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1Chapter1CommunicationatWorkContentsTheImportanceofCommunicationTheNatureofCommunicationDefinitionofCommunicationTheProcessofCommunicationCommunicationPrinciplesUsingCommunicationNetworksFormalCommunicationNetworksInformalCommunicationNetworksFace-to-Face&ElectronicCommunicationChannelsTheImportanceofCommunicationFundamentalsofManagement:1.DefinitionofManagement2.ManagementFunctions3.ManagerialSkills1.Management:theprocessofcoordinatinghuman,material,financial,andinformationalresourcestoaccomplishorganizationalobjectivesefficientlyandeffectively.2.Managementfunctions:Asweallknow,managementfunctionsincludeplanning,leading,organizing,andcontrolling.(1)Planning:settinggoalsandworkingoutstrategiestoachievethegoals.(2)Organizing:arrangingthestructuresandrelationshipsofresourcestocarryout2anorganization’splans.(3)Leading:guidingotherstoachievecertainobjectives.(4)Controlling:ensuringthattheorganization’sobjectivesarebeingattained.3.Managerialskills:SKILLA.K.ADESCRIPTIONConceptualAnalyticaltheabilitytounderstandtherelationshipsamongthevarioustasksofafirmInterpersonalCommunicationskillsnecessarytocommunicatewithcustomersandemployeesTechnical----skillstounderstandthetypesoftaskthattheymanageDecision-making----skillswithwhichamanagercanuseexistinginformationtodeterminehowthefirm’sresourcesshouldbeallocatedTheNatureofCommunication1.Communication:isadynamic,systematicprocessinwhichmeaningsarecreatedandreflectedinhumaninteractionwithsymbols.2.TheProcessofCommunication:Thesenderencodesthemessageintowords(ornonverbalmeans)andtransmitsthismessagetothereceiver,whothendecodesitbackintowordsorsymbolswithmeaning.Apartfromreceivingmessage,thereceiveralsogivesresponsetothesender,andthisresponseiscalledfeedback.However,thisinteractionisnothappeningwithoutanyproblem;there’resomefactorsthatinterferewiththeexchangeofmessages,namelynoise,whichincludesnotjustphysicalnoise,butalsophysiologicalandevenpsychologicalnoise.3.CommunicationPrinciples:3(1)Communicationisunavoidable.(2)Communicationoperatesontwolevels(i.e.contentmessagesandrelationalmessages).(3)Communicationisirreversible.(4)Communicationisaprocess.(5)Communicationisnotapanacea.UsingCommunicationNetworks1.FormalCommunicationNetworks(1)DownwardCommunication(2)UpwardCommunication(3)HorizontalCommunication2.InformalCommunicationNetworks:interactionsbasedonfriendships,sharedpersonalorcareerinterest,andproximity.(1)MBWA:(ManagementbyWanderingAround)(2)ElevatorSpeech:ashortsummarytoquicklyandsimplydefineaperson,profession,product,service,organizationorevent.3.Howtocultivateyourpersonalnetworks:(1)Vieweveryoneasanetworkingprospect.(2)Besensitivetopersonalandculturalfactors.(3)Treatyourcontactswithgratitudeandrespect.(4)Helpothers.(Ifpeopleyouknowwillbenefitfromcontactwitheachother,makeanefforttoputthemtogether.)(5)Getreferralstosecondarysources.(6)Seekamentor.4Face-to-Face&ElectronicCommunicationChannelsVariouschannelsofcommunication:face-to-facecommunication,telephoneandvoicemail,teleconferencingandvideoconferencing,instantmessaging,twitterandtextmessaging,e-mailandwrittencommunication.1Chapter2Communication,Culture,andWorkCross-culturalCommunication:communicationbetweenpeoplewhoseculturalperceptionsandsymbolsystemsaredistinctenoughtoalterthecommunicationevent.ContentsCulturalDiversity&CommunicationEdwardHall’sHigh/Low-ContextCommunicationGeertHofstede’sValueDimensionsFonsTrompenaars’CulturalDimensionsOrganizationalCulture&CommunicationOrganizationalCultureDimensionsofOrganizationalCultureTypesofOrganizationalCultureCulturalDiversity&CommunicationCulturalDimensions:1.EdwardHall’sHigh-/Low-ContextCommunication2.GeertHofstede’sValueDimensions3.FonsTrompenaar’sCulturalDimensions1.EdwardHall’sHigh-/Low-ContextCommunication:(1)Low-Context(LC)Culture:uselanguageprimarilytoexpressthoughts,feelings,andideasasclearlyandlogicallyaspossible.(2)High-Context(HC)Culture:relyheavilyonsubtle,oftennonverbalcuestoconveymeaning,saveface,andmaintainsocialharmony.2CulturesfromExtremelyHigh-ContexttoExtremelyLow-Context:•Japanese•Chinese•Korean•AfricanAmerican•NativeAmerican•Arab•Greek•Latin•Italian•English•French•American•Scandinavian•German•GermanSwiss2.GeertHofstede’sValueDimensions:(1)Individualism&Collectivism(IDV)*Individualism(UK&USA)Collectivism(Asia)PeopleparticipatingthenegotiationlessmoreDecisionMakingfasterslowerTranslator’sRolefunctionalrelational(2)PowerDistance(PD/PDI)(3)UncertaintyAvoidance(UA/UAI)(4)Masculinity&Femininity(MAS)*FeaturesMasculineCultureFeminineCultureExamplecountriesJapan,theGermaniccountries(Germany,Austria)Scandinaviancountries,SpainPortugalJob-relatedstresshighlowWillingnessforcooperation/compromiselowhighCompromiseinnegotiationlessmorePreferenceforcompanysizebigsmallManagers’acknowledgementofpersonalsuccessmorelessConsiderationoffamilyissuesincorporatedecisionmakinglessmoreWillingnessforforeignaidandwelfarelowhigh3Typeoftaxproportionalprogressive(5)Short-&Long-TermOrientation(LTO)Examples:(1)ComparisonbetweenJapan,UK,US,andSweden(2)ComparisonbetweentheNetherlandsandHon