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Chapter 3: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 1 Copyright © 2007 Pearson Education Canada Chapter 3 Channels, Types and Forms of Communication

Chapter Outline: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 2 Copyright © 2007 Pearson Education Canada Chapter Outline Channels Types and form of communication: - Verbal - Non verbal - Formal - Internal - External Communication Networks

Verbal Communication: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 3 Copyright © 2007 Pearson Education Canada Verbal Communication

NON VERBAL COMMUNICATION: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 4 Copyright © 2007 Pearson Education Canada NON VERBAL COMMUNICATION

Definition: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 5 Copyright © 2007 Pearson Education Canada Definition Non-verbal forms of communication is a term that refers to any way in which we communicate our ideas, opinions and feelings with each other that does not involve the use of written or spoken words . For example, what would an interview panel think of a smiling, smartly dressed candidate? a candidate who has an untidy appearance and does not make eye contact?

Examples of visual images in the workplace: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 6 Copyright © 2007 Pearson Education Canada Examples of visual images in the workplace A finance director giving a presentation to City analysts uses bar graphs and pie charts to display the raw data from a complex profit forecast. A brochure-designer searches photographic libraries to find a suitable image to support the central messages that appear in the text of an organisation’s annual report.

Areas of Nonverbal Communication: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 7 Copyright © 2007 Pearson Education Canada Areas of Nonverbal Communication Chronemics (time) Proxemics (space) Oculesics (gaze/eye contact) Olfactics (smell) Haptics (touch) Kinesics (body language) Chromatics (color) Silence Vocalics (voice)

Time (Chronemics) : 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 8 Copyright © 2007 Pearson Education Canada Time (Chronemics) Attitudes toward time vary from culture to culture. Countries that follow monochronic time perform only one major activity at a time (U.S., England, Switzerland, Germany). Countries that follow polychronic time work on several activities simultaneously (Latin America, the Mediterranean, the Arabs).

Monochronic/Polychronic Cultures: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 9 Copyright © 2007 Pearson Education Canada Monochronic/Polychronic Cultures do one thing at a time concentrate on the job take time commitments seriously are committed to the job show respect for private property; rarely borrow or lend are accustomed to short-term relationships do many things at once are highly distractible consider time commitments casually are committed to people borrow and lend things often tend to build lifetime relationships Monochronic People Polychronic People

Cultural Differences in Attitudes Toward Time : 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 10 Copyright © 2007 Pearson Education Canada Cultural Differences in Attitudes Toward Time U.S. persons are very time conscious and value punctuality. Being late for meetings is viewed as rude and insensitive behavior; tardiness also conveys that the person is not well organized. Germans and Swiss people are even more time conscious; people of Singapore and Hong Kong also value punctuality. In Algeria, on the other hand, punctuality is not widely regarded. Latin American countries have a manana attitude; people in Arab cultures have a casual attitude toward time.

Space (Proxemics): 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 11 Copyright © 2007 Pearson Education Canada Space (Proxemics) People in the U.S. tend to need more space than do persons of other cultures. U.S. persons back away when people stand too close. Standing too close is interpreted as being pushy or overbearing; standing too close may also be interpreted as unwelcomed sexual advances.

Space Zones in the U.S. : 

Hall & Hall, Understanding Cultural DifferencesChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 12 Copyright © 2007 Pearson Education Canada Space Zones in the U.S. The intimate zone (less than 18 inches) is reserved for very close friends. The personal zone (18 inches to 4 feet) is for giving instructions to others or working closely with another person. The social zone (4 to 12 feet) is used in business situations in which people interact in a more formal, impersonal way. The public distance is over 12 feet.

U.S. people need more space than do Greeks, Latin Americans, or Arabs. The Japanese stand even farther away than do U.S. persons. : 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 13 Copyright © 2007 Pearson Education Canada U.S. people need more space than do Greeks, Latin Americans, or Arabs. The Japanese stand even farther away than do U.S. persons.

Elevator Proxemics: 

Axtell, GesturesChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 14 Copyright © 2007 Pearson Education Canada Elevator Proxemics A psychology professor at a southern university gave his students an assignment to test elevator proxemics . Students reported the usual U.S. behaviors of facing the front and watching the illuminated floor indicator, assuming the Fig Leaf Position (hands/purses/ briefcases hanging down in front of the body), and positioning themselves in the corners or against the elevator walls. Then the professor added another assignment: students were to break the rules and get on the elevator, stand at the front facing the other occupants and jump backward off the elevator just before the door closed. One of the elevator occupants was heard to whisper, “Call 911; we’ve got a real weirdo here.”

