• comm is unavoidable 
• operates on 2 levels
• is irreversible
• is a process
• is not a panacea

• Important in all jobs
• lead to promotability 
• add to success
• in top 10 qualities or skills wanted by employers

Nature of Comm

Communication Contexts

• physical 
• social
• chronological
• cultural

• utilitarian approach
• rights approach
• common-good approach
• virtue approach
• professional ethic
• publicity test

Using communication networks

Types of downward Comm

• job instructions
• job rationale
• procedures and practices
• feedback
• indoctrination 

Using Comm Networks

Messages Of Upward Comm

• what subordinates are doing
• unsolves work problems
• suggestions for improvements 
• how subordinates feel

Using Comm Networks

Purposes of horizontal Comm

• Task Coordination
• Problem solving
• sharing information
• conflict resolution
• building rapport

Using Comm Networks

Functions of informal networks

• Confirming formal messages
• expanding on formal messsages
• expediting formal messages
• contradiction official messages
• circumventing formal channels

Using Comm networks

Cultivating Personal Networks 

• Help others
• get referrals to secondary sources
• seek mentor

Using Comm Networks

Cultivating Personal networks 2

• view everyone as prospect
• be sensitive to personal and cultural factors
• treat contacts with gratitude and respect

• face to face comm
• telephone and voice
• teleconfrencing and videoconfrencing
• email and written comm

Face to face and electronic comm channels

characteristics of written comm

• permanent 
• easier to understand
• composed in advance
• less prone to errors

Face to Face and Electronic Comm Channels

Choosing Comm Channel

• consider desired tone 
• consider organization's culture
• consider using multiple channels

• Changing demographics 
• increased multi-national companies
• global talent prioritized

• Learned not innate
• invisible to those accustomed to particular culture

Customs and Behavior
Formality
social customs

-greetings 

-business cards

-gift giving

-socializng

Styles of dress

time

-monochronic

-polychronic

tolerance for conflict

gender roles

High Context

-meaning conveyed subtly

     -save face

     -social harmony

Low Context

-meaning conveyed by words spoken 

• Individualism
• Collectivism

• Power Distance
• Uncertainty avoidance
• task orientation vs. social orientation
• short-term orientation vs. long-term orientation

• language
• reional differences
• ethnicity
• talk and silence
• conflict
• disclosure 
• nonverbal standards

CO-Cultural Dimensions of Diverse Society

Generational Differences

CO-Cultural dimensions of diverse society

disabilities

• guidelines for communicating
• people with and without diabilities

Diversity and Ethical Issues

Responding to challenges 1

• Avoiding 
• Accomadating
• Forcing

Diversity and Ethical Issues

Responding to Challenges 2

• Educating-persuading 
• negotiation-compromising
• collaboration-problem solving

• become culturally literate
• view diversity as opportunity
• avoid ethnocentrism
• dont condescend
• create dialogue 

• Sociability
• Power distribution and job autonomy
• degree of structure
• achievement rewards

• Opportunities for growth 
• tolerance for risk and change
• conflict tolerance
• emotional support

Organizational Culture and Career Planning 

Learn about company's culture by:

• studying physical setting
• read what company says about itself
• observe comm practices
• interview company people
• learn how people spend their time

• most frequent skill used at work
• affects quality, productivity, and costs
• good listeners are more successful

Barriers to effective listening

• Physiological barriers
• Environmental Barriers
• Attitudinal Barriers
• false assumptions
• Sociocultural differences

Barriers to effective listening

Physiological barriers

• Hearing Problems
• Rapid Thought

Barriers to effective listening 

Environmental barriers

• Physical distractions
• problems in channel
• message overload

Barriers to effective listening 

Attitudinal Barriers

• Preoccupation
• Egocentrism
• Fear of appearing ignorant 

Barriers to effective listening

false assumptions

• Effective communication is senders responsibility
• listening is passive
• talking has more advantages

Barriers to Effective List.

