HBO

COMMUNICATION

PROCESS BY WHICH INFORMATION IS EXCHANGED BETWEEN INDIVIDUALS THROUGH A COMMON SYSTEM OF SYMBOLS, SIGNS, OR BEHAVIOR

80 percent

More than _____ of employees indicated miscommunication occurred in their organization very frequently, frequently, or occasionally, yet only half admitted that they were directly involved in miscommunication as often.

Sender

originates the message with a thought; encodes the message, translating the idea into words.

Receiver

is the person who receives the message; decodes the message by assigning meaning to the words.

Medium

this encoded message may be spoken words, written words, or signs

Noise

anything that interferes with or distorts the message being transformed

MESSAGE DIRECTED THROUGH THE ORGANIZATIONAL STRUCTURE

sharing official information with others who need to know this information

ORGANIZATIONAL STRUCTURE

contains formally prescribed pattern of interrelationships existing between the various units of an organization

ORGANIZATION CHART

the diagram that describes the organizational structure

DOWNWARD COMMUNICATION

instructions, directions and orders—generally, messages that tell subordinates what they should be doing.

UPWARD COMMUNICATION

– information that flows from lower levels to higher levels within an organization, such as messages from subordinates to their supervisors

HORIZONTAL COMMUNICATION

\- messages that flow laterally, at the same organizational level; characterized by efforts at coordination, attempts to work together

DIAGONALLY COMMUNICATION

WHERE EMPLOYEES COMMUNICATE ACROSS DEPARTMENTS, SECTIONS.

INFORMAL COMMUNICATION

\- Employees are not bound by their regular positions.

grapevine

Anyone can tell something informally to anyone else, it results in a very rapid flow of information.

Rumors

the downside of formal communication

VERBAL COMMUNICATION

\- involves listening to a person to understand the meaning of a message. May occur over the phone or in person

STORYTELLING

a narrative account of an event or events

CRUCIAL CONVERSATIONS

are discussions in which the stakes are high, opinions vary, and emotions run strong

WRITTEN COMMUNICATIONS

Are printed messages

NONVERBAL COMMUNICATION

Body language, Eye contact, Facial expressions, Posture, Touch, Space

Customer Communications

direct mail, emails, letters, catalogs, text messages, telemarketing messages

EXTERNAL COMMUNICATIONS

Press Releases, Advertisements, Web Pages

FILTERING

the distortion or withholding of information to manage a person’s reactions

SELECTIVE PERCEPTION -

\- refers to filtering what we see and hear to suit our own needs. Often done unconsciously

INFORMATION OVERLOAD

occurs when the information processing demands on an individual’s time to perform interactions and internal calculations exceed the supply or capacity of time available for such processing

EMOTIONAL DISCONNECTS

A receiver who is emotionally upset tends to ignore or distort what the sender is saying

EMOTIONAL DISCONNECTS

A sender who is emotionally upset may be unable to present ideas or feelings effectively.

LACK OF SOURCE FAMILIARITY

can lead to misinterpreting humor, especially in less rich information channels such as e-mail.

LACK OF SOURCE CREDIBILITY

the message will not get through. Receivers may be suspicious of the sender’s motivations

WORKPLACE GOSSIP

lifeline for many employees seeking information about their company

SEMANTICS

words can mean different things to different people, or they might not mean anything to another person

GENDER DIFFERENCES

\- Men and women have different styles of communication which can work against them

BIASED LANGUAGE

Words and actions that stereotype others on the basis of personal or group affiliation are examples of bias

POOR LISTENING

The receiver did not listen well to get the message from the sender

360-degree feedback

—Formal systems in which people at all levels give feedback to others at different levels and receive feedback from them, as well as outsiders—including customers and suppliers

Suggestion systems

Programs that invite employees to submit ideas about how something may be improved.

Corporate hotlines

Telephone lines staffed by corporate officials ready to answer questions and listen to comments

USE SIMPLE LANGUAGE

Wise use of jargons, Know audience first before using jargons

RELY ON GATEKEEPERS

people whose jobs require them to control the flow of information to potentially overloaded individuals, groups, or organizations such scheduling appointments

PRACTICE QUEUING

involves lining up incoming information so that it can be attended to in an orderly fashion

WALK THE TALK -

match actions with words

BE A GOOD LISTENER

involves doing a good job of comprehending others

GROUP

A collection of individuals who interact with each other such that one person’s actions have an impact on the others

GROUP

A set of two or more people who interact with each other to achieve certain goals or to meet certain needs.

Attributes

Members of a group believe there is the potential for mutual goal accomplishment—that is, group members perceive that by belonging to the group, they will be able to accomplish certain goals or meet certain needs.

INFORMAL

Two or more individuals who are associated with one another in ways not prescribed by the formal organization.

INFORMAL

A group that emerges naturally when individuals perceive that membership in a group will help them achieve their goals or meet their needs.

FORMAL

Is made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group

FORMAL

A group established by management to help the organization achieve its goals.

COMMAND GROUP

A formal work group consisting of subordinates who report to the same supervisor.

TASK FORCE

A formal work group consisting of people who come together to accomplish a specific goal. Once the goal has been accomplished, the task force is usually disbanded.