Office Environment and Nonverbal Messages : 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 15 Copyright © 2007 Pearson Education Canada Office Environment and Nonverbal Messages U.S. persons prefer desks and chairs in a face-to-face arrangement or at right angles, while the Chinese prefer the side-by-side arrangement. In the U.S. outside offices with windows have more status than inside offices; large offices have more status than small ones; the top floor has more status than the first floor.

PowerPoint Presentation: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 16 Copyright © 2007 Pearson Education Canada French top-level executives occupy the middle of an office area with subordinates around them. The Japanese do not consider private offices appropriate; only the highest ranking officers have private offices and may have desks in large work areas as well.

Gaze/Eye Contact (Oculesics): 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 17 Copyright © 2007 Pearson Education Canada Gaze/Eye Contact (Oculesics) Although people in the U.S. favor direct eye contact, in other cultures, such as the Japanese, the reverse is true; they direct their gaze below the chin. In the Middle East, on the other hand, the eye contact is more intense than U.S. people are comfortable with. A prolonged gaze or stare in the U.S. is considered rude. In most cultures, men do not stare at women as this may be interpreted as sexually suggestive.

Smell (Olfactics): 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 18 Copyright © 2007 Pearson Education Canada Smell (Olfactics) Although people of the U.S. respond negatively to body odors, Arabs are comfortable with natural body odors. Other cultures in which smell plays an important role include the Japanese and Samoans.

Touch (Haptics) : 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 19 Copyright © 2007 Pearson Education Canada Touch (Haptics) Touch, when used properly, may create feelings of warmth and trust; when used improperly, touch may cause annoyance and betray trust. Hierarchy is a consideration when using touch in the U.S.: people who are older or higher rank may touch those who are younger or of lower rank; equals may touch each other.

“Touch” of Different Cultures: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 20 Copyright © 2007 Pearson Education Canada “Touch” of Different Cultures

“Don't Touch” Cultures: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 21 Copyright © 2007 Pearson Education Canada “Don't Touch” Cultures Japan U.S. and Canada England Scandinavia Other N. European countries

Middle Ground Countries: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 22 Copyright © 2007 Pearson Education Canada Australia France China Ireland India Middle East countries Middle Ground Countries

“Touch” Cultures: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 23 Copyright © 2007 Pearson Education Canada “Touch” Cultures Latin American countries Italy Greece Spain and Portugal Some Asian countries Russian Federation

Location of the Touch Is Important: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 24 Copyright © 2007 Pearson Education Canada Location of the Touch Is Important Appropriate touch in the U.S. is limited to shaking hands in business situations - no hugs or expressions of affection. In Thailand do not touch the head. Do not touch Asians on the shoulders or even the back of the worker's chair. Avoid touching a person with the left hand in the Middle East.

PowerPoint Presentation: 

Fast, Body Language in the WorkplaceChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 25 Copyright © 2007 Pearson Education Canada Several years ago, when President Carter was mediating peace talks between Egypt and Israel, Anwar Sadat frequently placed his hand on President Carter’s knee. While this subtextual message was intended as a gesture of warm friendship, the subtler message Sadat was conveying to the world was that he was President Carter’s equal.

Body Language (Kinesics): 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 26 Copyright © 2007 Pearson Education Canada Body Language (Kinesics) Body language includes facial expressions, gestures, and posture and stance. To interpret facial expressions correctly, it is important to take the communication context and culture into account. People in some cultures rarely show emotion (China); Asians will smile or laugh softly when they are embarrassed.

Facial Expressions: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 27 Copyright © 2007 Pearson Education Canada Facial Expressions The face and eyes convey the most expressive types of body language, including happiness, surprise, fear, anger, interest, and determination. Facial expressions must be controlled when inappropriate to the setting (yawning during a presentation).

Gestures: 

Axtell, GesturesChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 28 Copyright © 2007 Pearson Education Canada Gestures Emblems or symbols ("V" for victory) Illustrators (police officer's hand held up to stop traffic) Regulators (glancing at watch when in a hurry) Affect displays (a person's face turns red with embarrassment)

General Guidelines U.S. Gestures: 

Axtell, GesturesChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 29 Copyright © 2007 Pearson Education Canada General Guidelines U.S. Gestures Interest is expressed by maintaining eye contact with the speaker, smiling, and nodding the head. Open-mindedness is expressed by open hands and palms turned upward. Nervousness is sometimes shown by fidgeting, failing to give the speaker eye contact, or jingling keys or money in your pocket.

PowerPoint Presentation: 

Axtell, GesturesChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 30 Copyright © 2007 Pearson Education Canada Suspiciousness is indicated by glancing away or touching your nose, eyes, or ears. Defensiveness is indicated by crossing your arms over your chest, making fisted gestures, or crossing your legs. Lack of interest or boredom is indicated by glancing repeatedly at your watch or staring at the ceiling or floor or out the window when the person is speaking.