Sociocultural Differences 

• cultural differences
• gender differences
• lack of training 

• people oriented
• action-oriented
• content-oriented
• time- oriented

• Midless listening 
• Mindful listening 

Listening more effectively 

Listening to Understand 

• withhold judgement 
• talk and interrupt less
• ask questions
• sincere
• counterfeit 

Listening More Effectively 

Listening to Understand 2

• Paraphrasing 
• content 
• intent
• feeling
• Nonverbal Cues

Listening more effectively 

Listening to Evalute 

• Analyze speaker's evidence
• examine emotional appeals 

• Use Unequivocal terms to avoid misunderstands
• Equivocal terms
• Differing interpretations
• differing cultural values
• Use Lower-level abstractions
• low-level abstractions
• high-level abstractions
• relative words
• Use Slang with caution
• use jargon judiciously
• to save time
• to add credibility
• avoid business buzzwords
• Use strategic ambiguity 
• to promote harmony
• to soften difficult messages
• to make a point indiractly 
• Clarity and Ambiguity 
• Choose optimum degree of powerful language
• types of less powerful language

Verbal Messages

Inflammatory Language

• Avoid biased language
• beware of trigger words

Verbal Mesages

Feminine Speech 

• Rapport Talk
• expressive tool
• supportive
• tentative

Verbal Messages 

Masculine speech

• report talk
• instumental tool
• advice 
• assertive 
• dominant 

Verbal Messages 

Meeting Gender-Related Language Challenges

• Be aware of different styles
• switch styles
• combine styles

Nonverbal Comm

Characteristics

• Always has communicative value
• is powerful
• is ambiguous

Nonverbal Comm

Characteristics

• Primarily expresses attitudes
• affects career success
• is culture-bound

• Face and Eyes
• Facial Expression
• Eye contact
• Time 
• use of time
• variations in culture
• Voice
• paralanguage
• Appearance 
• Attractiveness 
• clothing
• choosing work wardrobe
• Posture and Movement 
• Personal Space and Distance
• Reflects attitudes 
• creates feelings
• indicates power

• Physical Environment
• privacy
• noise
• odors
• children
• illness

Nonverbal Comm

Improving NV effectiveness

• Moniter your behavior
• deomstrate interest in others
• be positive
• observe conventions

• Quid pro quo
• hostile work environment 

• consider dismissing
• tell harasser to stop
• keep notes 
• write letter

• Ask for 3rd party intervention
• use company channels
• file legal complaint 

Building Positive Relationships

• Interpersonal skills important at work
• emotional intelligence
• social intelligence

Building Pos. R

Communication Climate

• Positive climates
• negative climates
• messages
• confirming 
• disconfirming
• Use descriptive "i" language
• "you" language (evaluate
• "I" language
• Focus on solving problems, not controlling others
• be honest, don't manipulate
• show concern for others
• demonstrate attitude of equality
• keep open mind

Building Pos. Relationships

Giving Praise 

• Praise promptly
• make praise specific
• praise progress
• praise intermittently
• relay praise
• praise sincerely

Dealing with Criticism

Offering Constructive Feedback

• Consider Content 
• one topic
• accurate
• clearly defined 
• slow benefit
• Consider Sender
• Consider relational climate
• Positive relationship
• partial responsiblity
• offer to help
• Consider delivery
• deliver in face-saving manner
• avoid looking and sounding judgemental 

Dealing with Criticism 

Responding to Criticism 

• Seek more information
• Examples or clarification
• guess about details 
• paraphrase 
• ask what critic wants
• agree with criticism 
• facts 
• perception
• common ground
• work for cooperative solution

Managing Conflict 

Topics of Conflict 

• Topic at hand 
• process 
• realtional issues
• ego-identity issues

Managing Conflict 

Approaches to conflict 

• Avoiding 
• accommodating
• collaborating
• competing
• compromising 

Managing Conflict 

Handling conflict constructively 

• Negotiation 
• win-lose
• lose-lose
• compromise
• win-win

Managing Conflict 

Handling conflicts constructively 

Preparing to negotiate

• Clarify your interests and needs
• consider your best time
• consider cultural differences
• prepare your statement 

Managing Conflict

Handling conflicts constructively

conducting negotiation

• identify both parties goals
• brainstorm solutions
• evaluate solutions
• implement and follow up solutions 

• Teams are essential
• advantages of teams
• productivity
• accuracy
• greater commitment
• greater enthusiasm

Nature of Teams

Characteristics of work groups

• Size
• Interaction
• Shared Purpose
• interdependence 
• regular interaction and communication
• identity

Nature of Teams 

What makes a team? 

