CH 7: Communication for Work Purposes

Communication

Avenue for dissemination of information in order to be understood.

Gou & Sanchez

Explain that communication is the creation, exchange of thoughts, ideas, emotions, between senders and receivers.

Communication in the Workplace

Transpires when there is transmission information between one person and group of persons in an organization.

Minutes, Memos, Emails

Examples of communication in the workplace

Dunn

Who stated that “although managers spend most of their time communicating, one cannot assume that meaningful communication occurs in all exchange”?

True

True or False: Communication does not occur until information and understanding have passed between sender and receiver.

1. Communication Skills

2. Strong work ethics

3. Teamwork skills

4. Analytical Skills

5. Initiative

Employees Top 5 Skills & Qualities

1. Picking the Right Medium

2. Respect

3. Clarity & Concision

4. Listening

5. Open-mindedness

6. Friendliness

7. Feedback

8. Confidence

9. Empathy

10. Nonverbal Communication

10 Communication Skills for Workplace Success

Andre Gide

French author and winner of the Nobel Prize in literature in 1947 who quoted “Everything has been said before, but since nobody listens we have to keep going back and beginning all over again.”

Leigh Richards

Who stated that “there are many barriers to communication that exist in any organization, but some are more pervasive and more common than others”?

1. Noise

2. Culture

3. Role

4. Bias

5. Misinterpretation

5 examples of communication barriers

Noise

One of the examples of communication barriers

Can be either internal or external.

Internal represents the internal self-talking that we all do.

External can include other conversations, traffic noise or anything that interferes with our ability to maintain focus.

Internal or External

2 types of noise

Internal Nosie

One of the types of noise

Represents the internal self-talking that we all do

External Noise

One of the types of noise

Can include other conversations, traffic noise or anything that interferes with our ability to maintain focus.

Culture

One of the examples of communication barriers

Can represent a barrier to communication when it keeps communication from happening or when employees communicate the information and input they feel they are expected to communicate, and not what they really believe.

Role

One of the examples of communication barriers

Can create barriers to communication in organizations, particularly when they involve interactions between subordinates and superiors.

Biases

One of the examples of communication barriers

Can be based on our preconceived beliefs (e.g. millennials don't respond well to criticism) or based on impressions we form of people as we interact with them.

Misinterpretation

One of the examples of communication barriers

Important to be sure that the meaning behind your communication is clearly and accurately understood. When in doubt, ask for clarification.

1. Need to listen properly

2. Avoid jargons

3. Keep an open mind

4. Be aware of cultural differences

4 ways to overcome communication barriers in the workplace

Longest

Who explained that communication in the workplace can flow upwardly, downwardly, horizontally, and diagonally?

Upwardly, Downwardly, Horizontally, Diagonally

4 Ways Communication can Flow in the Workplace

Upward Communication

One of the ways communication can flow in the workplace

Provides feedback on how well the organization is functioning.

Subordinates can use this to convey their problems and performances to their superiors. It can also be used by employees to share their views and ideas and participate in the decision- making process.

This can lead to a more committed and loyal workforce in an organization because the employees are given a chance to raise and speak dissatisfaction issues to the higher levels.

The managers on the other hand can get to know about the employees' feelings towards their jobs, peers, supervisor and organization in general.

The effectiveness of this according to Luthans (1984) can be increased using the grievance procedure, open door policy, counseling, questionnaires, and exit interviews, participative decision-making, and ombudsperson.

Grievance Procedure

According to Luthans, one of the ways upward communication is increased

Employees can make an appeal upward beyond their immediate supervisor.

This protects the individual from arbitrary action by their direct supervisor.

This encourages communication about complaints.

Open-Door Policy

According to Luthans, one of the ways upward communication is increased

This is an invitation for subordinates to come in and talk to their superior about things that trouble them.

Counseling, Questionnaires, Exit Interview

According to Luthans, one of the ways upward communication is increased

The Human Resource Department can facilitate confidential counseling, administer attitude questionnaires, and exit interviews.

Information obtained from these forms of communication can be used to make improvements

Participative Decision-Making Technique

According to Luthans, one of the ways upward communication is increased

Employees can make valuable contributions to the organization as they participate in the decision-making process.

