国外组织行为学课件皮尔森ch8

Chapter10CommunicationCopyright©2011PearsonCanadaInc.LearningObjectivesDefinecommunicationandexplainwhycommunicationbythestrictchainofcommandisoftenineffective.Discussbarrierstoeffectivemanager-employeecommunication.Explaintheorganizationalgrapevineanddiscussitsmainfeatures.Copyright©2011PearsonCanadaInc.LearningObjectives(continued)Reviewtheroleofverbalandnonverbalcommunicationatwork.Discussgenderdifferencesincommunicationandidentifyhowafailuretorecognizethesedifferencescancausecommunicationproblems.Discusschallengesrelatingtocross-culturalcommunicationandidentifyusefulstrategiestodetermiscommunication.Copyright©2011PearsonCanadaInc.LearningObjectives(continued)Definecomputer-mediatedcommunicationandhighlightitsstrengthsandweaknesses.Reviewpersonalstrategiesandorganizationalinitiativesaimedatenhancingcommunication.Copyright©2011PearsonCanadaInc.WhatisCommunication?Theprocessbywhichinformationisexchangedbetweenasenderandareceiver.Interpersonalcommunicationinvolvestheexchangeofinformationbetweenpeople.Thesimplestprototypeforinterpersonalcommunicationisaone-on-oneexchangebetweentwoindividuals.Copyright©2011PearsonCanadaInc.AModeloftheCommunicationProcessCopyright©2011PearsonCanadaInc.AModeloftheCommunicationProcessandanExampleThinkingPurchasingmanagerthinks,“Ithinkwe’regettingshortonA-40s.”EncodingPurchasingmangerkeyboardsmemotoassistantrequestingthathe/sheorderA-40s.TransmittingPurchasingmanagersendsmemobyemail.Copyright©2011PearsonCanadaInc.AModeloftheCommunicationProcessandanExample(continued)PerceivingAssistantreadsmemo.DecodingAssistantcheckspartscataloguetodeterminewhatanA-40is.Copyright©2011PearsonCanadaInc.AModeloftheCommunicationProcessandanExample(continued)UnderstandingAssistantrealizesthathemustplaceanorderforflangebolts.FeedbackAssistantsendsthemanageracopyoftheorder.Copyright©2011PearsonCanadaInc.WhatisCommunication?(continued)Themodeldemonstratesanumberofpointsatwhicherrorscanoccur.Effectivecommunicationoccurswhentherightpeoplereceivetherightinformationinatimelymanner.Violatinganyofthesethreeconditionsresultsinacommunicationepisodethatisineffective.Thereareafewbasicissuesaboutorganizationalcommunication.Copyright©2011PearsonCanadaInc.CommunicationbyStrictChainofCommandThechainofcommandreferstothelinesofauthorityandformalreportingrelationshipsinanorganization.Underthissystem,threenecessaryformsofcommunicationcanbeaccomplished:DownwardcommunicationUpwardcommunicationHorizontalcommunicationCopyright©2011PearsonCanadaInc.DownwardCommunicationInformationthatflowsfromthetopoftheorganizationtowardthebottom.Avice-presidentofproductionmightinstructaplantmanagertogearupformanufacturinganewproduct.Theplantmanagerwouldthenprovidespecificstosupervisors,whowouldinstructtheproductionworkers.Copyright©2011PearsonCanadaInc.UpwardCommunicationInformationthatflowsfromthebottomoftheorganizationtowardthetop.Achemicalengineerwhoconceivesofanewplasticformulawithuniquepropertiesmightpassthisontotheresearchanddevelopmentmanager,whowouldtheninformtherelevantvice-president.Copyright©2011PearsonCanadaInc.HorizontalCommunicationInformationthatflowsbetweendepartmentsorfunctionalunits,usuallyasameansofcoordinatingeffort.Withinastrictchainofcommand,suchcommunicationwouldflowuptoandthendownfromacommonmanager.Copyright©2011PearsonCanadaInc.DeficienciesintheChainofCommandTheformalchainofcommandisanincompleteandsometimesineffectivepathofcommunication.Managersneedtoconsider