Communication in. Business and the

Transcription

1 Strategie Communication in Business and the Professions EIGHTH EDITION Dan O'Hair University of Kentucky Gustav W. Friedrich Rutgers University Lynda Dee Dixon Bowling Green State University PEARSON Boston Columbus Hoboken Indianapolis New York San Francisco Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Säo Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

2 Contents Preface 1 Communication in Organizations 1 ix 3 Diversity in Business and the Professions : Overview 2 3.1: Overview : The Interactive Communication Process 3 3.2: The Issues of Diversity : Reasons for Communication Failure 3.2.1: Diversity in the Workplace : Inadequate Information 3.2.2: How We Are Affected by Diversity : Information Overload 3.2.3: Cultural Descriptions of the United States : Poor-Quality Information 6 3.3: Communication Among Diverse People : PoorTiming : Gender : Lack of Feedback or Follow-up : Age : Problems with Channels : Ethnicity : Incompetent Communication : Physicaf Abiiities and Appearance : Ineffective Goal Setting : Religious Affiliation : Communication Anxiety : Sexual Orientation :Cu!tural Barriers 7 3.4: Understand Your Perspectives : Understanding Organizational Communication 7 3.5: Personality Traits and Competence : Classical Theory : Flexibility : Humanistic Theory : Abilitv to Tolerate Ambiguity : Systems Theory : Nonjudgmental Attitudes : Organizational Culture : Respect for Seif and Others 49 Summary : Ability to Analyze : Cultural Conflict 51 2 The Model of Strategie 3.6.1: Positive Cultural Conflict 52 Communication : The Cultural Communication Conflict Triangle : Overview 15 Summary : Situational Knowledge : Values and Ethics : Organizational Structure 19 4 Listening Skills : Organizational Learning : Overview : On-the-Job Training : Listening in Your Career : Politics : Benefits of Good Listening : Communication Climate : Problems with Ineffective Listening : Benefits of Situational Knowledge : Hearing Versus Listening : Goal Setting : The Role of Perception : Goal-Setting Process : Factors Influencing Perception : Benefits of Goal Setting : Assess Your Own Perceptions : Communication Competence : Assess Others' Perceptions : Messages : Goal Setting for Interactive Listening : Internal Communication : Identify Objectives : Externa! Communication : Know Your Listening Style : Channels : Generale Energy : Anxiety Management : Situational Knowledge and Interactive Listening : Causes of Communication Anxiety : Speaker 's Communication Style : Effects of Communication Anxiety ,2: Environmental Distractions : Manage Communication Anxiety : Emotional Distractions 67 Summary : Message Content 67

3 vi Contents 4.7: Competence in Interactive Listening : Talk Less : Ask Questions : Use Nonverbal Behavior : Dismantle the Three D's : Fight Boredom : Make the Most of Listening Opportunities : Manage Listening Anxiety : Evaluate Your Interactive Listening : Information Literacy 72 Summary 73 5 Verbal and Nonverbal Skills : Overview : Architectural Nonverbal Communication : Goal Setting for Effective Messages : Personal and Environmental Factors : Structure of Messages : Status : Perceptions : Proxemics : Territoriality : Clothing and Personal Appearance : Environmental Factors : Verbal and Nonverbal Competence : Choose the Setting for Communication : Chronemics : Use Language Effectiveiy : Avoid Racist and Sexist Language : Paralanguage : Interpret Nonverbal Cues Accurately : Minimize Communication Stress : Message Strategies : Conversation : How to Make Requests and Give Directives 91 Summary 92 6 Leadership and Management Skills : Overview : What Does a Leader Do? : Managerial Functions and Leadership Skills : Future-Oriented Skills : Listening Skills for Leaders : Management Theory : Likert's Systems of Management : Blake and Mouton's Research : Leadership Theories : Vroom and Yetton's Leader-Participation Model : Kuhnert and Lewis's Transactional Leadership Theory : Kuhnert and Lewis's Transformatione! Leadership Theory : Leadership Versus Management : Goal Setting for the Present and Future : Shared Vahles : Vision : Management of Change : Situational Knowledge and Strategie Leadership : Knowledge About Seif : Organizational Knowledge : Competent Leadership : Trust : UndersLanding : Empowerment : Confident Leadership : Optimism 105 6,9.2: Persistence ,3: Passion : Accept Responsibility for Failure 106 Summary Work Relationships : Overview : Manager-Employee Relationships : Set Goals for an Important Relationship : Communication Climate III 7.2.3: Manage Power and Diversity Competently : Coworker Relationships : Proximity : Shared interests and Common Tasks : Satisfaction of N'eeds : Technology and Work Relationships : Relationships with Difficult Covvorkers : Mentoring Relationships : Importance of Mentoring Relationships : Characteristics of Mentor and Protege Roles : Gender and Cultural Issues : Romantic Relationships in the Workplace : Pervasiveness : Consequences : Sexual Harassment : Employee-Customer Relationships : Know the Customer : Communicate with the Customer Competently : Manage Anxiety in the Customer Relationship 124 Summary Interviewing Skills : Overview : The Interview : Planned Discourse : Dyadic Discourse : Interactive Discourse 128