Ombudsperson

According to Luthans, one of the ways upward communication is increased

The use of an this provides an outlet for persons who feel they have been treated unfairly.

Downward Communication

One of the ways communication can flow in the workplace

Starts from a higher level in an organization to a lower level. This communication flow is used by managers to transmit work-related information to the employees at lower levels.

Employees require this information for performing their jobs and for meeting the expectations of their managers.

Used by managers for the following:

• providing feedback on employees performance

• giving job instructions;

• providing complete understanding of the employee job as well as to communicate them; how their job is related to other jobs in the organization;

• communicating the organization's mission and vision to the employees; and

• highlighting areas of attention

Horizontal Communication

One of the ways communication can flow in the workplace

Happens among employees of equal rank like committees, task forces, and cross-functional project teams

Advantages of this communication are as follows:

• time-saving;

• facilitates coordination of the task;

• facilitates cooperation among team members;

• provides emotional and social assistance to the organizational members;

• helps in solving various organizational problems;

• a means of information sharing; and

• can also be used for resolving conflicts of a department with other department or conflicts within a department.

Lateral Communication

What is horizontal communication also called?

Diagonal Communication

One of the ways communication can flow in the workplace

Crosses work areas and organizational level.

Under this communication, any employee can communicate to other employees without considering the hierarchy or level of employees. This communication crosses the formal network of communication and chain of command.

Especially used by expert groups to communicate expert ideas to the different levels of employees.

Joyce Hocker & William Wilmot

Who offered several principles on Conflict?

Principles on Conflict

Joyce Hocker and William Wilmot offer us these following called what:

• Conflict is universal.

• Conflict is associated with incompatible goals.

• Conflict is associated with scarce resources.

• Conflict is associated with interference.

• Conflict is not a sign of a poor relationship.

• Conflict cannot be avoided.

• Conflict cannot always be resolved.

• Conflict is not always bad.

(1) universal

(2) incompatible goals

(3) scarce resources

(4) interference

(5) poor relationship

(6) avoided

(7) resolved

(8) bad

Joyce Hocker and William Wilmot offer us several principles on conflict that have been adapted here for our discussion:

• Conflict is (1) ___.

• Conflict is associated with (2) ___ ___.

• Conflict is associated with (3) ___ ___.

• Conflict is associated with (4) ___.

• Conflict is not a sign of a (5) ___ ___.

• Conflict cannot be (6) ___.

• Conflict cannot always be (7) ___.

• Conflict is not always (8) ___.

Conflict

The physical or psychological struggle associated with the perception of opposing or incompatible goals, desires, demands, wants, or needs

Joseph De Vito

Who offered several conflict management strategies?

1. Avoidance

2. Defensiveness vs. Supportiveness

3. Face-Detracting & Face-Saving-Face-Detracting Strategies

4. Empathy

5. Gunnysacking

6. Managing Your Emotions

6 Conflict Management Strategies

Avoidance

One of the 6 Conflict Management Strategies

You may choose to change the subject, leave the room, or not even enter the room in the first place, but the conflict will remain and resurface when you least expect it.

Defensiveness vs. Supportiveness

One of the 6 Conflict Management Strategies

______ is characterized by control, evaluation, and judgments, while ______ focuses on the points and not personalities.

Defensive Communication

Type of communication characterized by control, evaluation, and judgments

Supportive Communication

Type of communication that focuses on the points and not personalities

Face-Detracting & Face-Saving-Face-Detracting Strategies

One of the 6 Conflict Management Strategies

They involve messages or statements that take away from the respect, integrity, or credibility of a person.

Protect credibility and separate message from messenger.

Empathy

One of the 6 Conflict Management Strategies

Involves listening to both the literal and implied meanings within a message

Gunny Sacking

One of the 6 Conflict Management Strategies

Discussed by George Bach & Peter Wyden

As the imaginary bag we all carry into which we place unresolved conflicts or grievances over time.

Holding onto the way things used to be can be like a stone in your backpack, and influence how you interpret your current context.

George Bach & Peter Wyden

Who founded the concept of “gunnysacking”?

Grapevine Communication

Informal channel of business communication

Stretches throughout the organization in all directions irrespective of the authority levels.

False (Grapevine Communication exists more at lower levels of organization.)

