國(guó)外組織行為學(xué)課件皮爾森ch

1、Chapter 10CommunicationCopyright 2011 Pearson Canada Inc.第一頁(yè)，共九十頁(yè)。Learning ObjectivesDefine communication and explain why communication by the strict chain of command is often ineffective.Discuss barriers to effective manager-employee communication.Explain the organizational grapevine and discuss it

2、s main features.Copyright 2011 Pearson Canada Inc.第二頁(yè)，共九十頁(yè)。Learning Objectives (continued)Review the role of verbal and nonverbal communication at work.Discuss gender differences in communication and identify how a failure to recognize these differences can cause communication problems.Discuss chall

3、enges relating to cross-cultural communication and identify useful strategies to deter miscommunication.Copyright 2011 Pearson Canada Inc.第三頁(yè)，共九十頁(yè)。Learning Objectives (continued)Define computer-mediated communication and highlight its strengths and weaknesses.Review personal strategies and organizat

4、ional initiatives aimed at enhancing communication.Copyright 2011 Pearson Canada Inc.第四頁(yè)，共九十頁(yè)。What is Communication?The process by which information is exchanged between a sender and a receiver.Interpersonal communication involves the exchange of information between people.The simplest prototype for

5、 interpersonal communication is a one-on-one exchange between two individuals.Copyright 2011 Pearson Canada Inc.第五頁(yè)，共九十頁(yè)。A Model of the Communication ProcessCopyright 2011 Pearson Canada Inc.第六頁(yè)，共九十頁(yè)。A Model of the Communication Process and an ExampleThinkingPurchasing manager thinks, “I think were

6、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.第七頁(yè)，共九十頁(yè)。A Model of the Communication Process and an Example (continued)PerceivingAssistant reads memo

7、.DecodingAssistant checks parts catalogue to determine what an A-40 is.Copyright 2011 Pearson Canada Inc.第八頁(yè)，共九十頁(yè)。A Model of the Communication Process and an Example (continued)UnderstandingAssistant realizes that he must place an order for flange bolts.FeedbackAssistant sends the manager a copy of

8、the order.Copyright 2011 Pearson Canada Inc.第九頁(yè)，共九十頁(yè)。What is Communication? (continued)The model demonstrates a number of points at which errors can occur.Effective communication occurs when the right people receive the right information in a timely manner.Violating any of these three conditions res

9、ults in a communication episode that is ineffective.There are a few basic issues about organizational communication.Copyright 2011 Pearson Canada Inc.第十頁(yè)，共九十頁(yè)。Communication by Strict Chain of CommandThe chain of command refers to the lines of authority and formal reporting relationships in an organi

10、zation.Under this system, three necessary forms of communication can be accomplished:Downward communicationUpward communicationHorizontal communicationCopyright 2011 Pearson Canada Inc.第十一頁(yè)，共九十頁(yè)。Downward CommunicationInformation that flows from the top of the organization toward the bottom.A vice-pr

11、esident 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 instruct the production workers.Copyright 2011 Pearson Canada Inc.第十二頁(yè)，共九十頁(yè)。Upward CommunicationInformation that flows from the bot

12、tom 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 development manager, who would then inform the relevant vice-president.Copyright 2011 Pearson Canada Inc.第十三頁(yè)，共九十頁(yè)。Horizontal CommunicationI

13、nformation that flows between departments or functional units, usually as a means of coordinating effort.Within a strict chain of command, such communication would flow up to and then down from a common manager.Copyright 2011 Pearson Canada Inc.第十四頁(yè)，共九十頁(yè)。Deficiencies in the Chain of CommandThe forma

14、l chain of command is an incomplete and sometimes ineffective path of communication.Managers need to consider:Informal communicationFilteringSlownessCopyright 2011 Pearson Canada Inc.第十五頁(yè)，共九十頁(yè)。Informal CommunicationThe chain of command does not consider informal communication between members.Informa

15、l communication helps people accomplish their jobs more effectively.Not all informal communication benefits the organization.Copyright 2011 Pearson Canada Inc.第十六頁(yè)，共九十頁(yè)。FilteringThe tendency for a message to be watered down or stopped during transmission.Both upward and downward filtering can occur.

