MINTZBERGS’ MANAGERIAL ROLES

Figurehead
Interpersonal Leader
Liaison
Monitor
Informational Disseminator
Spokesperson
Entrepreneur
Decisional Disturbance handler
Resource allocator
Negotiator
 WHAT IS COMMUNICATION ?

COMMUNICATION IS THE PROCESS OF

EXCHANGING INFORMATION THROUGH A
COMMON SYSTEM OF SYMBOLS, SIGNS AND
BEHAVIOR. THE SYNONYMS FOR
COMMUNICATION ARE FEELINGS, SPEAKING,
CORRESPONDING, WRITING, LISTENING,
EXCHANGING ETC.

AN EFFECTIVE COMMUNICATOR ANTICIPATES

THE UNLIMITED WAYS A MESSAGE CAN BE
MISUNDERSTOOD.
 INTERPERSONAL COMMUNICATION STYLES IN
ORGANIZATONS

STYLE TYPES
Written Communication Letters, Office memos, Reports,
Instruction manuals, policies,
Forms, Email
Verbal Communication Formal and Informal
Conversation
Nonverbal Communication Human behavior:
Facial expressions,
Body language,
Physical Elements :
Building Design
Office furnishing
Space
 FORMAL CHANNELS OF COMMUNICATION
Upward Communication
•Suggestions for improvement
•Disputes
•Performance reports

Horizontal Employee
Communication
•Advice to other departments Downward Communication
•Coordination with other •Job instructions
departments
•Problem solving for other •Plans and Policies
departments •Procedures and Rules
•Problem solving within
departments. •Performance Feedback & Goals
 FORMS OF NONVERBAL COMMUNICATION

• Para- linguistics : A form of language in which meaning is

conveyed through variations in speech qualities such as
loudness, pitch, and number of hesitations.
• Kinesics : The use of gesturers, facial expressions, eye
movements and body postures in communicating emotions.
• Haptics : The use of touch in communicating, as Dress :
Communicates values and expectations.
• in a handshake, pat on the back, an arm around the shoulder.
• Chronemics: Communicating status through the use of time,
e.g. making people wait or allowing some people to go
ahead.
• Conics : The use of physical objects or office designs to
communicate status such as the display of trophies or
degrees.
 KINESIC COMMUNICATION

AN IDEA EXPRESSED THROUGH NON

VERBAL BEHAVIOR. RECEIVER GETS
ADDITIONAL MEANING FROM WHAT THEY
SEE AND HEAR, THE VISUAL AND THE
VOCAL.

VISUAL - GESTURES, WINKS, SMILES,

FROWNS, SIGHS, ATTIRE, GROOMING AND
ALL KINDS OF BODY MOVEMENTS.