• Clear and inspiring shared goals
• results-driven structure 
• competent team member
• unified commitment 
• collaborative climate
• standards of excellence 
• external support and recognition
• principled leadership

Nature of Teams 

Virtual Teams

• Advantages
• Efficiency
• leveling status
• can meet in real time
• can use asynchronous meeting 

Leadership and Influence in groups and teams 

Centralized Leadership

• Trait Approach
• Style Approach
• authoritarian
• democratic
• laissez-faire
• Contingency Approaches
• Leader member relations
• task structure
• leader's power
• Life cycle theory

Leadership and Influence in groups and teams 

Becoming a leader

• Emergent Leaders
• Theory of residues
• Lateral Leadership

Leadership and Influence in....

Power and influence of members

• Position Power
• Coercive Power
• Reward Power
• Expert Power
• Referent Power
• Information Power
• Connection Power

Problem-solving Comm

Systematic Problem solving

• Define Problem
• Probative question
• Anayze problem
• questions to ask
• Reflective thinking sequence
• establish criteria for solution 
• consider possible solutions 
• decide on solution
• implement solution
• follow up on solution

Problem solving comm

Stages in group problem solving 

• Orientation phase- Forming
• conflict phase- storming
• emergence stage- norming
• reinforcement phase- performing 

Problem solving comm

Functional role analysis 

Problem solving comm

decision making methods

• Consensus 
• majority vote
• minority decision
• expert opinion
• authority rule 

Problem solving comm

Choice of decision making method 

• type of decision
• importance
• available time
• personal relationships 

• Recognize group and personal goals 
• Hidden agendas
• Promote desirable norms
• establish norms early
• comply with established norms 
• Promote Optimal level of cohesiveness 
• shared/compatible goals
• progess towards goald
• shared norms or values
• minimal threat amoung members
• interdependence 
• competition from outside group
• shared group experiences

Effective Comm in groups and teams 

avoid excessive

• Conformity
• Groupthink
• risky shift
• cohesive groups most at risk 

Effective Comm in Groups and Teams

Encourage Creativity 

Brainstorming 

• Brainstorming 
• Rules of Brainstorming
• avoid evaluation at first
• seek quantity of ideas
• seek new combinations
• Brainstorming process
• generate possible solutions
• eliminate duplicate ideas
• evaluate ideas 

• Are common
• are costly
• are not always productive
• contribute to organization's culture

• Information-sharing
• problem-solving or decision making
• ritual activities
• virtual meetings
• teleconfrences
• videoconferences 

Planning problem solving meeting 

When to hold meeting 

• task is beyond one person's capacity
• info
• time
• Interdependent taks
• more than one decision or solution
• likely to have misunderstandings or reservations 

Planning problem solving meeting

setting agenda 

• Topics covered in meeting
• questions to ask
• tasks in meeting
• important conversations
• information to begin
• Agenda Items
• Time, Length, location
• participant
• background info
• Agenda Items 
• Items and goals
• result-oriented 
• specific
• realistic
• pre meeting work 
• Order of Angeda Items 

Conducting Meeting 

Beginning 

• Identify goals
• provide bakground
• show how group can help
• preview meeting
• identify time constraints

Conducting Meeting

Conducting Business

Parliamentary procedure

Conducting Meeting 

Conducting Business

Parliamentary procedure

• order of business
• reading minutes
• reports
• unfinished business
• new business
• motions

Conducting Meeting

Conducting business 

Participation

• Use normal group technique
• have member take turns
• use questions
• overhead
• direct
• reverse
• relay

Conducting Business 

Keeping discussions on track 

• remind group of time pressure
• summarize and redirect discussion 
• use relevancy challenges
• promise to address good ideas later 