True or False: Grapevine Communication exists more at higher levels of organization.

(1) rapidly

(2) reactions

(3) unity

(4) group cohesiveness

(5) emotional supportive value

(6) supplement

Advantages of Grapevine Communication:

1. Grapevine channels carry information (1) ___. As soon as an employee gets to know some confidential information, he becomes inquisitive and passes the details then to his closest friend who in turn passes it to other. Thus, it spreads hastily.

2. The managers get to know the (2) ___ of their subordinates on their policies. Thus, the feedback obtained is quick compared to formal channel of communication.

3. The grapevine creates a sense of (3) ___ among the employees who share and discuss their views with each other. Thus, grapevine helps in developing (4) ___ ___.

4. The grapevine serves as an (5) ___ ___ ___.

5. The grapevine is a (6) ___ in those cases where formal communication does not work.

(1) partial information

(2) rumors

(3) trustworthy

(4) productivity

(5) hostility

(6) good-will

Disadvantages of Grapevine Communication

1. The grapevine carries (1) ___ ___ at times as it is more based on (2) ___. Thus, it does not clearly depicts the complete state of affairs.

2. The grapevine is not (3) ___ always as it does not follow an official path of communication and is spread more by gossips and unconfirmed report.

3. The (4) ___ of employees may be hampered as they spend more time talking rather than working.

4. The grapevine leads to making (5) ___ against the executives.

5. The grapevine may hamper the (6) ___ of the organization as it may carry false negative information about the high level people of the organization.

47%

According to research, what percentage said they would put more credence in the grapevine?

11%

According to research, what percentage said they would believe a blend of elements from both messages?

42%

According to research, what percentage said they would believe senior leadership?

51%; 40%

According to research, ___% favored the newsletter, with only ___% putting more faith in the grapevine.

(1) 74% (2) relationship

(1) ___% said they would believe their supervisor. But everything depends on the (2) ___ employees have with their supervisors.

(1) 89% (2) trust

(1) ___% reported they would believe their co-worker. Here again, (2) ___ was the key, as with the individual who replied, "I don't gossip with co-workers I don't trust."

(1) 57%

(2) Management communication

(3) indicator

(4) multiple sources

(1) ___% gave the grapevine favorable ratings.

They supported their response with such comments as,

"(2) ___ ___ usually confirms what the grapevine already knows,"

"The grapevine may not be wholly accurate, but it is a very reliable (3) ___ that something is going on,"

"I believe the grapevine, but I validate it by checking with (4) ___ ___."

Bill Gates

Quoted “We all need people who will give us feedback. That's how we improve.”

Keyton

Who stated that any information that individuals receive about their behavior is feedback?

Feedback

According to Keyton, any information that individuals receive about their behavior

Can also be in activities like market research, client surveys, accreditation, and employee evaluation.

Should not be viewed as a negative process, instead it should be used as a strategy to enhance goals, awareness, and learning

Liebler & McConnel

Who stated that feedback can also be in activities like market research, client surveys, accreditation, and employee evaluation?

Keyton

Who identified 3 forms of feedback with different intent & 4 levels of feedback?

1. Descriptive Feedback

2. Evaluative Feedback

3. Prescriptive Feedback

Keyton’s 3 Forms of Feedback

Descriptive Feedback

One of Keyton’s forms of feedback

A feedback that identifies or describes how a person communicates.

Evaluative Feedback

One of Keyton’s forms of feedback

A feedback that provides an assessment of the person who communicates.

Prescriptive Feedback

One of Keyton’s forms of feedback

A feedback that provides advice about how one should behave or communicate.

1. Task or Procedural Feedback

2. Relational Feedback

3. Individual Feedback

4. Group Feedback

Keyton’s 4 Levels of Feedback

Task or Procedural Feedback

One of Keyton’s 4 Levels of Feedback

Involves issues of effectiveness and appropriateness, specific issues include the quantity or quality of a group output.

Relational Feedback

One of Keyton’s 4 Levels of Feedback

This level provides information about interpersonal dynamics within a group.

Individual Feedback

One of Keyton’s 4 Levels of Feedback

This level provides feedback that focuses on a particular individual in a group

Group Feedback

One of Keyton’s 4 Levels of Feedback

This level provides feedback that focuses on how well the group is performing.