VOCAL - INTONATION, PROJECTION

AND RESONANCE OF THE VOICE.
 EXAMPLES OF KINESIC MESSAGES AND
THE MEANING
A c tio n
A w in k o r lig h t
c h u c k le fo llo w s a
sta te m e n t
A m a n a g e r is
h a b itu a lly la te fo r
s ta ff m e e tin g s .
A s u p e r v is o r lig h tly
lin k s h is a r m a r o u n d
a n e m p lo y e e ’s
s h o u ld e r s a t th e e n d
o f a co n feren ce.
A n e m p lo y e e s m o k e s
in a r e a o th e r th a n
th o s e d e s ig n a te d fo r
s m o k in g .
P o s s ib le K in e s ic M e s s a g e
“ D o n ’t b e lie v e w h a t I ju s t
s a id .”
“ M y tim e is m o r e
im p o r ta n t th a n y o u r s.
Y o u c a n w a it f o r m e .”
“ E v e r y th in g ” is fin e ; I ’ m
h e r e to h e lp y o u s o lv e th is
p r o b le m .” -
A lte r n a tiv e ly , th e a c tio n
m a y b e c o n sid e r e d
p a te r n a lis tic – a p a r e n t
c o m fo r tin g a c h ild a fte r
n e c e s s a r y d is c ip lin e .
“ I d o n ’t h a v e to o b e y
c o m p a n y r u le s th a t
in fr in g e o n m y p e r s o n a l
r ig h ts . A little s m o k e
w o n ’ t h u r t a n y o n e .”
 Examples of Kinesic
Messages and the meaning(contd.)
A ctio n
A job ap p lican t
su b m its a resu m e
con tain in g n u m ero u s
sp ellin g an d
g ra m m a tica l erro rs.
A su p erviso r loo ks u p
b u t th en retu rn s h er
a tten tion to h er
cu rren t p ro ject w h en
a n em p loy ee arriv es
fo r a p erfo r m a n ce
a p p raisal in terview .
A grou p lead er sits at
a p osition o th er th an
a t th e h ead of th e
ta b le.
P o ssib le K in esic M essage
“M y sp ellin g an d
gra m m ar skills a re
d eficien t.” A n
altern ativ e m ea n in g is
“F o r yo u I d id n ’t care
to d o m y v ery b est.”
“T h e p erfor m an ce
ap p ra isa l in terv iew is
n o t a n im p ortan t
p rocess. Y o u are
in terru p tin g m ore
im p o rta n t w ork.”
“I w an t to d e m on strate
m y eq ality w ith o th er
m e m b ers."
 NON VERBAL C: IN DIFFERENT COUNTRIES
• Standing close to a person while talking :
In South America and Europe it is the normal distance used in conversation.
In United States it is viewed as an intrusion and the speaker is perceived as pushy.
• Withholding eye contact :
In United States it indicates shyness and deception.
In Japan it indicates deference to authority.
In Libya it is a compliment to a woman
• Displaying the palm of the hand :
In Greece it is an insult.
In United States it is a form of greeting such as handshake.
• Crossing legs when seated :
In Arab Countries it is an insult to show the soles of the feet.
In the United States it is done for comfort.
• Joining the index finger and thumb to make an “O”
In South America it is an obscene gesture.
In the United States it means “OK”
In Tunisia it means “I will kill you”.
In Japan it means money.
In Mediterranean countries it means “ZERO”.
WHAT ABOUT INDIA ???
 PROXEMICS

Proxemics is the study of an individual’s perception about the

use of physical space. The kind of message we impart
determines the distance we want to maintain from the other
person.
♦ Intimate space zone (2 ft.) - Close relationship
♦ Personal distance zone (2 ft - 4 ft) With friends in
general we maintain this distance.
♦ Social distance Zone (4 ft - 12 ft) Most business associates
and acquaintances interact within this zone.
♦ Public distance zone (12 ft.). We prefer strangers to stay
in this zone.
 Feedback
Less More

Known Unknown

Less

Arena Blind-spot
Known (Open self)
Exposure
Facade Unknown
Unknown (Hidden)
More

Known by self Unknown by self

The Johari Window: Interpersonal Styles and Communication

 MANAGEMENT STYLES

TYPE A : They use neither exposure nor feedback.

They exhibit aloofness and coldness.
They are autocratic leaders.
TYPE B : They rely more on feedback and less on
exposure. Facade is the most important
feature of their interpersonal style.
Subordinates distrust the Manager.
TYPE C : They expose but don’t provide feedback.
They maintain their own sense of prestige
and status. Subordinates are hostile,
insecure, resentful towards their bosses.
TYPE D : The most effective style. They expose and
use feedback thus increase the arena.
They have positive working relationships
with others.
 WHEN TO DISCLOSE

When you have an already developed relationship.

When the other person is willing to disclose too.
When self disclosure is about what is going on at
present (Avoid reference to the past).
When it is about positive things rather than negative
things.
When disclosure leads to improving your
relationship.
When you are sensitive to the effect disclosure has
on the other person.
When disclosure is gradual, a little at a time.
Disclose, when you trust the other person.
 DEFINITIONS

‘Assertiveness is a communication technique designed

to demonstrate respect towards oneself and others and to
allow the expression of a full range of behavior.’

