國外組織行為學課件皮爾森ch10

Chapter10CommunicationCopyright?2011PearsonCanadaInc.LearningObjectivesDefinecommunicationandexplainwhycommunicationbythestrictchainofcommandisoftenineffective.Discussbarrierstoeffectivemanager-employeecommunication.Explaintheorganizationalgrapevineanddiscussitsmainfeatures.Copyright?2011PearsonCanadaInc.LearningObjectives(continued)Reviewtheroleofverbalandnonverbalcommunicationatwork.Discussgenderdifferencesincommunicationandidentifyhowafailuretorecognizethesedifferencescancausecommunicationproblems.Discusschallengesrelatingtocross-culturalcommunicationandidentifyusefulstrategiestodetermiscommunication.Copyright?2011PearsonCanadaInc.LearningObjectives(continued)Definecomputer-mediatedcommunicationandhighlightitsstrengthsandweaknesses.Reviewpersonalstrategiesandorganizationalinitiativesaimedatenhancingcommunication.Copyright?2011PearsonCanadaInc.WhatisCommunication?Theprocessbywhichinformationisexchangedbetweenasenderandareceiver.Interpersonalcommunicationinvolvestheexchangeofinformationbetweenpeople.Thesimplestprototypeforinterpersonalcommunicationisaone-on-oneexchangebetweentwoindividuals.Copyright?2011PearsonCanadaInc.AModeloftheCommunicationProcessCopyright?2011PearsonCanadaInc.AModeloftheCommunicationProcessandanExampleThinkingPurchasingmanagerthinks,“Ithinkwe’regettingshortonA-40s.”EncodingPurchasingmangerkeyboardsmemotoassistantrequestingthathe/sheorderA-40s.TransmittingPurchasingmanagersendsmemobyemail.Copyright?2011PearsonCanadaInc.AModeloftheCommunicationProcessandanExample(continued)PerceivingAssistantreadsmemo.DecodingAssistantcheckspartscataloguetodeterminewhatanA-40is.Copyright?2011PearsonCanadaInc.AModeloftheCommunicationProcessandanExample(continued)UnderstandingAssistantrealizesthathemustplaceanorderforflangebolts.FeedbackAssistantsendsthemanageracopyoftheorder.Copyright?2011PearsonCanadaInc.WhatisCommunication?(continued)Themodeldemonstratesanumberofpointsatwhicherrorscanoccur.Effectivecommunicationoccurswhentherightpeoplereceivetherightinformationinatimelymanner.Violatinganyofthesethreeconditionsresultsinacommunicationepisodethatisineffective.Thereareafewbasicissuesaboutorganizationalcommunication.Copyright?2011PearsonCanadaInc.CommunicationbyStrictChainofCommandThechainofcommandreferstothelinesofauthorityandformalreportingrelationshipsinanorganization.Underthissystem,threenecessaryformsofcommunicationcanbeaccomplished:DownwardcommunicationUpwardcommunicationHorizontalcommunicationCopyright?2011PearsonCanadaInc.DownwardCommunicationInformationthatflowsfromthetopoftheorganizationtowardthebottom.Avice-presidentofproductionmightinstructaplantmanagertogearupformanufacturinganewproduct.Theplantmanagerwouldthenprovidespecificstosupervisors,whowouldinstructtheproductionworkers.Copyright?2011PearsonCanadaInc.UpwardCommunicationInformationthatflowsfromthebottomoftheorganizationtowardthetop.Achemicalengineerwhoconceivesofanewplasticformulawithuniquepropertiesmightpassthisontotheresearchanddevelopmentmanager,whowouldtheninformtherelevantvice-president.Copyright?2011PearsonCanadaInc.HorizontalCommunicationInformationthatflowsbetweendepartmentsorfunctionalunits,usuallyasameansofcoordinatingeffort.Withinastrictchainofcommand,suchcommunicationwouldflowuptoandthendownfromacommonmanager.Copyright?2011PearsonCanadaInc.DeficienciesintheChainofCommandTheformalchainofcommandisanincompleteandsometimesineffectivepathofcommunication.Managersneedtoconsider:InformalcommunicationFilteringSlownessCopyright?2011PearsonCanadaInc.InformalCommunicationThechainofcommanddoesnotconsiderinformalcommunicationbetweenmembers.Informalcommunicationhelpspeopleaccomplishtheirjobsmoreeffectively.Notallinformalcommunicationbenefitstheorganization.Copyright?2011PearsonCanadaInc.FilteringThetendencyforamessagetobewatereddownorstoppedduringtransmission.Bothupwardanddownwardfilteringcanoccur.Thepotentialforfilteringincreaseswiththenumberoflinksinthecommunicationchain.Copyright?2011PearsonCanadaInc.Filtering(continued)Organizationsoftenestablishchannelsinadditiontothoseintheformalchainofcommand.Manymanagersestablishanopendoorpolicy,inwhichanyorganizationalmemberbelowthemcancommunicatedirectlywithoutgoingthroughthechain.Copyright?2011PearsonCanadaInc.Filtering(continued)Topreventdownwardfiltering,manyorganizationsattempttocommunicatedirectlywithpotentialreceivers,bypassingthechainofcommand.Copyright?2011PearsonCanadaInc.SlownessThechainofcommandcanbeveryslowespeciallyforhorizontalcommunicationbetweendepartments.Itisnotagoodmechanismforreactingquicklytocustomerproblems.Cross-functionalteamsandemployeeempowermenthavebeenusedtoimprovecommunicationbyshort-circuitingthechainofcommand.Copyright?2011PearsonCanadaInc.Manager-EmployeeCommunicationTheone-to-oneexchangeofinformationbetweenabossandanemployee.Akeyelementinupwardanddownwardcommunicationinorganizations.Perceptionsthatmanagersaregoodcommunicatorsarepositivelycorrelatedwithorganizationalperformance.Copyright?2011PearsonCanadaInc.HowGoodIsManager-EmployeeCommunication?Managersandemployeesoftendifferintheirperceptionsofthefollowingissues:Howemployeesshouldanddoallocatetime.Howlongittakestolearnajob.Theimportanceemployeesattachtopay.Theamountofauthoritytheemployeehas.Copyright?2011PearsonCanadaInc.HowGoodIsManager-EmployeeCommunication?(continued)Theemployee’sskillsandabilities.Theemployee’sperformanceandobstaclestogoodperformance.Themanager’sleadershipstyle.Copyright?2011PearsonCanadaInc.HowGoodIsManager-EmployeeCommunication?(continued)Theseperceptualdifferencessuggestalackofopennessincommunication,whichmightcontributetoroleconflictandambiguity.Alackofopennessincommunicationreducesemployeejobsatisfaction.Copyright?2011PearsonCanadaInc.BarrierstoEffectiveManager-EmployeeCommunicationWhatcausescommunicationproblemsbetweenmanagersandemployees?ConflictingRoleDemandsManymanagershavedifficultiesbalancingtaskandsocial-emotionalroledemands.Twoseparatemessagesthatfocusontaskandsocial-emotionalissueswillbemoreeffectivethanonemessagethatcombinesboth.Copyright?2011PearsonCanadaInc.BarrierstoEffectiveManager-EmployeeCommunication(continued)TheMumEffect

Thetendencytoavoidcommunicatingunfavourablenewstoothers.Itismorelikelywhenthesenderisresponsibleforthebadnews.Themumeffectappliestobothemployeesandmanagers.Copyright?2011PearsonCanadaInc.TheGrapevineAnorganization’sinformalcommunicationnetwork.Thegrapevinecutsacrossformallinesofcommunication.Thegrapevinedoesnotjustcommunicateinformationthroughwordofmouth.Organizationsoftenhaveseveralgrapevinesystems.Copyright?2011PearsonCanadaInc.TheGrapevine(continued)Transmitsinformationthatisrelevanttotheperformanceoftheorganizationaswellaspersonalgossip.Howaccurateisthegrapevine?Personalinformationandemotionallychargedinformationaremostlikelytobedistorted.Onlyaproportionofthosewhoreceivegrapevinenewspassiton.Copyright?2011PearsonCanadaInc.WhoParticipatesintheGrapevine?Personalitycharacteristicsplayaroleingrapevineparticipation.Thenatureoftheinformationalsoinfluenceswhochoosestopassiton.ThephysicallocationoforganizationalmembersisalsorelatedtotheopportunitytobothreceiveandtransmitinformationviathegrapevineCopyright?2011PearsonCanadaInc.ProsoftheGrapevineIsthegrapevinedesirablefromtheorganization’spointofview?Itcankeepemployeesinformedaboutimportantorganizationalmatters.Itcanprovideatestofemployeereactionstoproposedchangeswithoutmakingformalcommitments.Itcanserveasapotentinformalrecruitingsource.Copyright?2011PearsonCanadaInc.ConsoftheGrapevineThegrapevinecanbecomeaproblemwhenitbecomesaconstantpipelineforrumours.Arumourisanunverifiedbeliefthatisingeneralcirculation.Becausepeoplecannotverifytheinformationasaccurate,rumoursaresusceptibletoseveredistortionastheyarepassedfrompersontoperson.Copyright?2011PearsonCanadaInc.ConsoftheGrapevine(continued)Rumoursspreadfastestandfarthestwhen:theinformationisespeciallyambiguous,thecontentoftherumourisimportanttothoseinvolved,therumourseemscredible,andtherecipientisanxious.Copyright?2011PearsonCanadaInc.TheVerbalLanguageofWorkJargonrefersto

thespecializedlanguageusedbyjobholdersormembersofparticularoccupationsororganizations.Jargoncanbeanefficientmeansofcommunicatingwithpeersandprovidesatouchofstatustothosewhohavemasteredit.Itcanbeabarriertoclearcommunicationbetweendepartmentsandthoseoutsideoftheorganizationorprofession.Jargoncanbeintimidatingandconfusingtoneworganizationalmembers.Copyright?2011PearsonCanadaInc.TheNon-verbalLanguageofWorkNon-verbalcommunicationreferstothetransmissionofmessagesbysomemediumotherthanspeechorwriting.Majorformsofnon-verbalcommunicationinclude:BodylanguageProps,artifacts,andcostumesCopyright?2011PearsonCanadaInc.BodyLanguageBodylanguageisnon-verbalcommunicationthatoccursbymeansofthesender’sbodilymotionsandfacialexpressionsorthesender’sphysicallocationinrelationtothereceiver.Twoimportantmessagessentviabodylanguage:Theextenttowhichthesenderlikesandisinterestedinthereceiver.Thesender’sviewsconcerningtherelativestatusofthesenderandthereceiver.Copyright?2011PearsonCanadaInc.BodyLanguage(continued)Senderscommunicatelikingandinterestinthereceiverwhenthey:Positionthemselvesphysicallyclosetothereceiver.Touchthereceiverduringtheinteraction.Maintaineyecontactwiththereceiver.Leanforwardduringtheinteraction.Directthetorsotowardthereceiver.Copyright?2011PearsonCanadaInc.BodyLanguage(continued)Senderswhofeelthemselvestobeofhigherstatusthanthereceiveractmorerelaxedthanthosewhoperceivethemselvestobeoflowerstatus.Relaxationisdemonstratedby:thecasual,asymmetricalplacementofarmsandlegs;areclining,non-erectseatingposition;andalackoffidgetingandnervousactivity.Copyright?2011PearsonCanadaInc.BodyLanguage(continued)Thegreaterthedifferenceinrelaxationbetweentwoparties,themoretheycommunicateastatusdifferentialtoeachother.Peopleoftenattempttousenon-verbalbehaviourtocommunicatewithothers,justliketheyuseverbalbehaviour.Copyright?2011PearsonCanadaInc.BodyLanguage(continued)Thiscouldincludeshowingourtruefeelings,“editing”ourfeelings,ortryingtoactivelydeceiveothers.Oneareawherebodylanguagehasanimpactisontheoutcomeofemploymentinterviewdecisions.Increasedbodylanguagemightgivetheedgetoapplicantswhoareotherwiseequallywellqualified.Copyright?2011PearsonCanadaInc.Props,Artifacts,andCostumesNon-verbalcommunicationcanalsooccurthroughtheuseofvariousobjectssuchasprops,artifacts,andcostumes.Considerhowthefollowingcancommunicateinformationaboutanindividual:OfficedécorandarrangementClothingCopyright?2011PearsonCanadaInc.OfficeDécorandArrangementThedécorandarrangementofofficefurnitureconveysnon-verbalinformationabouttheoccupant.Personaldecorations,neatness,andadeskplacedagainstawallmadestudentsfeelmorewelcomeandcomfortableinaprofessor’soffice.Middlemanagershavebeenfoundtouseofficedécorto“profile”theidentityandstatusofofficeoccupants.Copyright?2011PearsonCanadaInc.DoesClothingCommunicate?Theclothingorganizationalmemberswearsendssignalsabouttheircompetence,seriousness,andpromotability.Researchindicatesthatclothingdoescommunicate.Itcommunicatespartlybecauseoftheimpactithasonthewearer’sownself-image.Copyright?2011PearsonCanadaInc.GenderDifferencesinCommunicationDomenandwomencommunicatedifferently?Genderdifferencesincommunicationstylesinfluencethewaythatmenandwomenareperceivedandtreatedintheworkplace.Genderdifferenceshavetheirorigininchildhood.Genderdifferencesincommunicationrevolvearoundthe“OneUp,OneDown”position.Copyright?2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)Menaremostconcernedaboutpowerdynamicsandusecommunicationasawaytopositionthemselvesinaone-upsituation.Womenaremoreconcernedwithrapportbuilding,andtheycommunicateinwaysthatavoidputtingothersdown.Asaresult,womenoftenfindthemselvesinaone-downposition,whichcanhaveanegativeeffectontherewardstheyreceiveandtheircareers.Copyright?2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)Thereareanumberofkeydifferencesinmaleandfemalecommunicationstylesandritualsthatoftenplacewomeninaone-downposition:GettingcreditMenaremorelikelythanwomentoblowtheirhornaboutsomethinggoodtheyhavedone.ConfidenceandboastingMentendtobemoreboastfulaboutthemselvesandtheircapabilitiesandtominimizetheirdoubts.Copyright?2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)AskingquestionsMenarelesslikelytoaskquestions.ApologiesMenavoidritualapologiesbecauseitisasignofweakness.FeedbackMenaremorebluntandstraightforward.Copyright?2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)ComplimentsWomenaremorelikelytoprovidecompliments.RitualoppositionMenoftenuseritualoppositionasaformofcommunicationandtoexchangeideas.Copyright?2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)ManagingupanddownMenspendmuchmoretimecommunicatingwiththeirsuperiorsandtalkingabouttheirachievements.IndirectnessWomentendtobeindirectwhengivingorders.Copyright?2011PearsonCanadaInc.GenderDifferencesinCommunication(continued)Thedifferencesincommunicationstylesbetweenmenandwomenalmostalwaysreflectnegativelyonwomenandplacetheminaone-downposition.Needtorecognizethatpeoplehavedifferentlinguisticstylesandtobeflexibleandadjustyourstyletoanygivensituation.Copyright?2011PearsonCanadaInc.Cross-CulturalCommunicationManyofthefailuresinbusinessandmanagementstemfromproblemsincross-culturalcommunication.Importantdimensionsofcross-culturalcommunicationinclude:LanguagedifferencesNon-verbalcommunicationEtiquetteandpolitenessSocialconventionsCulturalcontextCopyright?2011PearsonCanadaInc.LanguageDifferencesCommunicationisgenerallybetterbetweenindividualsorgroupswhosharesimilarculturalvalues.Speakingthesamelanguageisnoguaranteeofperfectcommunication.Learningasecondlanguageshouldfacilitatecross-culturalcommunication.Copyright?2011PearsonCanadaInc.Non-verbalCommunicationacrossCulturesTherearemanydifferencesinnon-verbalcommunicationacrosscultures.FacialexpressionsPeoplearegoodatdecodingbasic,simpleemotionsinfacialexpressions,evenacrosscultures.However,someculturesfrownonthedisplayofnegativefacialexpressions.Copyright?2011PearsonCanadaInc.NonverbalCommunicationAcrossCultures(continued)GesturesGesturesdonottranslatewellacrossculturesbecausetheyinvolvesymbolismthatisnotshared.GazeThereareconsiderablecross-culturaldifferencesintheextenttowhichitisconsideredsuitabletolookothersdirectlyintheeye.Copyright?2011PearsonCanadaInc.NonverbalCommunicationAcrossCultures(continued)TouchInsomecultures,peopletendtostandclosetooneanotherandoftentoucheachotherwhileinotherculturespeoplepreferto“keeptheirdistance.”Copyright?2011PearsonCanadaInc.EtiquetteandPolitenessacrossCulturesCulturesdifferinhowetiquetteandpolitenessareexpressed.Thisofteninvolvessayingthingsthatonedoesnotliterallymean.Carefuldecodingisnecessarytoavoidconfusionandembarrassment.Copyright?2011PearsonCanadaInc.SocialConventionsacrossCulturesThereareanumberofsocialconventionsthatvaryacrossculturesandcanleadtocommunicationproblems.NorthAmericansfavourdirectnessandbeingspecificabouttheissueathand.Greetingsandhowpeoplesayhelloalsovaryacrosscultures,andthesedifferencescanleadtomisunderstandings.Copyright?2011PearsonCanadaInc.SocialConventionsAcrossCultures(continued)Whatindividualsconsideraproperdegreeofloudnessforspeechalsovariesacrosscultures.Whatpeopleconsiderproperpunctualityalsovariesaroundtheworld.Thepracticeofnepotism,favouringone’srelativesinspiteoftheirqualifications,isgenerallyfrownedoninmoreindividualisticcultures.Inmorecollectivecultures,peopleareexpectedtohelptheirrelatives.Copyright?2011PearsonCanadaInc.CulturalContextCulturalcontextistheculturalinformationthatsurroundsacommunicationepisode.Contextisalwaysimportantinaccuratelydecodingamessage.Culturesdifferintheimportancetowhichcontextinfluencesthemeaningtobeputoncommunications.Copyright?2011PearsonCanadaInc.High-versusLow-ContextCulturesCopyright?2011PearsonCanadaInc.CulturalContext(continued)Inhigh-contextcultures,themessagecontainedincommunicationisstronglyinfluencedbythecontextinwhichthemessageissent.Inhigh-contextcultures,literalinterpretationsareoftenincorrect.Copyright?2011PearsonCanadaInc.CulturalContext(continued)Inlow-contextcultures,messagescanbeinterpretedmoreliterallybecausemoremeaningresidesinthemessagethaninthecontextinwhichthecommunicationoccurs.Copyright?2011PearsonCanadaInc.CulturalContext(continued)Differencesintheimportanceofcontextacrosscultureshaveimplicationsfororganizationalcommunication:Peoplefromhigh-contextcultureswanttoknowaboutyouandyourcompanyingreatdetail.Gettingtothepointquicklyisnotastyleofcommunicationthatpeopleinhigh-contextculturesfavour.Copyright?2011PearsonCanadaInc.CulturalContext(continued)Age,seniority,andstatusofthecommunicatorarevaluedinhigh-contextculturesandareimportantcontextualfactorsthatgivecredibilitytoamessage.Peoplefromlow-contextculturesfavourverydetailedbusinesscontracts.Forthem,themeaningisinthemessageitself.High-contextculturesplacelessemphasisonlengthycontractsbecausethecontextinwhichthedealissealediscritical.Copyright?2011PearsonCanadaInc.Computer-MediatedCommunicationDoescommunicatingelectronicallydifferfromcommunicatingface-to-face?Informationrichnessreferstothepotentialinformation-carryingcapacityofacommunicationmedium.Communicationmediacanberankedintermsoftheirinformationrichness.Copyright?2011PearsonCanadaInc.Computer-MediatedCommunication(continued)Face-to-facetransmissionofinformationisveryhighinrichness.Atelephoneconversationisalsofairlyrichbutlimitedtotheaudiochannel.Communicatingvianumericcomputeroutputlacksrichnessbecauseitisimpersonalandusesonlynumericlanguage.Copyright?2011PearsonCanadaInc.Computer-MediatedCommunication(continued)Twoimportantdimensionsofinformationrichness:Thedegreetowhichinformationissynchronousbetweensendersandreceivers.Theextenttowhichbothpartiescanreceivenon-verbalandparaverbalcues.Copyright?2011PearsonCanadaInc.CommunicationMediaArrangedAccordingtoSynchronizationandCueAvailabilityCopyright?2011PearsonCanadaInc.Computer-MediatedCommunication(continued)Highlysynchronouscommunication,suchasface-to-facespeech,istwo-way,inrealtime.Memos,letters,andevene-mailsareessentiallyaseriesofone-waymessages.Face-to-faceinteractionandvideo-conferecningarehighinnon-verbalandparaverbal(e.g.,toneofvoice)cues,whichareabsentintext-basedmedia.Copyright?2011PearsonCanadaInc.Computer-MediatedCommunication(continued)E-mail,chatsystems,teleconferencing,andvideo-conferencingareclassifiedascomputer-mediatedcommunication(CMC)inthattheyrelyoncomputertechnologytofacilitateinformationexchange.Byalmostanycriterionotherthangeneratingideas,computer-mediatedgroupsperformmorepoorlythanface-to-facegroups,atleastwhentheymeetforonlyasinglesession.Copyright?2011PearsonCanadaInc.Computer-MediatedCommunication(continued)Computer-mediateddecisiongroupsgenerallytakemoretimeandgraduallydevelopincreasedtrustandcooperationoverrepeatedmeetingsessions.Lessroutinecommunicationrequiresrichercommunicationmedia.Importantdecisions,news,intendedchanges,controversialmessages,andemotionalissuesgenerallycallforricher(i.e.,face-to-faceorvideo)media.Copyright?2011PearsonCanadaInc.PersonalApproachestoImprovingCommunicationDevelopingyourcommunicationskillsisjustassensibleasdevelopingotherskills.Improvementsincommunicationskillsarereinforcing.Whenyoucommunicatewell,peoplegenerallyrespondtoyouinapositiveway.Poorcommunicationcanprovokeanegativeresponsethatisself-perpetuating.Copyright?2011PearsonCanadaInc.BasicPrinciplesofEffectiveCommunicationTaketheTimeGoodcommunicationtakestime.Managershavetodevoteextraefforttodevelopinggoodrapportwithemployees.BeAcceptingoftheOtherPersonBeacceptingoftheotherpersonasanindividualwhohastherighttohavefeelingsandperceptionsthatmaydifferfromyourown.Copyright?2011PearsonCanadaInc.BasicPrinciplesofEffectiveCommunication(continued)DoNotConfusethePersonwiththeProblemItisgenerallyusefultobeproblem-orientedratherthanperson-oriented.Bemoredescriptivethanevaluative.SayWhatYouFeelMakesureyourwords,thoughts,feelings,andactionsexhibitcongruence–thattheyallcontainthesamemessage.Copyright?2011PearsonCanadaInc.BasicPrinciplesofEffectiveCommunication(continued)ListenActivelyGoodcommunicatorsemployactivelistening.Activelisteningisatechniqueforimprovingtheaccuracyofinformationreceptionbypayingcloseattentiontothesender.Copyright?2011PearsonCanadaInc.ActiveListeningTechniquesWatchyourbodylanguage.Paraphrasewhatthespeakermeans.Showempathy.Askquestions.Waitoutpauses.Copyright?2011PearsonCanadaInc.BasicPrinciplesofEffectiveCommunication(continued)GiveTimelyandSpecificFeedbackWhenyouinitiatecommunicationtoprovideotherswithfeedbackabouttheirbehaviour,doitsoonandbeexplicit.Saywhatwasgoodabouttheperson’spresentationtotheclient,andsayitsoon.Copyright?2011PearsonCanadaInc.WheninRome…People’sbasicskillssometimesdeterioratewhentheygetnervousaboutacross-culturalencounter.Principlesforcross-culturalcommunicationinclude:Assumedifferencesuntilyouknowotherwise.Recognizedifferenceswithincultures.Watchyourlanguage(andtheirs).Copyright?2011PearsonCanadaInc.AssumeDifferencesUntilYouKnowOtherwise

Inacross-culturalsituation,weshouldassumethatdifferencesexistuntilweareprovenwrong.BeparticularlyalertwhendealingwithproficientEnglishspeakersfromculturesthatemphasizeharmonyandavoidanceofconflict.Copyright?2011PearsonCanadaInc.RecognizeDifferenceswithinCulturesAppreciatingdifferencesbetweenculturescansometimesblindustothedifferencesamongpeoplewithinaculture.Thereareoccupationalandsocialclassdifferencesinothercountriesjustlikethereareathome.Copyright?2011PearsonCanadaInc.WatchYourLanguage(andTheirs)UnlessthepersonwithwhomyouarecommunicatingisveryfluentinEnglish,speakparticularlyclearly,slowly,andsimply.Avoidcliches,jargon,andslang.Copyright?2011PearsonCanadaInc.OrganizationalApproachestoImprovingCommunicationOrganizationaltechniquesthatcanimprovecommunicationinclude:360-DegreeFeedbackEmployeeSurveysandS