16、The potential for filtering increases with the number of links in the communication chain.Copyright 2011 Pearson Canada Inc.第十七頁(yè)，共九十頁(yè)。Filtering (continued)Organizations often establish channels in addition to those in the formal chain of command.Many managers establish an open door policy, in which

17、any organizational member below them can communicate directly without going through the chain.Copyright 2011 Pearson Canada Inc.第十八頁(yè)，共九十頁(yè)。Filtering (continued)To prevent downward filtering, many organizations attempt to communicate directly with potential receivers, bypassing the chain of command.Co

18、pyright 2011 Pearson Canada Inc.第十九頁(yè)，共九十頁(yè)。SlownessThe chain of command can be very slow especially for horizontal 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 communica

19、tion by short-circuiting the chain of command.Copyright 2011 Pearson Canada Inc.第二十頁(yè)，共九十頁(yè)。Manager-Employee 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 communi

20、cators are positively correlated with organizational performance.Copyright 2011 Pearson Canada Inc.第二十一頁(yè)，共九十頁(yè)。How 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 lea

21、rn a job.The importance employees attach to pay.The amount of authority the employee has.Copyright 2011 Pearson Canada Inc.第二十二頁(yè)，共九十頁(yè)。How Good Is Manager-Employee Communication? (continued)The employees skills and abilities.The employees performance and obstacles to good performance.The managers lea

22、dership style.Copyright 2011 Pearson Canada Inc.第二十三頁(yè)，共九十頁(yè)。How Good Is Manager-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 s

23、atisfaction.Copyright 2011 Pearson Canada Inc.第二十四頁(yè)，共九十頁(yè)。Barriers to Effective 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 message

24、s that focus on task and social-emotional issues will be more effective than one message that combines both.Copyright 2011 Pearson Canada Inc.第二十五頁(yè)，共九十頁(yè)。Barriers to Effective Manager-Employee Communication (continued)The Mum Effect The tendency to avoid communicating unfavourable news to others.It i

25、s more likely when the sender is responsible for the bad news.The mum effect applies to both employees and managers.Copyright 2011 Pearson Canada Inc.第二十六頁(yè)，共九十頁(yè)。The GrapevineAn organizations informal communication network.The grapevine cuts across formal lines of communication.The grapevine does not

26、 just communicate information through word of mouth.Organizations often have several grapevine systems.Copyright 2011 Pearson Canada Inc.第二十七頁(yè)，共九十頁(yè)。The Grapevine (continued)Transmits information that is relevant to the performance of the organization as well as personal gossip.How accurate is the gr

27、apevine?Personal information and emotionally charged information are most likely to be distorted.Only a proportion of those who receive grapevine news pass it on.Copyright 2011 Pearson Canada Inc.第二十八頁(yè)，共九十頁(yè)。Who Participates in the Grapevine?Personality characteristics play a role in grapevine partic

28、ipation.The nature of the information also 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.第二十九頁(yè)，共九十頁(yè)。Pros of the GrapevineIs the grapev

29、ine desirable from the organizations 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

30、 Inc.第三十頁(yè)，共九十頁(yè)。Cons of the 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 pa

31、ssed from person to person.Copyright 2011 Pearson Canada Inc.第三十一頁(yè)，共九十頁(yè)。Cons 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.C

32、opyright 2011 Pearson Canada Inc.第三十二頁(yè)，共九十頁(yè)。The 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 mas

33、tered it. It 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.第三十三頁(yè)，共九十頁(yè)。The Non-verbal Language of WorkNon-verbal communication re

34、fers to 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.第三十四頁(yè)，共九十頁(yè)。Body LanguageBody language is non-verbal communication that occurs by means of the

35、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 rece

36、iver.Copyright 2011 Pearson Canada Inc.第三十五頁(yè)，共九十頁(yè)。Body 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 the i

37、nteraction.Direct the torso toward the receiver.Copyright 2011 Pearson Canada Inc.第三十六頁(yè)，共九十頁(yè)。Body 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 by:the casua

38、l, asymmetrical placement of arms and legs;a reclining, non-erect seating position; anda lack of fidgeting and nervous activity.Copyright 2011 Pearson Canada Inc.第三十七頁(yè)，共九十頁(yè)。Body Language (continued)The greater the difference in relaxation between two parties, the more they communicate a status diffe

39、rential 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.第三十八頁(yè)，共九十頁(yè)。Body Language (continued)This could include showing our true feelings, “editing” our feelings, or trying to actively dec

40、eive 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.第三十九頁(yè)，共九十頁(yè)。Props, Artifacts, and CostumesNon-verbal communic

41、ation 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.第四十頁(yè)，共九十頁(yè)。Office Dcor and ArrangementThe dcor and arrangement

42、 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” the identity and status of of

43、fice occupants.Copyright 2011 Pearson Canada Inc.第四十一頁(yè)，共九十頁(yè)。Does Clothing Communicate?The clothing organizational members wear sends signals about their competence, seriousness, and promotability.Research indicates that clothing does communicate.It communicates partly because of the impact it has on

