Chapter 2

Focusing on Interpersonal and Group Communication

Maslow’s Hierarchy of Needs

Stroking

Johari Window

McGregor’s Theory X and Y

Hersey and Blanchard’s Situational Leadership Model

Behavioral Theories Impact Communication

Behavioral Theories Impact Communication

Maslow’s Hierarchy of NeedsChapter 2

Physiological needsPhysiological needsTo have food, shelter, and protection from the elements.To have food, shelter, and protection from the elements.

Security and safety needsSecurity and safety needsTo be free from physical danger and to be secure in the To be free from physical danger and to be secure in the

feeling that physiological needs can be met.feeling that physiological needs can be met.

Social needsSocial needsTo be loved, appreciated, and belong. To be loved, appreciated, and belong.

Ego needsEgo needsTo be heard, appreciated, and wanted.To be heard, appreciated, and wanted.

Self-actualization needsSelf-actualization needsTo achieve one’s fullest potential.To achieve one’s fullest potential.

McGregor’s Management StylesMcGregor’s Management Styles

Workers inherently dislike work

Talent is narrowly distributed among only a few

Workers will do as little work as they are required to do

Workers like challenging work

Talent is widely distributed throughout the workforce

Workers can be motivated to work independently

Chapter 2 Lecture Slide

Theory XTheory XTraditionalTraditional

Theory XTheory XTraditionalTraditional

Theory YTheory YContemporaryContemporary

Theory YTheory YContemporaryContemporary

Hersey & Blanchard’s Situational Leadership Model

Leadership style must be appropriate for the follower and the task to be performed.

Directive behavior Directive behavior Directive behavior Directive behavior

Detailed rules and instructions and

close monitoring

Chapter 2 Lecture Slide

Supportive behavior Supportive behavior Supportive behavior Supportive behavior

Listening, communicating, recognizing, and encouraging

Trust Leads to Reciprocal Sharing Depicted in Expanded Open Area

in Johari Window

Trust Leads to Reciprocal Sharing Depicted in Expanded Open Area

in Johari Window

Chapter 2 Lecture Slide

Nonverbal

What can you make of this?

Signs of Lying

Metacommunication— Not expressed in words but accompanies a

verbal message

Visual— All types of body movements (gestures, eye

contact, and facial expressions) — Attire and grooming

Vocal— Tone and projection

Nonverbal Communication Conveys Added Meaning

Chapter 2 Lecture Slide

MetacommunicationMetacommunicationMessage sent Message sent Message implied Message implied Message inferredMessage inferred by senders by senders by receiversby receiversMessage sent Message sent Message implied Message implied Message inferredMessage inferred by senders by senders by receiversby receivers

Chapter 2

““Be on time.”Be on time.” ““An early start is the An early start is the best one.”best one.”OROR““You have a record of You have a record of tardiness.”tardiness.”

““She thinks I’m always She thinks I’m always late.”late.”

““Take more time Take more time with your work.”with your work.”

I want to help you I want to help you improve.”improve.”ORORWe can’t afford any more We can’t afford any more foul-ups.”foul-ups.”

““He thinks I’m He thinks I’m careless, and this careless, and this comment is a comment is a warning.”warning.”

““This work is This work is better.”better.”

““Good solid revisions.”Good solid revisions.”OROR““You may finally show You may finally show promise.”promise.”

““Was my previous Was my previous work bad?”work bad?”

Kinesics Communication

Visual Gestures Eye contact Facial expressions Attire Grooming

Vocal Intonation Projection Resonance

Understanding Nonverbal Messages

Extend the meaning of the message and sender’s background and motives

Vary between people and cultures

May be intentional or unintentional

May contradict and receive more attention than the verbal message

Can be beneficial or harmful

Chapter 2 Lecture Slide

Cultural Differences Affect Nonverbal Messages

Chapter 2

Concept North America Other Countries

Greeting Firm handshake Respectful bow; Japan

Kisses on the cheek; some European and Middle Eastern cultures

Eye contact Shows confidence, trust

Disrespectful; Japan

Staring Rude; aggressive Interested; aware; France, Brazil

Punctuality Courteous; time is money

Doesn’t matter; Central America and Middle Eastern cultures

Physical contact Okay to slap on the back or put friendly arm around someone

No physical contact among business associates; Japan

Can you guess whether this smiling face shows genuine warmth or merely concealed irritation?

Concealed irritation

Can you guess what the following gesture from Japan means?

Angry

How Might Other Cultures React to These Nonverbal Messages?

How Might Other Cultures React to These Nonverbal Messages?

Nodding head up and downU.S.: AgreementEastern Europe: Disagreement; side-to-side movement indicates agreement.

Eye contactU.S.: Interested, involvedAsian and others: Disrespectful

Forefinger and thumb forming circleU.S.: OkayJapan: MoneyFrance: ZeroBrazil: Vulgarity

Personal spaceU.S.: 2–3 feet (casual); 4–12 feet (business)Other countries: Much closer

TimeU.S.: Time is money; punctuality expected.Mexico: Time not perceived to have value; frequently late for appointments.

