Part Twelve

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Part Twelve Outline. Fundamental Dimensions of the Communication ProcessA Perceptual Process Model of CommunicationCommunication Distortion Between Managers and EmployeesInterpersonal CommunicationAssertiveness, Aggressiveness, and NonassertivenessSources of Nonverbal CommunicationActive ListeningWomen and Men Communicate Differently.

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´╗┐Section Twelve Communicating in the Internet Age

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12-1a Chapter Twelve Outline Basic Dimensions of the Communication Process A Perceptual Process Model of Communication Distortion Between Managers and Employees Interpersonal Communication Assertiveness, Aggressiveness, and Nonassertiveness Sources of Nonverbal Communication Active Listening Women and Men Communicate Differently

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12-1b Chapter Twelve Outline (proceeded with) Communication in the Computerized Information Age Internet/Intranet/Extranet Electronic Mail Videoconferencing Collaborative Computing Telecommuting Barriers to Effective Communication Process Barriers Personal Barriers Physical Barriers Semantic Barriers

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12-2 Figure 12-1 A Perceptual Model of Communication Encoding Message Transmitted on medium Receiver disentangles Sender Receiver makes significance Noise Source unravels Transmitted on medium Message Encoding

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Sources of Distortion in Upward Communication Patterns of Distortion in Upward Communication Situational Antecedents Supervisor's upward impact Increased bending since workers send more positive data and withhold helpful data. Low High 2. Boss' energy Low Increased contortion since representatives screen out data inconvenient to their welfare. High 3. Subordinate's goal for upward portability Less precision since workers tend to go along data that helps their cause. Low High 4. Subordinate's trust in the chief Considerable contortion since workers don't leave behind all data they get. Low High 12-3 Figure 12-2

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Communication Styles 12-4a Table 12-1a Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Direct and unambiguous dialect; No attributions or assessments of others' conduct; Use of "I" articulations and agreeable "we" proclamations. Great eye contact; Comfortable yet firm stance; Strong, relentless and capable of being heard voice; Facial expressions coordinated to message; Appropriately genuine tone; Selective interferences to guarantee understanding. Pushing hard without assaulting; grants others to impact result; expressive and self-upgrading without interrupting others. Decisive

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Communication Styles (proceeded with) 12-4b Table 12-1b Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Swear words and injurious dialect; Attributions and assessments of others' conduct; Sexist or racists terms; Explicit dangers or put-downs. Glaring eye contact; Moving or inclining excessively close; Threatening motions (directing finger; held clench hand); Loud Voice; Frequent interferences. Exploiting others; Expressive and self-improving to others' detriment. Forceful

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Communication Styles (proceeded with) 12-4c Table 12-1c Communication Styles (proceeded) Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Qualifiers ("perhaps," "sort of" ); Fillers ("uh," "you know," "well"); Negaters ("it's truly not that imperative," "I don't know"). Little eye contact; Downward looks; Slumped stances; Constantly moving weight; Wringing hands; Weak or whiny voice. Urging others to exploit us; Inhibited; Self-denying. Nonassertive

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Skills and Best Practices: Advice to Improve Nonverbal Communication Skills 12-6a Positive Nonverbal Actions Include: Maintain eye contact. Gesture your make a beeline for pass on that you are tuning in or that you concur. Grin and show intrigue. Incline forward to demonstrate the speaker you are intrigued. Utilize a manner of speaking that matches your message

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12-6b Advice to Improve Nonverbal Communication Skills (cont) Negative Nonverbal Actions Include: Avoiding eye contact and turning away from the speaker. Shutting your eyes or straining your facial muscles. Unreasonable yawning. Utilizing non-verbal communication that passes on uncertainty or absence of certainty (e.g., drooped shoulders, head down, level tones, imperceptible voice) Speaking too quick or too moderate.

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12-7 Listening Styles Results-style: Interested in all that really matters or consequence of a message. Reasons-style: Interested in hearing the justification behind a message. Prepare style: Likes to talk about issues in detail.

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12-8 Hands-on Exercise Assessing your Listening Skills How might you assess your listening abilities? Which explanations from the overview gave you the most issues? Why do you think this happened? Why is it difficult to be a decent audience?

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The Keys to Effective Listening 12-9a Table 12-2 Sources: Derived from N Skinner, "Relational abilities," Selling Power, July/August 1999, pp 32-34; and G Manning, K Curtis, and S McMillen, Building the Human Side of Work Community (Cincinnati, OH: Thomson Executive Press, 1996), pp 127-54.

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The Keys to Effective Listening (cont) 12-9b Table 12-2

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12-10a Key Terms Associated with Information Technology Organizations are progressively utilizing data innovation to enhance profitability and consumer loyalty. Web: a worldwide system of PC systems Intranet: an association's private web that utilizations firewalls to hinder outside web clients from getting to classified data Extranet: an augmented intranet that interfaces inner representatives with clients, providers, and other key accomplices Electronic Mail: utilizes the web/intranet to send PC produced content and records Video Conferencing : utilizes video and sound connections to associate individuals at various areas

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12-10b Key Terms Associated with Information Technology (proceeded) Collaborative Computing: utilizes PC programming and equipment to connection individuals over a room or over the globe - Collaborative applications incorporate email, timetable administration, video conferencing, PC remotely coordinating, and PC helped basic leadership frameworks Telecommuting: includes accepting and sending telecommute to the workplace by utilizing the telephone and a PC connect For class dialog: What are the administrative difficulties related with dealing with the developing number of representatives who work from home?

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12-11 Barriers to Effective Communication Process Barriers: include all parts of the perceptual model of correspondence Personal Barriers: include segments of an individual's correspondence skill and interpersonal elements between individuals imparting Physical Barriers: relate to the physical separation between individuals conveying Semantic Barriers: identify with the distinctive comprehension and translations of the words we use to convey For class exchange: Which of the obstructions to powerful correspondence is the most hard to manage? Clarify.