CHAPTER 10: Communications Flashcards
Organizational Communication
Process by which information is exchanged between a sender and a receiver
Organizational Communication: types
Formal or informal, verbal or non-verbal
Organizational Communication: flow directions
- e.g., company-wide email from CEO (downward)
- Employee suggestions/ideas (upward)
- Communication between workgroups (horizontal)
Effective Communication
The right people receive the right information in a timely manner
Encoding
The sender translates thoughts into a message
Decoding
The receiver interprets the message
Noise
anything that can impede or hinder effective communication
filtering
a sender manipulating information so that it will be seen more favorably by the receiver
selective perception
receivers in the communication process selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics.
defensiveness
individuals interpret another’s message as threatening, they often respond in ways that inhibit effective communication
language
words mean different things to different people
Voice
The constructive expression of disagreement or concern about work unit or organizational practices.
* More than just a complaint - a constructive suggestion for improvement
* Positively related to job performance and creativity
Mum Effect
Avoiding communication of bad news to prevent negative reactions.
Antecedents to Voice
Needs to be a psychologically safe environment
Voice is positively related to:
* Extraversion
* Conscientiousness
* Job satisfaction, satisfaction with supervisor
* Organization justice
* Identification with organization
Challenges for Upward Communication
- e.g., suggestion boxes, hotlines, etc.
Make sure employees know that management wants to hear them, put mechanisms in place to ensure this, listen, and respond!
High quality feedback is
specific, accurate, complete, consistent over time, and actionable/useful.
Giving Feedback - Tips
- intend to be helpful
- do not evaluate – describe behaviors and their effects
- provide specific examples
- keep in mind that the receiver must be able to take concrete action based on the feedback
- try to understand how you or the group may be contributing to the receiver’s behaviors (by active listening)
- indicate a sincere willingness to help
Receiving Feedback - Tips
- try to understand feedback
- try to avoid becoming defensive
- assume the feedback giver is trying to be helpful
- ask for clarification and examples if needed
- summarize by rephrasing the feedback
- take responsibility for any behaviors that you agree might have been unhelpful and show a sincere willingness to modify these behaviors don’t take it personally