Sole of shoe visibleU.S.: UnimportantArab countries: Insulting because foot has touched unclean ground.

Chapter 2 (Slide 2 of 2)

Types of Listening

Casual

Listening for information

Intensive listening

Empathetic listening

Chapter 2

Casual Listening

Listening for pleasure, recreation, amusement, and relaxationPlaying musicProvides relaxing breaks

People are selective listenersYou listen to what you want to hear

Listening for Information

Searching for data or material In the classroomWatch the speaker-usually exhibits

mannerisms/gestures/vocal inflections May indicate the degree of importance attached

to portions of their presentation

Intensive Listening

Listen to obtain information, solve problems, or persuade or dissuade (as in arguments)

Involves greater use of analytical abilities to problems solve

You shouldUnderstand the problemRecognized limitationsNo the implications of possible solutions

Empathetic Listening

When a person attempts to share another’s feelings or motions When you take time to listen to another the

courtesy is usually returned

Barriers to empathetic listening Talking too much Nonverbal signals of disinterest

Normally takes place in a one-to-one situation

Bad Listening HabitsBad Listening HabitsChapter 2 Lecture Slide

Faking attention

Allowing disruptions

Overlistening

Stereotyping

Dismissing subjects as uninteresting

Failure to observe nonverbal aids

Effective Listeners . . . Effective Listeners . . .

Minimize distractions Get in touch with the speaker Use knowledge of the speaker to advantage Indicate their active involvement Do not interrupt unnecessarily Ask reflective questions Send probing prompts to the

speaker Use lag time wisely

Chapter 2 Lecture Slide

Characteristics of Effective Teams

Common goals Role perception Longevity Size Status Group norms Leadership

Chapter 2 Lecture Slide

Team Roles

Isolate Dominator Free rider Detractor Digressor Airhead Socializer

Facilitator Harmonizer Record keeper Reporter Leader

Chapter 2 Lecture Slide

NegativeNegativeNegativeNegative PositivePositivePositivePositive

Types of Teams

Task force Single goal with limited time to achieve it

Quality assurance teams (quality circle) Focuses on product or service quality

Cross-functional teamJoins employees from various departments to solve variety of problems such as productivity, contract estimates, planning, multidepartmental difficulties

Product developmentFocuses on the development cycle of new products (also cross-functional)

Chapter 2

Stages of Team DevelopmentChapter 2 Lecture Slide

FormingFormingGetting acquainted with each

other and the task

Pro

duct

ivit

y

StormingStormingDealing with conflict, personalities,

goals, and ideas

NormingNormingDeveloping strategies and activities

that promote goal achievement

PerformingPerformingReaching the optimal

performance level

Team Behaviors

Commitment

Cooperation

Communication

Contribution

Chapter 2 Lecture Slide

Is a normal part of group activity

Does not signal that a meeting is disorderly or out of control

Focuses on issues, not personalities

Results from competing goals

Can help to optimize outcomes

Chapter 2

ConflictConflict

Problems with Groupthink

Feel invulnerable

Censor thoughts and reject ideas

Pressure dissenters

Hide disagreement

Chapter 2

Face-to-Face MeetingsFace-to-Face Meetings

Provide rich, nonverbal cues

Are preferred when dealing with sensitive issues

Are beneficial for establishing group rapport and relationships

Pose logistical issues of time, place, and schedules

May be dominated by overly vocal, quick-to-speak, and high status members

Chapter 2 Lecture Slide

AdvantagesAdvantagesAdvantagesAdvantages LimitationsLimitationsLimitationsLimitations

Electronic MeetingsElectronic Meetings

Facilitate geographically dispersed groups

Speed up meeting follow-up activities

Place all participants on a more even level

Cannot replace face-to-face contact for certain type meetings

Can make consensus harder to reach

Are dependent on participants having excellent keyboarding skills

Chapter 2 Lecture Slide

AdvantagesAdvantagesAdvantagesAdvantages LimitationsLimitationsLimitationsLimitations

Suggestions for Effective Meetings

Limit meeting length and frequency Make satisfactory arrangements Distribute the agenda well in advance Encourage participation Maintain order Manage conflict and seek

consensus Prepare thorough minutes

Chapter 2 Lecture Slide

E-Mail Security Unsecured e-mail is vulnerable to attack

Secure e-mail protects the company, customer, and employee from potential attacks─ Prevent spammers from stealing e-mail addresses─ Prevents spam from clogging networks

Stringent privacy and security laws are in place to safeguard citizens’ private electronic information

Cost cannot be the only factor in implementing security measures ─ Litigation involving stolen information can be more

costly than implementing security measures─ E-mail security systems must be easy to implement

and user friendly

Chapter 2 — Electronic Cafe