Additional Guidelines for Gesturing in Various Cultures : 

Axtell, GesturesChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 31 Copyright © 2007 Pearson Education Canada Additional Guidelines for Gesturing in Various Cultures The “V” for victory gesture, holding two fingers upright, with palm and fingers faced outward, is widely used in the U.S. and many other countries. In England, however, it is a crude connotation when used with the palm in.

The vertical horns gesture (raised fist, index finger and little finger extended): 

Axtell, GesturesChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 32 Copyright © 2007 Pearson Education Canada Has a positive connotation associated with the University of Texas Longhorn football team. This gesture has an insulting connotation in Italy In Brazil and Venezuela it is a sign for good luck In other cultures, such as Italy and Malta, the horns are a symbol to ward off evil spirits This symbol has various meanings in U.S. subcultures and should be used only when you are sure the other person understands its intended meaning The vertical horns gesture (raised fist, index finger and little finger extended)

PowerPoint Presentation: 

Axtell, GesturesChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 33 Copyright © 2007 Pearson Education Canada The thumbs-up gesture has been widely recognized as a positive signal meaning “everything is O.K.” or “good going.” Although well known in North America and most of Europe, in Australia and West Africa it is seen as a rude gesture. The head nod in most countries means “yes,” but in Bulgaria it means “no.”

PowerPoint Presentation: 

Axtell, GesturesChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 34 Copyright © 2007 Pearson Education Canada The “O.K.” sign, with the thumb and forefinger joined to form a circle, is a positive gesture in the U.S., while in Brazil it is considered obscene. The gesture has still another meaning in Japan: money. The beckon gesture (fingers upturned, palm facing the body) used by people in the U.S. for summoning a waiter, for example, is offensive to Filipinos, as it is used to beckon animals and prostitutes. Vietnamese and Mexicans also find it offensive .

PowerPoint Presentation: 

Axtell, GesturesChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 35 Copyright © 2007 Pearson Education Canada An American engineer, sent to Germany by his U.S. company who had purchased a German firm, was working side by side with a German engineer on a piece of equipment. When the American engineer made a suggestion for improving the new machine, the German engineer followed the suggestion and asked his American counterpart whether or not he had done it correctly. The American replied by giving the U.S. American “OK” gesture, making a circle with the thumb and forefinger. The German engineer put down his tools and walked away, refusing further communication with the American engineer. The U.S. American later learned from one of the supervisors the significance of this gesture to a German: “You asshole.”

Posture and Stance: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 36 Copyright © 2007 Pearson Education Canada Posture and Stance Posture can convey self-confidence, status, and interest. Confident people have a relaxed posture, yet stand erect and walk with assurance. Walking with stooped shoulders and a slow, hesitating gait projects negative messages of lack of confidence.

PowerPoint Presentation: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 37 Copyright © 2007 Pearson Education Canada Interest is demonstrated by leaning forward toward the person with whom you are conversing. The posture of U.S. persons is casual, including sitting in a relaxed manner and slouching when standing (considered rude in Germany). Posture when seated varies with the culture; U.S. persons often cross their legs while seated (women at the ankle and men with the ankle on the knee).

PowerPoint Presentation: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 38 Copyright © 2007 Pearson Education Canada Most Middle Easterners would consider crossing the leg with the ankle on the knee inappropriate. Avoid showing the sole of your shoe or pointing your foot at someone in the Arab world. Follow the lead of the person of the other culture; assume the posture they assume.

Color (Chromatics): 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 39 Copyright © 2007 Pearson Education Canada Color (Chromatics) Colors have cultural variations in connotations. Black is the color of mourning in the U.S., but white is worn to funerals by the Japanese. In the U.S. white is typically worn by brides, while in India red or yellow is worn. Purple is sometimes associated with royalty, but it is the color of death in Mexico and Brazil. Red (especially red roses) is associated with romance in some cultures including the U.S.

PowerPoint Presentation: 

Ricks, Blunders in International BusinessChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 40 Copyright © 2007 Pearson Education Canada United Airlines unknowingly got off on the wrong foot during its initial flights from Hong Kong. To commemorate the occasion, they handed out white carnations to the passengers. When they learned that to many Asians white flowers represent bad luck and even death, they changed to red carnations.

Silence: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 41 Copyright © 2007 Pearson Education Canada Silence Although U.S. persons are uncomfortable with silence, people from the Middle East are quite comfortable with silence. The Japanese also like periods of silence and do not like to be hurried. Such Japanese proverbs as, “Those who know do not speak - those who speak do not know,” emphasize the value of silence over words in that culture. In Italy, Greece, and Arabian countries, on the other hand, there is very little silence.