‘It is the ability to express oneself honestly without

denying the rights of others.’

Some other behavioral aspects of assertiveness

Being direct.
Listening to others
Expressing positive feelings
Limits of self - expression
Maintaining respect for self and
others
 CONTRASTING STYLES IN BEHAVIOR

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Factor Passive Aggressive Passive -Aggressive Assertive
----------------------------------------------------------------------------------------------------------
Rights Gives up his own Usurps others’ Sneaks to usurp Maintains his
other’s own

Metaphor Doormat Steamroller Doormat with Pillar

Spikes

Verbal Apologies Blames, Uses Sarcasm, Speaks mind

Behavior Accuses indirect put downs openly, directly.

Nonverbal Averted gaze Stares, loud Sarcastic tone, Direct gaze,

Behavior soft voice voice invades side-way glance varied voice
space

Response Flight Fight Hit--and-run Engagement

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BODY LANGUAGE FOR PUTTING
THE MESSAGE ACROSS

•Looking at the audience

•Avoid creating barriers
•Stand comfortably
•Smile
•Beware of distracting mannerisms
•Be natural
 WHAT TO DO
Words Use simple words
Avoid jargon
Use expression in voice
How we say it Build in pauses
Develop a range of tone & pitch in voice
Speak clearly
Look at the audience
What is expected Smile
Avoid creating physical barrier
Be natural
What else to do Ensure audience participation
Make a question and answer session
Pause if you are lecturing
 BARRIERS TO COMMUNICATION

• Ind. Barriers • Org. Barriers

o Conflicting frame of o Information overload
reference. o Structural
o Semantics arrangements
o Value judgment o Status differences
o Communication skills o Task specialization
o Cultural diversity o Filtering
o Timeliness
(appropriate timing)
 GUIDELINES FOR IMPROVING ORG.
COMMUNICATION

• Develop trust, cultivate it.

• Communicate openly. Share information and
feelings.
• Be specific.
• Supply background information.
• Be honest with all employees.
• Talk to an employee on one adult to another.
• Avoid sarcastic remarks.
• Always solicit employees ideas, suggestions and
reactions.
 IMPROVING INTERPERSONAL AND
ORGANIZATIONAL COMMUNICATION

Ind. Factors •Active listening

•Providing feedback
•Leveling

Org. Factors •Reducing noise

•Encouraging informal
communication
•Balancing information load and
information processing capability
 GUIDELINES FOR LEVELING

• Describe the specific behavior or performance

that concerns you.
• Explain its negative impact on performance and
behavior
• Send “I” message whenever possible instead of
“YOU” message.
• Do not generalize.
• Do not make judgmental statements
• Speak in a calm and unemotional voice.
COMUNICATION
COMUNICATION NETWORK
NETWORK

Circle
Circle Chain
Chain YY Wheel
Wheel
 WORK GROUP NETWORKS

Wheel

Circle

All Channels
 COMMUNICATION CHANNELS
Gossip Chain
(one informs many)

Cluster Chain
(a few inform others)

Gatekeeper
(who controls the message flow
In the communication channel)
Liaison (An individual who connects
two or more cliques within the system
without being being part of them)

Opinion Leader (An individual

informally influences others
attitudes and behavior)

Cosmopolitan (An individual who has

a relatively high degree of communication
with the systems environment.)
 THE SEVEN Cs OF ORGANIZATONAL
COMMUNICATION

• Completeness (includes all five Ws: what, when, who,

where and why of any message.
• Conciseness (no repetition, only relevant informations).
• Consideration (Focus on positivity i.e. what can be done
and on personal honor, truthfulness and sincerity).
• Concreteness (use of specific facts and figures and
avoiding uncertainty).
• Clarity (it requires short, familiar conversational words,
use of examples and illustrations).
• Courtesy (thoughtfulness immediate reply etc).
• Correctness (informal language, non discriminatory
words)