Conducting Business

Keeping Positive Tone 

• ask questions 
• paraphrase
• check understanding 
• allow for elaboration 
• enhance value of comments
• acknowledge idea's merits
• explain your concerns
• build on idea or ask for suggestions 
• Pay attention to cultural factors 

Conducting Meeting 

Concluding 

When to close meeting 

• at scheduled closing time
• group lacks resources to continue
• agenda has been covered

Conducting Meeting

Concluding

How to Conclude

• signal ending time
• summarize accomplishments and future actions
• thank group

• Build agenda for next meeting 
• follow up on other members
• complete your assignments 

• Pervasive
• can be formal or informal
• more important as career prgresses
• may affect accpetance of ideas
• internal or external audiences
• different kinds and demands 

presentation

analyzing situation

audience

• Key members
• how much they know
• what they want to know
• personal preferences
• significant demographics 
• gender 
• age
• cultural background
• group size
• attitudes
• toward speaker
• toward subject 

Presentation

analyzing situation

yourself as speaker

• your goal 
• your knowledge
• your feelings about topics

Presentation

Analyzing Situation

Occassion

General Goals

• Informative 
• persuassive
• entertain

Specific goals 

• goal statement 
• whom to influence 
• what they should think or do
• how, when, where
• describe reaction you seek
• be specific 

Setting goal and developing thesis 

Thesis statement 

two steps 

• identify key points
• deciding on organization 

Brainstorming Ideas

• helps identify key points
• helps identify support

Organizing Body

basic organizational plan

• intro 
• body
• minimum of 2 points
• maximum of 5 points
• conclusion 

• Identify main points and subpoints
• from brainstorming 
• from research

Organizing Body 

choosing best organizational pattern

informative presentations

• Chronological 
• spatial
• topical
• cause-effect

organizing body 

for persuassive presentations

• problem-solution
• criteria satisfaction
• comparative advantages
• motivated sequence

Organizing Body

Choosing best organizational pattern

Motivated sequence steps 

• attention
• need
• satisfaction
• visualization
• action 

Organizing body

rules for main points

• Stated as claims
• develop thesis
• use 2 to 5
• state in parallel structure
• contain one idea

Planning intro and conclusion 

Functions of Intro

• Captures listeners attention
• give audience reason to listen
• set tone for topic and setting
• establish qualifications
• introduce thesis and preview presentation 

Planning Intro and Conclusion

Types of Opening Statements 

• ask questions
• rhetorical 
• overt response
• Tell story
• present quotation
• make startling statement 
• refer to audience
• refer to occassion
• use humor 
• appropriate to topic
• appropriate to occassion
• appropriate for audience 

Planning intro and conclusion

Functions of conclusion 

• review 
• review thesis
• summarize main point
• Closing Statement 
• create favorable impression
• give sense of completion 

Planning intro and conclusion 

types of closing statements 

• use techniques used for gaining attention
• return to theme of opening statement 
• appeal for action
• end with challenge 

Adding Transitions 

Functions of transitions 

• promote clarity
• emphasize important ideas
• keep listeners interested

Adding Transitions

Characteristics of effective transitions

• refer to preceding and upcoming ideas
• bridge between points
• call attention to themselves 

• Task coordination
• problem solving
• sharing info
• conflict resolution
• building rapport 

• rivalry 
• specialzation
• information overload
• physical barriers
• lack of motivation 

Face to face and electronic comm

advantages 

• richness (amount of channels available)
• speed
• control
• personal quality 

the leader could choose a way effectively communicating

 Authoritarian: using legit, coercive and reward power at their disposal.

Democratic: inviting member to help make decisions

Laissez-faire: giving up power so the group is leaderless 

based on the idea that the "best" leadership style is flexible-it changes form one situation to the next 

1: leader member relations

Emergent Leaders 

Method of Residues

a process of elimination in which potential candidates are graduallly rejected for one reason or another until only one remains. 

2 phases:

1: member who who are clearly unsuitable are rejected

-quiet, or dogmatism

3: lack of intellegience