Page 424 - Fundamentals of Management Myths Debunked (2017)_Flat

CHAPTER 13 • Managing Communication and Information 423
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communicate and the national culture of which they’re a part. For example, let’s compare
countries that place a high value on individualism (such as the United States) with coun-
tries where the emphasis is on collectivism (such as Japan). 20
In the United States, communication patterns tend to be oriented to the individual and
clearly spelled out. Managers in the United States rely heavily on memoranda, announce-
ments, position papers, and other formal forms of communication to state their positions on
issues. Supervisors here may hoard information in an attempt to make themselves look good
(filtering) and as a way of persuading their employees to accept decisions and plans. And for
their own protection, lower-level employees also engage in this practice.
In collectivist countries, such as Japan, there’s more interaction for its own sake and a
more informal manner of interpersonal contact. The Japanese manager, in contrast to the U.S.
manager, engages in extensive verbal consultation with employees over an issue first and
draws up a formal document later to outline the agreement that was made. The Japanese value
decisions by consensus, and open communication is an inherent part of the work setting.
Also, face-to-face communication is encouraged. 21
22
Cultural differences can affect the way a manager chooses to communicate. And these
differences undoubtedly can be a barrier to effective communication if not recognized and
taken into consideration.

Write It 2!
If your professor has assigned this, go to the Assignments section of mymanagementlab.com to
complete BCOMM4: Multicultural Communication.

How Can Managers Overcome Communication Barriers?

Given these barriers to communication, what can managers do to overcome them? The following
suggestions should help make communication more effective (see also Exhibit 13–3).

wHy use FeeDbAck? Many communication problems are directly attributed to misun-
derstanding and inaccuracies. These problems are less likely to occur if the manager gets
feedback, both verbal and nonverbal.
A manager can ask questions about a message to determine whether it was received and
understood as intended. Or the manager can ask the receiver to restate the message in his or
her own words. If the manager hears what was intended, understanding and accuracy should
improve. Feedback can also be more subtle as general comments can give a manager a sense
of the receiver’s reaction to a message.
Feedback doesn’t have to be verbal. If a sales manager e-mails information about a
new monthly sales report that all sales representatives will need to complete and some
of them don’t turn it in, the sales manager has received feedback. This feedback suggests

Exhibit 13–3 Overcoming Barriers to Effective Communication

Use Feedback Check the accuracy of what has been communicated—or
what you think you heard.
Simplify Language Use words that the intended audience understands.
Listen Actively Listen for the full meaning of the message without making
premature judgment or interpretation—or thinking about
what you are going to say in response.
Constrain Emotions Recognize when your emotions are running high. When
they are, don’t communicate until you have calmed down.
Watch Nonverbal Cues Be aware that your actions speak louder than your words.
Keep the two consistent.