44、 the wearers own self-image.Copyright 2011 Pearson Canada Inc.第四十二頁(yè)，共九十頁(yè)。Gender 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 the workplace.Gender differences have thei

45、r origin in childhood.Gender differences in communication revolve around the “One Up, One Down” position.Copyright 2011 Pearson Canada Inc.第四十三頁(yè)，共九十頁(yè)。Gender Differences in Communication (continued)Men are most concerned about power dynamics and use communication as a way to position themselves in a

46、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 their careers.Copyright 2011 Pearson Canada I

47、nc.第四十四頁(yè)，共九十頁(yè)。Gender 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 their horn about something good they have done.Con

48、fidence and boastingMen tend to be more boastful about themselves and their capabilities and to minimize their doubts.Copyright 2011 Pearson Canada Inc.第四十五頁(yè)，共九十頁(yè)。Gender Differences in Communication (continued)Asking questionsMen are less likely to ask questions.ApologiesMen avoid ritual apologies b

49、ecause it is a sign of weakness.FeedbackMen are more blunt and straightforward.Copyright 2011 Pearson Canada Inc.第四十六頁(yè)，共九十頁(yè)。Gender Differences in Communication (continued)ComplimentsWomen are more likely to provide compliments.Ritual oppositionMen often use ritual opposition as a form of communicati

50、on and to exchange ideas.Copyright 2011 Pearson Canada Inc.第四十七頁(yè)，共九十頁(yè)。Gender Differences in Communication (continued)Managing up and downMen spend much more time communicating with their superiors and talking about their achievements.IndirectnessWomen tend to be indirect when giving orders.Copyright

51、 2011 Pearson Canada Inc.第四十八頁(yè)，共九十頁(yè)。Gender Differences in Communication (continued)The differences in communication styles between men and women almost always reflect negatively on women and place them in a one-down position.Need to recognize that people have different linguistic styles and to be fl

52、exible and adjust your style to any given situation.Copyright 2011 Pearson Canada Inc.第四十九頁(yè)，共九十頁(yè)。Cross-Cultural CommunicationMany of the failures in business and management stem from problems in cross-cultural communication.Important dimensions of cross-cultural communication include:Language differ

53、encesNon-verbal communicationEtiquette and politenessSocial conventionsCultural contextCopyright 2011 Pearson Canada Inc.第五十頁(yè)，共九十頁(yè)。Language DifferencesCommunication is generally better between individuals or groups who share similar cultural values.Speaking the same language is no guarantee of perfe

54、ct communication.Learning a second language should facilitate cross-cultural communication.Copyright 2011 Pearson Canada Inc.第五十一頁(yè)，共九十頁(yè)。Non-verbal Communication across CulturesThere are many differences in non-verbal communication across cultures.Facial expressionsPeople are good at decoding basic,

55、simple emotions in facial expressions, even across cultures.However, some cultures frown on the display of negative facial expressions.Copyright 2011 Pearson Canada Inc.第五十二頁(yè)，共九十頁(yè)。Nonverbal Communication Across Cultures (continued)GesturesGestures do not translate well across cultures because they i

56、nvolve symbolism that is not shared.GazeThere are considerable cross-cultural differences in the extent to which it is considered suitable to look others directly in the eye.Copyright 2011 Pearson Canada Inc.第五十三頁(yè)，共九十頁(yè)。Nonverbal Communication Across Cultures (continued)TouchIn some cultures, people

57、tend to stand close to one another and often touch each other while in other cultures people prefer to “keep their distance.”Copyright 2011 Pearson Canada Inc.第五十四頁(yè)，共九十頁(yè)。Etiquette and Politeness across CulturesCultures differ in how etiquette and politeness are expressed.This often involves saying t

58、hings that one does not literally mean.Careful decoding is necessary to avoid confusion and embarrassment.Copyright 2011 Pearson Canada Inc.第五十五頁(yè)，共九十頁(yè)。Social Conventions across CulturesThere are a number of social conventions that vary across cultures and can lead to communication problems.North Ame

59、ricans favour directness and being specific about the issue at hand.Greetings and how people say hello also vary across cultures, and these differences can lead to misunderstandings.Copyright 2011 Pearson Canada Inc.第五十六頁(yè)，共九十頁(yè)。Social Conventions Across Cultures (continued)What individuals consider a

60、 proper degree of loudness for speech also varies across cultures.What people consider proper punctuality also varies around the world.The practice of nepotism, favouring ones relatives in spite of their qualifications, is generally frowned on in more individualistic cultures.In more collective cult