TEAM

A formal work group consisting of people who work intensely together to achieve a common group goal

SELF-MANAGED WORK TEAM

A formal work group consisting of people who are jointly responsible for ensuring that the team accomplishes its goals and who lead themselves

FRIENDSHIP GROUP

An informal work group consisting of people who enjoy each other’s company and socialize with each other on and off the job.

INTEREST GROUP

An informal work group consisting of people who come together because they have a common goal or objective related to their organizational membership.

TUCKMAN’S STAGES OF GROUP DEVELOPMENT

FORMING, STORMING, NORMING, PERFORMING, ADJOURNING

FORMING

Stage when the group comes together for the first time

STORMING

Stage when participants focus less on keeping their guard up as they shed social facades, becoming more authentic and more argumentative.

NORMING

Stage when participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals.

PERFORMING

G Stage when participants are not only getting the work done, but they also pay greater attention to how they are doing it.

ADJOURNING

The group disbands after having accomplished its goals.

DIVISION OF LABOR

Dividing up work and assigning particular tasks to specific workers.

HOMOGENEOUS GROUP

A group in which members have many characteristics in common.

HETEROGENEOUS GROUP

A group in which members have few characteristics in common.

GROUP EFFICACY

The shared belief group members have about the ability of the group to achieve its goals and objectives.

SOCIAL FACILITATION

The effects that the presence of others has on performance, enhancing the performance of easy tasks and impairing the performance of difficult tasks.

Audience effects

are the effects of passive spectators on individual performance. In this case, other group members are not engaged in the task itself but are present as an audience.

Co-action effects

the effects of the presence of other group members on the performance of an individual when the other group members are performing the same task as the individual.

SOCIAL LOAFING

The tendency of individuals to put in less effort when working in a group context. When individuals work together on additive tasks, the greater the size of the group, the less the effort each individual exerts

GROUP NORMS

Informal rules of conduct for behaviors considered important by most group members.

COMPLIANCE

Assenting to a norm in order to attain rewards or avoid punishment.

IDENTIFICATION

Associating oneself with supporters of a norm and conforming to the norm because those individuals do.

INTERNALIZATION

Believing that the behavior dictated by a norm is truly the right and proper way to behave

IDIOSYNCRASY CREDIT

The freedom to violate group norms without being punished that is accorded to group members who have contributed a lot to the group in the past.

TOP MANAGEMENT TEAM

The team of managers who report to the chief executive officer (CEO) and determine what an organization is trying to accomplish and develop plans for goal attainment

SELF MANAGEMENT WORK TEAMS

Members of a self-managed work team have the autonomy to lead and manage themselves and determine how they will jointly perform the tasks necessary for the team to achieve its goals.

RESEARCH AND DEVELOPMENT TEAM

A team formed to develop new products, may be crossfunctional, and is often used in high-tech industries.

VIRTUAL TEAM

\- A team in which a significant amount of communication and interaction occurs electronically rather than face to face.

TEAM

A cohesive coalition of people working together to achieve mutual goals.

DOMINATING TEAM MEMBERS

Some team members may have a dominating personality that encroaches on the participation or airtime of others.

POOR PERFORMANCE OF TEAM MEMBERS

Research shows that teams deal with poor performers in different ways, depending on members’ perceptions of the reasons for poor performance.

POORLY MANAGED TEAM CONFLICT

Disagreements among team members are normal and should be expected. Healthy teams raise issues and discuss differing points of view, because that will ultimately help the team reach stronger, more well-reasoned decisions.

LEADERSHIP

The act of influencing others toward a goal. The exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals

LEADER

An individual able to influence group or organizational members to help the group or organization achieve its goals.

FORMAL LEADERS

Those who hold a position of authority and may utilize the power that comes from their position, as well as their personal power to influence others.

FORMAL LEADERS

A member of an organization who is given authority by the organization to influence other organizational members to achieve organizational goals.

INFORMAL LEADERS

Those without a formal position of authority within the organization but demonstrate leadership by influencing those around them through personal forms of power.

Traits

\- identify enduring personal traits that distinguish leaders from followers, and effective from ineffective leaders.

Intelligence

—helps a leader solve complex problems.

Task-relevant knowledge

—ensures that a leader knows what has to be done, how it should be done, and what resources are required for a group and organization to achieve its goals

Dominance

—an individual’s need to exert influence and control over others, helps a leader channel followers’ efforts and abilities toward achieving group and organizational goals.

Self-confidence

—helps a leader influence follower and motivates followers to persevere in the face of obstacles or difficulties.

Energy/activity levels

high energy level helps a leader deal with the many demands or activities encountered day to day.

Tolerance for stress

promotes a leader’s ability to deal with the uncertainty or ambiguity inherent in any complex decision-making situation.

Integrity and honesty

an indicator that a leader will behave ethically at all times and is worthy of followers’ trust and confidence.

Emotional maturity

—a sign that a leader is not overly self-centered, can control his or her feelings, and can accept criticism

CONSIDERATION

Behavior indicating that a leader trusts, respects, and values good relationships with his or her follower

INITIATING STRUCTURE

Behaviors that a leader engages in to make sure that work gets done and subordinates perform their jobs acceptably

LEADER REWARD BEHAVIOR

A leader’s positive reinforcement of subordinates’ desirable behavior