Please enable JavaScript.
Coggle requires JavaScript to display documents.
Chapter 13: Communication (Improving Reception (frequent informal meetings…
Chapter 13: Communication
Basic Perception Process
Perception: The process by which individuals attend to, organize, interpret, and retain information
Perceptual filter: The personality-, psychology-, or experience-based differences that influence people to ignore or pay attention to particular stimuli
Perception Problems
Selective Perception
Closure
Perception of Others
Defensive bias
Fundamental attribution error
Attribution theory
Attribution in the Workplace
Employees and coworkers are likely to attribute problems to external causes
Managers tend to commit the fundamental attribution error
Self-Perception
Self serving bias: the tendency to overestimate our value by attributing success to ourselves and failures to other or the environment
Noise
Anything that interferes with the transmission of the intended message
the wrong communication channel is chosen
the message is not received or decoded properly
The message is not clearly encoded
the receiver doesn't have the experience or time to understand the message
The sender isn't sure what message to communicate
Conduit Metaphor
the mistaken assumption that senders can pipe their intended messages directly into the heads of receivers with perfect clarity and without noise of perceptual filters interfering with the receiver's understanding of the message
To Improve Communication
increase chances for upward communication
encourage much better use of horizontal communication
Decrease reliance on downward communication
Informal Communication Channel
The transmission of messages from employee to employee outside of formal communication channels
Managing Grapevines
keep employees informed about possible changes and strategies
Do not overlook the grapevines as a tremendous source of information and feedback
The worst thing to do is withhold information
Coaching
Communicating with someone for the direct purpose of improving the person's on-the-job performance
Counseling
Communication with someone about non-job-related issues
discuss specific performance problems
Managers should not try to be clinicians
listen if the employee shares personal issues
Nonverbal Communication
Any communication that doesn't involve words
kinesics
paralanguage
Communication Medium
the method used to deliver a message
oral communication
written communication
Hearing and Listening
Hearing: the act of process of perceiving sounds
Listening: making a conscious effort to hear
Active listening
assuming half the responsibility for successful communication by actively giving the speaker nonjudgmental feedback that shows you've accurately heard what he or she said.
paraphrase
summarize
Clarify responses
Empathetic Listening
understanding the speaker's perspective and personal frame of reference and giving feedback that conveys that understanding to the speaker
Improving Transmission
online discussion forums
televised/ videotaped speeches and meetings
e-mail
voice messages
Organizational silence
Withholding information about organizational problems or issues
Organizational silence occurs when employees believe that telling management about problems won't make a difference, or that they'll be punished
Improving Reception
frequent informal meetings
surprise visits
survey feedback
blogs
company hotlines