Chapter 13 Notes
Chapter 13 Notes MGMT 340
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This 5 page Class Notes was uploaded by Vishal Gulati on Tuesday September 13, 2016. The Class Notes belongs to MGMT 340 at University of Illinois at Chicago taught by Peter B. Thompson in Fall 2016. Since its upload, it has received 8 views. For similar materials see Introduction to Organizations in Management at University of Illinois at Chicago.
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Date Created: 09/13/16
Pg 1 Chapter 13 Study guide Be aware of how you communicate Managers spend at least 80 percent of every working day in direct communication with others. The other 20 percent is doing a desk work 131 Communication is the manager's job ● Communication is the process by which information is exchanged and understood by two or more people, usually with the intent to influence or motivate behavior. ● Message is a purpose to be conveyed ● The purpose of communication is to influence behavior 131B Complication is not just sending information, but sharing information in a planned way. Honoring this distinction between sharing and proclaiming Exhibit 13.2 ● Representing a thought or purpose ● Each of us has our own dictionary in our heads. Gestures, facial emotions, body language ● Sender: formulate message; interpret message ● message : verbal and nonverbal symbols ● Receiver: interpret message; formulate message ● message : verbal and nonverbal symbols Story: Something was stole and the teacher was interviewing students who was suspected and one of the student who got interviewed looked down was blamed. Turns out in the culture of puerto ricans was to look down not to look into the eyes of an adult ● The message is the tangible formulation of the thought or idea sent to the employee ● the channel is the medium by which the message is sent. The channel might be a telephone call, an email message, a formal report, or a facetoface conversation. ● The employee decodes the symbols to interpret the meaning of the message. ● Feedback occurs when the employee responds to a manager’s communication with a return message 132a Open communication climate ● Open communication means sharing all types of information throughout the organization, across functional and hierarchical boundaries. Pg 2 ● In a centralized network, team members must communicate through one individual to solve problems or make decisions. ○ Centralized communication can be effective for large teams because it limits the number of people involved in decision making. ● In a decentralized network, individuals can communicate freely with other team members. ○ Members process information equally among themselves until all agree on a decision. ○ Decentralized communication is best for complex, difficult work environments where teams need a free flow of communication in all directions. ● Lack of information fueled rumors and damaged morale. ● People that rely on rumors and will often to assume the worst ● When people have access to complete information they are more likely to come help with creative solutions to problems and make decisions that are good for the company ● Being transparent helps the organization Gender differences in communication ● 70 percent of communication occur nonverbally ● When a man nods, it means he agrees when a woman nods, it communicates that she is listening. ● When woman establish status they do it to whos popular girls ● When men do it, everyone's included but you better know your place. Who out ranks who Ex. bringing your brother to a soccer game. Younger brother doesn't get picked till last which mean. ● Sports talk: Did you see the game? They are not sharing info but they are just showing off Pg 553 The Hierarchy of channel richness ● Channel richness is the amount of information that can be transmitted during a communication episode ○ the ability to handle multiple cues simultaneously; ○ the ability to facilitate rapid, twoway feedback; and ○ the ability to establish a personal focus for the communication. ● Managers use email or text messaging to avoid the emotional discomfort of a real time conversation, hiding behind their computers to send rebukes or criticism that they would never deliver in person 132c Communication to persuade and influence others ● Although communication skills have always been important to managers, the ability to persuade and influence others is even more critical today. Pg 3 ● Managers should describe the benefits that employees will experience by embracing a new policy ● A manager's credibility is based on knowledge, expertise and interpersonal skills. ● The term communication apprehension describes this avoidance behavior and is defined as “an individual’s level of fear or anxiety associated with either real or anticipated communication.” ● Establish credibility ● Build goals on common ground ● Connect emotionally ● Use multiple media to send important messages 132d communicating with candor ● say what you mean mean what you say ● Use “I statements. “ To communicate with candor, you should keep the focus on the specific perception you have ,how it makes you feel and the effect it's having on you, rather than accusing to blaming the other person ● Story: Structure of i statement: State a fact, state the feeling, describe the consequence, what you want ● Stick to facts rather than judgments ● Be clear, specific, and direct in you requests ● Communicating with candor is an important part of creating an open communication ● Disagreeing takes more guys ● Make it a point to disagree. Don’t shoot messenger 132e Asking Questions ● Most managers do 80 percent telling and 20 percent asking, while it should be the other way around. ● Builds trust and openness between managers and employees ● Builds critical thinking skills ● Questions stimulate the mind and give people a chance to make a difference 132f ● Of all the competencies critical to successful managerial communication, listening is at the top of the test. ● Grasping both facts and feelings ● Listening involves the skill of grasping both e facts and feelings ● They concentrate on formulating what they are going to say next rather than on what is being said to them ● Some people want to to feeling heard ● Sympathy and empathy ● Our listening efficiency, as measured by the amount on what is being said to them Pg 4 132g Nonverbal communication ● Manager should be aware that their body language facial expressions, gestures, touch, and use of space ca can communicate a range of messages , from enthusiasm, warmth and confidence to arrogance, indifference, and displeasure ● Nonverbal communication refers to messages sent through human actions and behavior rather than through words Exhibit 13.5 Keys to effecive listening ● Listen actively ● Find areas of intrest ● Resist directions ● Capitalize on the fact that thought is faster ● Be responsive ● Judge content, not delivery ● Avoid pemature judgment ● Listen for ideas ● Work at listening ● Excersise ones mine Poor listnet 133a Formal communication channels ● Formal communication channels are those the flow within the chain of command or task responsibility defined by the organization. ● Company, Division, Team or group, Individual ● Be aware so you understand intercommunication ● Downward communication refers to messages sent from top management down to subordinates; upward communication includes messages that flow from the lower to the higher levels in the organization’s hierarchy ● Downward and upward communication: Vertically organized companies ● Horizontal communication : Sharing info across departments and levels: ○ is the lateral or diagonal exchange of messages among peers or coworkers and includes team communication. Exhibit 13.6 ● Information goes downward, upward, and horizontal communication in organizations. ● Put lists in notes How to communicate ● Build it before you need it ● Never eat lunch alone Pg 5 ● Make it a winwin ● Focus on diversity ● Blackout story 133 b personal communication channels ● Personal communication channels exist outside the formally authorized channels ● Personal networking refers to the acquisition and cultivation of personal relationships that cross departmental, hierarchical, and even organizational boundaries. ● Employees use grapevine rumor to fill in information gap[ and clarify management decisions. ● If a leader has his car to the ground, gossip can be a way for him to get a sense of what his employees are thinking or feeling. ● Connecting the dots ● Respect the reader: Sloppy writing indicates that you think your time is more important that of your readers ● Write clearly rather than impressively: don’t use pretentious or infated language ● Get a second opinion.: in all cases, read, and revise the memo. Exhibit 13.7 ● Stay calm listen hard ● Be visible ● Get the awful truth out ● Communicate a vision for the future ● Plan for disasters and for the unthinkable