:InformalcommunicationFilteringSlownessCopyright©2011PearsonCanadaInc.InformalCommunicationThechainofcommanddoesnotconsiderinformalcommunicationbetweenmembers.Informalcommunicationhelpspeopleaccomplishtheirjobsmoreeffectively.Notallinformalcommunicationbenefitstheorganization.Copyright©2011PearsonCanadaInc.FilteringThetendencyforamessagetobewatereddownorstoppedduringtransmission.Bothupwardanddownwardfilteringcanoccur.Thepotentialforfilteringincreaseswiththenumberoflinksinthecommunicationchain.Copyright©2011PearsonCanadaInc.Filtering(continued)Organizationsoftenestablishchannelsinadditiontothoseintheformalchainofcommand.Manymanagersestablishanopendoorpolicy,inwhichanyorganizationalmemberbelowthemcancommunicatedirectlywithoutgoingthroughthechain.Copyright©2011PearsonCanadaInc.Filtering(continued)Topreventdownwardfiltering,manyorganizationsattempttocommunicatedirectlywithpotentialreceivers,bypassingthechainofcommand.Copyright©2011PearsonCanadaInc.SlownessThechainofcommandcanbeveryslowespeciallyforhorizontalcommunicationbetweendepartments.Itisnotagoodmechanismforreactingquicklytocustomerproblems.Cross-functionalteamsandemployeeempowermenthavebeenusedtoimprovecommunicationbyshort-circuitingthechainofcommand.Copyright©2011PearsonCanadaInc.Manager-EmployeeCommunicationTheone-to-oneexchangeofinformationbetweenabossandanemployee.Akeyelementinupwardanddownwardcommunicationinorganizations.Perceptionsthatmanagersaregoodcommunicatorsarepositivelycorrelatedwithorganizationalperformance.Copyright©2011PearsonCanadaInc.HowGoodIsManager-EmployeeCommunication?Managersandemployeesoftendifferintheirperceptionsofthefollowingissues:Howemployeesshouldanddoallocatetime.Howlongittakestolearnajob.Theimportanceemployeesattachtopay.Theamountofauthoritytheemployeehas.Copyright©2011PearsonCanadaInc.HowGoodIsManager-EmployeeCommunication?(continued)Theemployee’’sskillsandabilities.Theemployee’’sperformanceandobstaclestogoodperformance.Themanager’sleadershipstyle.Copyright©2011PearsonCanadaInc.HowGoodIsManager-EmployeeCommunication?(continued)Theseperceptualdifferencessuggestalackofopennessincommunication,whichmightcontributetoroleconflictandambiguity.Alackofopennessincommunicationreducesemployeejobsatisfaction.Copyright©2011PearsonCanadaInc.BarrierstoEffectiveManager-EmployeeCommunicationWhatcausescommunicationproblemsbetweenmanagersandemployees?ConflictingRoleDemandsManymanagershavedifficultiesbalancingtaskandsocial-emotionalroledemands.Twoseparatemessagesthatfocusontaskandsocial-emotionalissueswillbemoreeffectivethanonemessagethatcombinesboth.Copyright©2011PearsonCanadaInc.BarrierstoEffectiveManager-EmployeeCommunication(continued)TheMumEffectThetendencytoavoidcommunicatingunfavourablenewstoothers.Itismorelikelywhenthesenderisresponsibleforthebadnews.Themumeffectappliestobothemployeesandmanagers.Copyright©2011PearsonCanadaInc.TheGrapevineAnorganization’sinformalcommunicationnetwork.Thegrapevinecutsacrossformallinesofcommunication.Thegrapevinedoesnotjustcommunicateinformationthroughwordofmouth.Organizationsoftenhaveseveralgrapevinesystems.Copyright©2011PearsonCanadaInc.TheGrapevine(continued)Transmitsinformationthatisrelevanttotheperformanceoftheorganizationaswellaspersonalgossip.Howaccurateisthegrapevine?Personalinformationandemotionallychargedinformationaremostlikelytobedistorted.Onlyaproportionofthosewhoreceivegrapevinenewspassiton.Copyright©2011PearsonCanadaInc.WhoParticipatesintheGrapevine?Personalitycharacteristicsplayaroleingrapevineparticipation.Thenatureoftheinformationalsoinfluenceswhochoosestopassiton.ThephysicallocationoforganizationalmembersisalsorelatedtotheopportunitytobothreceiveandtransmitinformationviathegrapevineCopyright©2011PearsonCanadaInc.ProsoftheGrapevineIsthegrapevinedesirablefromtheorganization’’spointofview?Itcankeepemployeesinformedaboutimportantorganizationalmatters.Itcanprovideatestofemployeereactionstoproposedchangeswithoutmakingformalcommitments.Itcanserveasapotentinformalrecruitingsource.Copyright©2011PearsonCanadaInc.ConsoftheGrapevineThegrapevinecanbecomeaproblemwhenitbecomesaconstantpipelineforrumours.Arumourisanunverifiedbeliefthatisingeneralcirculation.Becausepeoplecannotverifytheinformationasaccurate,rumoursaresusceptibletoseveredistortionastheyarepassedfrompersontoperson.Copyright©2011PearsonCanadaInc.ConsoftheGrapevine(continued)Rumoursspreadfastestandfarthestwhen:theinformationisespeciallyambiguous,thecontentoftherumourisimportanttothoseinvolved,therumourseemscredible,andtherecipientisanxious.Copyright©2011PearsonCanadaInc.TheVerbalLanguageofWorkJargonreferstothespecializedlanguageusedbyjobholdersormembersofparticularoccupationsororganizations.Jargoncanbeanefficientmeansofcommunicatingwithpeersandprovidesatouchofstatustothosewhohavemasteredit.Itcanbeabarriertoclearcommunicationbetweendepartmentsandthoseoutsideoftheorganizationorprofession.Jargoncanbeintimidatingandconfusingtoneworganizationalmembers.Copyright©2011PearsonCanadaInc.TheNon-verbalLanguageofWorkNon-verbalcommunicationreferstothetransmissionofmessagesbysomemediumotherthanspeechorwriting.Majorformsofnon-verbalcommunicationinclude:BodylanguageProps,artifacts,andcostumesCopyright©2011PearsonCanadaInc.BodyLanguageBodylanguageisnon-verbalcommunicationthatoccursbymeansofthesender’sbodilymotionsandfacialexpressionsorthesender’sphysicallocationinrelationtothereceiver.Twoimportantmessagessentviabodylanguage:Theextenttowhichthesenderlikesandisinterestedinthereceiver.Thesender’sviewsconcerningtherelativestatusofthesenderandthereceiver.Copyright©2011PearsonCanadaInc.BodyLanguage(continued)Senderscommunicatelikingandinterestinthereceiverwhenthey:Positionthemselvesphysicallyclosetothereceiver.Touchthereceiverduringtheinteraction.Maintaineyecontactwiththereceiver.Leanforwardduringtheinteraction.Directthetorsotowardthereceiver.Copyright©2011PearsonCanadaInc.BodyLanguage(continued)Senderswhofeelthemselvestobeofhigherstatusthanthereceiveractmorerelaxedthanthosewhoperceivethemselvestobeoflowerstatus.Relaxationisdemonstratedby:thecasual,asymmetricalplacementofarmsandlegs;areclining,non-erectseatingposition;andalackoffidgetingandnervousactivity.Copyright©2011PearsonCanadaInc.BodyLanguage(continued)Thegreaterthedifferenceinrelaxationbetweentwoparties,themoretheycommunicateastatusdifferentialtoeachother.Peopleoftenattempttousenon-verbalbehaviourtocommunicatewithothers,justliketheyuseverbalbehaviour.Copyright©2011PearsonCanadaInc.BodyLanguage(continued)Thiscouldincludeshowingourtruefeelings,“editing”ourfeelings,ortryingtoactivelydeceiveothers.Oneareawherebodylanguagehasanimpactisontheoutcomeofemploymentinterviewdecisions.Increasedbodylanguagemightgivetheedgetoapplicantswhoareotherwiseequallywellqualified.Copyright©2011PearsonCanadaInc.Props,Artifacts,andCostumesNon-verbalcommunicationcanalsooccurthroughtheuseofvariousobjectssuchasprops,artifacts,andcostumes.Considerhowthefollowingcancommunicateinformationaboutanindividual:OfficedéécorandarrangementClothingCopyright©2011PearsonCanadaInc.OfficeDéécorandArrangementThedécorandarrangementofofficefurnitureconveysnon-verbalinformationabouttheoccupant.Personaldecorations,neatness,andadeskplacedagainstawallmadestudentsfeelmorewelcomeandcomfortableinaprofessor’soffice.Middlemanagershavebeenfoundtouseofficedéécorto““profile””theidentityandstatusofofficeoccupants.Copyright©2011PearsonCanadaInc.DoesClothingCommunicate?Theclothingorganizationalmemberswearsendssignalsabouttheircompetence,seriousness,andpromotability.Researchindicatesthatclothingdoescommunicate.Itcommunicatespartlybecauseoftheimpactithasonthewearer’’sownself-image.Copyright©2011PearsonCanadaInc.GenderDifferencesinCommunicationDomenandwomencommunicatedifferently?Genderdifferencesincommunicationstylesinfluencethewaythatmenandwomenareperceivedandtreatedintheworkplace.Genderdifferenceshavetheirorigininchildhood.Genderdifferencesincommunicationrevolvearoundthe““OneUp,OneDown””position.Copyright©2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)Menaremostconcernedaboutpowerdynamicsandusecommunicationasawaytopositionthemselvesinaone-upsituation.Womenaremoreconcernedwithrapportbuilding,andtheycommunicateinwaysthatavoidputtingothersdown.Asaresult,womenoftenfindthemselvesinaone-downposition,whichcanhaveanegativeeffectontherewardstheyreceiveandtheircareers.Copyright©2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)Thereareanumberofkeydifferencesinmaleandfemalecommunicationstylesandritualsthatoftenplacewomeninaone-downposition:GettingcreditMenaremorelikelythanwomentoblowtheirhornaboutsomethinggoodtheyhavedone.ConfidenceandboastingMentendtobemoreboastfulaboutthemselvesandtheircapabilitiesandtominimizetheirdoubts.Copyright©2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)AskingquestionsMenarelesslikelytoaskquestions.ApologiesMenavoidritualapologiesbecauseitisasignofweakness.FeedbackMenaremorebluntandstraightforward.Copyright©2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)ComplimentsWomenaremorelikelytoprovidecompliments.RitualoppositionMenoftenuseritualoppositionasaformofcommunicationandtoexchangeideas.Copyright©2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)ManagingupanddownMenspendmuchmoretimecommunicatingwiththeirsuperiorsandtalkingabouttheirachievements.IndirectnessWomentendtobeindirectwhengivingorders.Copyright©2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)Thedifferencesincommunicationstylesbetweenmenandwomenalmostalwaysreflectnegativelyonwomenandplacetheminaone-downposition.Needtorecognizethatpeoplehavedifferentlinguisticstylesandtobeflexibleandadjustyourstyletoanygivensituation.Copyright©2011PearsonCanadaInc.Cross-CulturalCommunicationManyofthefailuresinbusinessandmanagementstemfromproblemsincross-culturalcommunication.Importantdimensionsofcross-culturalcommunicationinclude:LanguagedifferencesNon-verbalcommunicationEtiquetteandpolitenessSocialconventionsCulturalcontextCopyright©2011PearsonCanadaInc.LanguageDifferencesCommunicationisgenerallybetterbetweenindividualsorgroupswhosharesimilarculturalvalues.Speakingthesamelanguageisnoguaranteeofperfectcommunication.Learningasecondlanguageshouldfacilitatecross-culturalcommunication.Copyright©2011PearsonCanadaInc.Non-verbalCommunicationacrossCulturesTherearemanydifferencesinnon-verbalcommunicationacrosscultures.FacialexpressionsPeoplearegoodatdecodingbasic,simpleemotionsinfacialexpressions,evenacrosscultures.However,someculturesfrownonthedisplayofnegativefacialexpressions.Copyright©2011PearsonCanadaInc.NonverbalCommunicationAcrossCultures(continued)GesturesGesturesdonottranslatewellacrossculturesbecausetheyinvolvesymbolismthatisnotshared.GazeThereareconsiderablecross-culturaldifferencesintheextenttowhichitisconsideredsuitabletolookothersdirectlyintheeye.Copyright©2011PearsonCanadaInc.NonverbalCommunicationAcrossCultures(continued)TouchInsomecultures,peopletendtostandclosetooneanotherandoftentoucheachotherwhileinotherculturespeoplepreferto““keeptheirdistance.””Copyright©2011PearsonCanadaInc.EtiquetteandPolitenessacrossCulturesCulturesdifferinhowetiquetteandpolitenessareexpressed.Thisofteninvolvessayingthingsthatonedoesnotliterallymean.Carefuldecodingisnecessarytoavoidconfusionandembarrassment.Copyright©2011PearsonCanadaInc.SocialConventionsacrossCulturesThereareanumberofsocialconventionsthatvaryacrossculturesandcanleadtocommunicationproblems.NorthAmericansfavourdirectnessandbeingspecificabouttheissueathand.Greetingsandhowpeoplesayhelloalsovaryacrosscultures,andthesedifferencescanleadtomisunderstandings.Copyright©2011PearsonCanadaInc.SocialConventionsAcrossCultures(continued)Whatindividualsconsideraproperdegreeofloudnessforspeechalsovariesacrosscultures.Whatpeopleconsiderproperpunctualityalsovariesaroundtheworld.Thepracticeofnepotism,favouringone’srelativesinspiteoftheirqualifications,isgenerallyfrownedoninmoreindividualisticcultures.Inmorecollectivecultures,peopleareexpectedtohelptheirrelatives.Copyright©2011PearsonCanadaInc.CulturalContextCulturalcontextistheculturalinformationthatsurroundsacommunicationepisode.Contextisalwaysimportantinaccuratelydecodingamessage.Culturesdifferintheimportancetowhichcontextinfluencesthemeaningtobeputoncommunications.Copyright©2011PearsonCanadaInc.High-versusLow-ContextCulturesCopyright©2011PearsonCanadaInc.CulturalContext(continued)Inhigh-contextcultures,themessagecontainedincommunicationisstronglyinfluencedbythecontextinwhichthemessageissent.Inhigh-contextcultures,literalinterpretationsareoftenincorrect.Copyright©2011PearsonCanadaInc.CulturalContext(continued)Inlow-contextcultures,messagescanbeinterpretedmoreliterallybecausemoremeaningresidesinthemessagethaninthecontextinwhichthecommunicationoccurs.Copyright©2011PearsonCanadaInc.CulturalContext(continued)Differencesintheimportanceofcontextacrosscultureshaveimplicationsfororganizationalcommunication:Peoplefromhigh-contextcultureswanttoknowaboutyouandyourcompanyingreatdetail.Gettingtothepointquicklyisnotastyleofcommunicationthatpeopleinhigh-contextculturesfavour.Copyright©2011PearsonCanadaInc.CulturalContext(continued)Age,seniority,andstatusofthecommunicatorarevaluedinhigh-contextculturesandareimportantcontextualfactorsthatgivecredibilitytoamessage.Peoplefromlow-contextculturesfavourverydetailedbusinesscontracts.Forthem,themeaningisinthemessageitself.High-contextculturesplacelessemphasisonlengthycontractsbecausethecontextinwhichthedealissealediscritical.Copyright©2011PearsonCanadaInc.Computer-MediatedCommunicationDoescommunicatingelectronicallydifferfromcommunicatingface-to-face?Informationrichnessreferstothepotentialinformation-carryingcapacityofacommunicationmedium.Communicationmediacanberankedintermsoftheirinformationrichness.Copyright©2011PearsonCanadaInc.Computer-MediatedCommunication(continued)Face-to-facetransmissionofinformationisveryhighinrichness.Atelephoneconversationisalsofairlyrichbutlimitedtotheaudiochannel.Communicatingvianumericcomputeroutputlacksrichnessbecauseitisimpersonalandusesonlynumericlanguage.Copyright©2011PearsonCanadaInc.Computer-MediatedCommunication(continued)Twoimportantdimensionsofinformationrichness:Thedegreetowhichinformationissynchronousbetweensendersandreceivers.Theextenttowhichbothpartiescanreceivenon-verbalandparaverbalcues.Copyright©2011PearsonCanadaInc.CommunicationMediaArrangedAccordingtoSynchronizationandCueAvailabilityCopyright©2011PearsonCanadaInc.Computer-MediatedCommunication(continued)Highlysynchronouscommunication,suchasface-to-facespeech,istwo-way,inrealtime.Memos,letters,andevene-mailsareessentiallyaseriesofone-waymessages.Face-to-faceinteractionandvideo-conferecningarehighinnon-verbalandparaverbal(e.g.,toneofvoice)cues,whichareabsentintext-basedmedia.Copyright©2011PearsonCanadaInc.Computer-MediatedCommunication(continued)E-mail,chatsystems,teleconferencing,andvideo-conferencingareclassifiedascomputer-mediatedcommunication(CMC)inthattheyrelyoncomputertechnologytofacilitateinformationexchange.Byalmostanycriterionotherthangeneratingideas,computer-mediatedgroupsperformmorepoorlythanface-to-facegroups,atleastwhentheymeetforonlyasinglesession.Copyright©2011PearsonCanadaInc.Computer-MediatedCommunication(continued)Computer-mediateddecisiongroupsgenerallytakemoretimeandgraduallydevelopincreasedtrustandcooperationoverrepeatedmeetingsessions.Lessroutinecommunicationrequiresrichercommunicationmedia.Importantdecisions,news,intendedchanges,controversialmessages,andemotionalissuesgenerallycallforricher(i.e.,face-to-faceorvideo)media.Copyright©2011PearsonCanadaInc.PersonalApproachestoImprovingCommunicationDevelopingyourcommunicationskillsisjustassensibleasdevelopingotherskills.Improvementsincommunicationskillsarereinforcing.Whenyoucommunicatewell,peoplegenerallyrespondtoyouinapositiveway.Poorcommunicationcanprovokeanegativeresponsethatisself-perpetuating.Copyright©2011PearsonCanadaInc.BasicPrinciplesofEffectiveCommunicationTaketheTimeGoodcommunicationtakestime.Managershavetodevoteextraefforttodevelopinggoodrapportwithemployees.BeAcceptingoftheOtherPersonBeacceptingoftheotherpersonasanindividualwhohastherighttohavefeelingsandperceptionsthatmaydifferfromyourown.Copyright©2011PearsonCanadaInc.BasicPrinciplesofEffectiveCommunication(continued)DoNotConfusethePersonwiththeProblemItisgenerallyusefultobeproblem-orientedratherthanperson-oriented.Bemoredescriptivethanevaluative.SayWhatYouFeelMakesureyourwords,thoughts,feelings,andactionsexhibitcongruence–thattheyallcontainthesamemessage.Copyright©2011PearsonCanadaInc.BasicPrinciplesofEffectiveCommunication(continued)ListenActivelyGoodcommunicatorsemployactivelistening.Activelisteningisatechniqueforimprovingtheaccuracyofinformationreceptionbypayingcloseattentiontothesender.Copyright©2011PearsonCanadaInc.ActiveListeningTechniquesWatchyourbodylanguage.Paraphrasewhatthespeakermeans.Showempathy.Askquestions.Waitoutpauses.Copyright©2011PearsonCanadaInc.BasicPrinciplesofEffectiveCommunication(continued)GiveTimelyandSpecificFeedbackWhenyouinitiatecommunicationtoprovideotherswithfeedbackabouttheirbehaviour,doitsoonandbeexplicit.Saywhatwasgoodabouttheperson’spresentationtotheclient,andsayitsoon.Copyright©2011PearsonCanadaInc.WheninRome……People’’sbasicskillssometimesdeterioratewhentheygetnervousaboutacross-culturalencounter.Principlesforcross-culturalcommunicationinclude:Assumedifferencesuntilyouknowotherwise.Recognizedifferenceswithincultures.Watchyourlanguage(andtheirs).Copyright©2011PearsonCanadaInc.AssumeDifferencesUntilYouKnowOtherwiseInacross-culturalsituation,weshouldassumethatdifferencesexistuntilweareprovenwrong.BeparticularlyalertwhendealingwithproficientEnglishspeakersfromculturesthatemphasizeharmonyandavoidanceofconflict.Copyright©2011PearsonCanadaInc.RecognizeDifferenceswithinCulturesAppreciatingdifferencesbetweenculturescansometimesblindustothedifferencesamongpeoplewithinaculture.Thereareoccupationalandsocialclassdifferencesinothercountriesjustlikethereareathome.Copyright©2011PearsonCanadaInc.WatchYourLanguage(andTheirs)UnlessthepersonwithwhomyouarecommunicatingisveryfluentinEnglish,speakparticularlyclearly,slowly,andsimply.Avoidcliches,jargon,andslang.Copyright©2011PearsonCanadaInc.OrganizationalApproachestoImprovingCommunicationOrganizationaltechniquesthatcanimprovecommunicationinclude:360-DegreeFeedbackEmployeeSurveysandSurveyFeedbackSuggestionSystemsandQuerySystemsTelephoneHotlines,Intranets,andWebcastsManagementTrainingCopyright©2011PearsonCanadaInc.360DegreeFeedbackAlsoknownasmultisourcefeedback,itreferstoperformanceappraisalthatusestheinputofsupervisors,employees,peers,andclientsorcustomersoftheappraisedindividual.Usuallyfocusesonrequiredbehaviouralcompetenciesratherthanbottom-lineperformance.Usedforemployeedevelopmentratherthansalarydetermination.360-degreefeedbackhasbeenshowntoleadtoperformanceimprovements.Copyright©2011PearsonCanadaInc.EmployeeSurveysandSurveyFeedbackAnemployeesurveyisananonymousquestionnairethatenablesemployeestostatetheircandidopinionsandattitudesaboutanorganizationanditspractices.Theyareespeciallyusefulwhentheyareadministeredperiodically.Whensurveyresultsarefedbacktoemployees,alongwithmanagementresponsesandplansforchanges,itshouldenhancedownwardcommunication.Copyright©2011PearsonCanadaInc.SuggestionSystemsandQuerySystemsSuggestionsystemsareprogramsdesignedtoenhanceupwardcommunicationbysolicitingideasforimprovedworkoperationsfromemployees.Simplestexampleinvolvestheuseofasuggestionbox.Goodprogramsrewardemployeesforsuggestionsthatareactuallyadoptedandprovidefeedbackastohowmanagementevaluatedeachsuggestion.Copyright©2011PearsonCanadaInc.SuggestionSystemsandQuerySystems(continued)Querysystemsprovideaformalmeansofansweringquestionsthatemployeesmayhaveabouttheorganization.Theyfostertwo-waycommunicationandaremosteffectivewhenquestionsandanswersarewidelydisseminated.Copyright©2011PearsonCanadaInc.TelephoneHotlines,Intranets,andWebcastsManyorganizationshaveadoptedtelephonehotlinestofurthercommunication.Somehotlinesuseanewsformattopresentcompanyinformation.Theyareespeciallyvaluableattimesofcrisis.Copyright©2011PearsonCanadaInc.TelephoneHotlines,Intranets,andWebcasts(continued)Manycompaniesusetheircorporateintranetportalsasameansofcommunicatingimportantannouncementsorengagingemployeesinelectronicdiscussions.Corporatewebcastingisarichcommunicationmediumwhichallowsforthebroadcastingofbothaudioandvideoandcanreachemployeeslocatedanywhereintheworldandcanalsobemadeavailableafterthefact.Copyright©2011PearsonCanadaInc.TelephoneHotlines,Intranets,andWebcasts(continued)Toreducecostsandenhancecommunication,someorganizationsusepodcasts.Thebenefitofpodcastsisthatthereisnoneedforcameraequipment.Asimplerecordingoftheaudiopresentationwillsuffice.Copyright©2011PearsonCanad