4 Contents vii 8.3: Goal Setting: Dyadic Communication 8.4: Structuring the Interview 8.4.1: TheOpening 8.4.2: The Body 8.4.3: The Closing 8.5: Ask Effective Questions 8.5.1: Question Meaning 8.5.2: Question Form 8.5.3: Question Sequence 8.6: Respond and Provide Feedback 8.7: Interviews in Business Settings 8.8: Employment Interviews 8.8.1: Goal Setting in Employment Interviews 8.8.2: Situational Knowledge in Employment Interviews 8.8.3: Communication Competence 8.8.4: Manage Anxiety in the Interview 8.9: Appraisal Interviews 8.9.1: Purposes and Goals of Appraisal Interviews 8.9.2: Performance Reviews 8.9.3: Flow to Conduct the Interview 8.9.4: Flow tu Receive Bad News 8.9.5: Setting Revised Goals 8.10: Disciplinary Interviews : Notify the Employee : Review the Employee's Side of the Story : Institute Disciplinary Action Summary 9 Fundamentals of Group Communication 9.1: Overview 9.2: What Is a Group? 9.3: Factors Influencing Group Communication 9.3.1: Cohesiveness 9.3.2: Nor ms 9.3.3: Roles 9.3.4: Conformity 9.3.5: Groupthink 9.3.6: Advocacy 9.3.7: Conflict in Croups 9.3.8: Croups as Systems 9.3.9: Croup Leadership 9.4: Factors Affecting Group Participation 9.4.1: Approachabilitv 9.4.2: Commitment 9.4.3: Participation Style* 9.5: Teleconferences and Videoconferences 9.6: Special Croups 9.6.1: Quality Circles 9.6.2: Self-Managing Teams 9.6.3: Affinity Croups Summary Meetings as Forums for Problem Solving : Overview : Goals Set the Agenda : Organizational Goals : Group Goals : Individual Goals or Needs : Prepare for the Meeting : Meeting Facilities : Setting Rules of Order : Knowing the Group : Nonverbal Communication : Develop Critical Thinking Skills : Analysis : Reasoning : Interpretation : Evaluation : Competence in Problem Solving : Reflective Thinking : Nominal Group Technique : Delphi Technique : Decision-Making Options : Manage Anxiety in Meetings : Evaluate Group Effectiveness : Dimensions of Group Evaluation : Individual Evaluation 187 Summary Negotiation and Conflict Management : Overview : Argumentativeness and Verbal Aggressiveness : Controlling Verbal Aggressiveness : Negotiation : Goal Setting for Negotiation : Formal Versus Informal Bargaining : Presen t Your Position Competently : Manage Anxiety in Negotiation : Conflict Management : What Is Conflict? : Competing Goals and Conflict : Managing Conflicting Goals : Conflict Styles and Tactics : A Strategie Approach to Conflict : Set Goals for Conflict Resolution : Use Situational Knowledge to Understand Conflicts : Communicate Competently in Conflict Situations : Manage Anxiety in Conflict Situations 203 Summary 205

5 I viii Contents 12 Develop and Deliver Effective Presentations : Overview : Communication Apprehension : Why 1s Public Speaking Frightening? : Identify the Topic : Identify General and Specific Purposes : General Purpose : Specific Purpose : Analyze the Audience : Identify and Research Main Ideas : Generate Potential Main Ideas : Perform Research : Provide Support for Ideas : Explanations : Examples : Statistics : Testimony : Visual Aids : Develop an Introduction and a Conclusion : The Introduction : The Conclusion : The Outline : Types of Outlines 22: : Basic Principles : Transitions : Present the Message Competently : Types of Delivery : Characteristics of Effective Delivery : Develop a Strategy for Rehearsal : Other Considerations : How to Field Audience Questions 226 Summary Informative Presentations : Overview : The Range of Informative Presentations : Accumulation of Information : Functions of Informative Presentations : Share Information and Ideas : Shape Perceptions : SetAgendas : Organize the Presentation : Description : Demonstration : Explanation : Typical Formats : Guidelines for a Successful Presentation : Analyze Potential Sources of Noise : Adapt to Your Listeners : Shared Perspectives : Situational Knowledge and Technology : Video : Television : Camera Skills and Special Occasions : Practice : Appearance : Multimedia Technology and Presentations : Manage Anxiety Through Practice and Knowledge 242 Summary Persuasive and Special Presentations : Overview : Functions of Persuasive Presentations : Reinforce : Refute : Promole Change : Call to Action : Persuasive Formats : Sales Presentations : Proposais : Motivational Sessions : Crisis Situations : Basic Resources for Persuasion : The Listeners'Perspective : Motivators : Opinion Leaders : Critical Thinking and Persuasion : Source Credibility : The Persuasion Process : Order Effects : One-Sided Versus Two-Sided Presentations : Special Occasion Presentations : Types of Presentations 258 Summary 260 Glossary 262 Endnotes 268 Credits 277 Index 280