Chapter 8 - Communicating with Employees

Question 1

The average supervisor spends 80% of the day in verbal communication

Answer 1

Face-to-face with an individual
Face-to-face with a group
Over the telephone
In written memos or letters
Through e-mail

Question 2

Communication is

Answer 2

“the exchange of information, facts, ideas, and meanings.”

Question 3

Components of communication

Answer 3

Sender
Message
Medium
Receiver
Feedback
Noise

Question 4

Nonverbal communication

Answer 4

Paralanguage
Body Language
Personal Space
Personal Style

Question 5

Paralanguage

Answer 5

Tone of voice
Pitch
Emphasis
Speed
Loudness
Pauses

Question 6

Body Language

Answer 6

Posture
Hand gestures
Facial expressions
Eye contact

Question 7

Personal Space

Answer 7

Proximity to comfort zone

Question 8

Personal style

Answer 8

Clothes
Way you carry yourself
Volume you use when speaking

Question 9

Barriers to effective communication - On the part of the sender

Answer 9

Lack of clarity about goal of message
Failure to adapt message to receiver
Failure to ask for feedback
Misinterpretation of feedback
Failure to clarify the message on the basis of feedback

Question 10

Barriers to effective communication - On the part of the receiver

Answer 10

Failure to hear entire message
Misinterpretation of message
Inattention, distraction, or emotion
Rejection because message contradicts beliefs or assumptions
Failure to ask for clarification

Question 11

Steps for improving communication

Answer 11

Think about who the receiver is and his or her emotional state.
Clarify your objective in sending message.
Make physical surroundings comfortable and free of distractions.
Review message in your head; consider meaning and clarity.
Use language and nonverbal cues that receiver will easily understand.
Ask for feedback.
Avoid defensiveness.

Question 12

Tips for giving feedback

Answer 12

Examine your motives.
Consider receiver’s readiness to hear feedback.
Remove external distractions.
Give feedback promptly.
Be descriptive rather than evaluative.
Describe concrete events; be specific.
Offer feedback, do not impose it.
Avoid overload; focus on what is most important.
Avoid emotional words and phrases.
Don’t avoid giving feedback; this may give a negative message.
Ask employees for feedback on your performance.

Question 13

Tips for receiving feedback

Answer 13

Make sure you are ready to hear things that may make you uncomfortable.
Monitor your reactions carefully.
Ask for clarification if needed.
Do not debate validity of the other person’s opinions.
Express your appreciation for feedback.

Question 14

Active listening

Answer 14

Face speaker and look at him or her attentively.
Use appropriate facial expressions; nod or say, “I see”
Wait patiently for speaker to gather his or her thoughts.
Avoid interrupting.
Listen for and acknowledge feelings; note both verbal and nonverbal messages.
Do not make judgments.
Give feedback on or paraphrase what was said.
Ask open-ended questions.

Question 15

With e-mail, a supervisor can

Answer 15

Communicate the same message to many employees at once
Reiterate a message delivered verbally
Keep a record of communication
Stay in touch with employees in the field or in other locations.

Question 16

Disadvantages of e-mail

Answer 16

E-mail can be alienating.
E-mail cannot communicate tone.
Message or tone can be easily misinterpreted.
E-mail is one-way communication; unless the receiver responds, sender may not know message was misinterpreted.

Sensitive messages are better delivered in person.

Question 17

Tips for using e-mail

Answer 17

Reread each message before hitting “send.”
Ask for feedback; encourage employees to see you in person to discuss a message.
Be selective so that your messages are not perceived of as “junk mail.”
Do not use e-mail for sensitive information.
Never pass along “joke” e-mails.
Use “reply all” sparingly.

If you don’t want to see it in print, don’t write it.