated in

46、the workplace.Gender differences have their origin in childhood.Gender differences in communication revolve around the“One Up,One Down”position.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 44Gender Differences in Communication(continued)Men are most concerned about power dynamics and use commu

47、nication as a way to position themselves in a one-up situation.Women are more concerned with rapport building,and they communicate in ways that avoid putting others down.As a result,women often find themselves in a one-down position,which can have a negative effect on the rewards they receive and th

48、eir careers.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 45Gender Differences in Communication(continued)There are a number of key differences in male and female communication styles and rituals that often place women in a one-down position:Getting creditMen are more likely than women to blow

49、their horn about something good they have done.Confidence and boastingMen tend to be more boastful about themselves and their capabilities and to minimize their doubts.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 46Gender Differences in Communication(continued)Asking questionsMen are less like

50、ly to ask questions.ApologiesMen avoid ritual apologies because it is a sign of weakness.FeedbackMen are more blunt and straightforward.Copyright 2011 Pearson Canada Inc.Chapter 10/Slide 47Gender Differences in Communication(continued)ComplimentsWomen are more likely to provide compliments.Ritual op