Potential benefits of non-verbal communication: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 42 Copyright © 2007 Pearson Education Canada Potential benefits of non-verbal communication Rapid communication of messages Simplification of complex messages Securing audience attention Making messages memorable (visual hook) Persuading and motivating

1. Rapid communication of messages: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 43 Copyright © 2007 Pearson Education Canada 1. Rapid communication of messages Signs used on roads and motorways Winding road ahead, begins with a curve to the right The road ahead, curves sharply left, then right Danger! Vicinity of school, kindergarten, or playground. Children are likely to run into traffic lanes.

2. Simplification of complex messages: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 44 Copyright © 2007 Pearson Education Canada 2. Simplification of complex messages Showing conceptual or spatial relationships

3. Securing audience attention: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 45 Copyright © 2007 Pearson Education Canada 3. Securing audience attention Dramatic or unexpected images in advertisements

4. Making messages memorable (visual hook): 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 46 Copyright © 2007 Pearson Education Canada 4. Making messages memorable (visual hook) Slippers provided by a hotel in Xiamen, China The Nike "Swoosh" is a design created in 1971 by Carolyn Davidson, a graphic design student at Portland State University. Nike Ultimate Slide Men's Sandal

Potential problems with visual media: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 47 Copyright © 2007 Pearson Education Canada Potential problems with visual media Inconsistency – a particular ‘picture’ may not be consistent with other aspects of the message that is being sent (e.g. contradictory text and images). Inherent unsuitability – it may not be suitable for the receiver that the sender is trying to reach (e.g. offensive images). Context-related meaning – its meaning may be altered according to the context in which it is being received (cultural variation).

Presenting data visually: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 48 Copyright © 2007 Pearson Education Canada Presenting data visually tables pie charts bar charts line graphs maps flowcharts

Table: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 49 Copyright © 2007 Pearson Education Canada To present individual, exact values Table

Pie chart : 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 50 Copyright © 2007 Pearson Education Canada Pie chart To show frequency or distribution of parts of a whole Figure 4.6 Pie chart with exploded segment

Line graph and bar chart : 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 51 Copyright © 2007 Pearson Education Canada Line graph and bar chart To show relationships between variables over time To compare two or more sets of data

PowerPoint Presentation: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 52 Copyright © 2007 Pearson Education Canada Denmark in Figures

Denmark in Figures: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 53 Copyright © 2007 Pearson Education Canada Denmark in Figures

Map : 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 54 Copyright © 2007 Pearson Education Canada Map To show geographic relationships or comparisons Figure 4.11 A map illustrating regional data

Flowchart : 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 55 Copyright © 2007 Pearson Education Canada Flowchart To illustrate processes or procedures

Extract from a financial statement: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 56 Copyright © 2007 Pearson Education Canada Figure 4.12 Extract from a financial statement Extract from a financial statement

Selecting the Right Visual (1): 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 57 Copyright © 2007 Pearson Education Canada Selecting the Right Visual (1) 1. Data on annual sales for the past 20 years.  a table or a line graph 2. Comparison of the sales, product by product (there are four different products), for this year and last year.  a bar chart You are preparing the annual report for your company. What is the appropriate visual ( a table, a pie chart, a bar chart, a line graph, a map, or a flowchart ) to illustrate each of the following types of information?

PowerPoint Presentation: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 58 Copyright © 2007 Pearson Education Canada Selecting the Right Visual (2) 3. Explanation of how your company markets the products.  a flowchart 4. Data on sales of the products in each of ten countries.  a map 5. Comparison of your company’s sales figures with sales figures of three competing companies over the past five years  a table or a line chart What is the appropriate visual ( a table, a pie chart, a bar chart, a line graph, a map, or a flowchart ) to illustrate each of the following types of information?

PowerPoint Presentation: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 59 Copyright © 2007 Pearson Education Canada Summary Organisations make use of a wide range of non-verbal signals , including visual images. There are many potential advantages of non-verbal encoding: messages are quickly assimilated; complex content can be simplified ; the attention of an audience can be caught and messages can be more memorable . In addition, images are often powerful persuaders and motivators.

PowerPoint Presentation: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 60 Copyright © 2007 Pearson Education Canada Summary (continued) The most common problems arise when pictures of all kinds are used carelessly (i.e. images are either inconsistent , inherently unsuitable or inappropriate in a particular context). Graphs and charts can be used to present data in more informative and appealing ways. However, it is important to use the most appropriate type and format , ensuring that you communicate a clear and undistorted impression of the underlying figures.

Formal Communication: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 61 Copyright © 2007 Pearson Education Canada Formal Communication

Formal Communication: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 62 Copyright © 2007 Pearson Education Canada Formal Communication Formal Communication refers to the flow of information along the lines of authority deliberately and consciously established by the management in the organization structure. It is the official communication among different employees of an organization due to predetermined relationships in an organization in the course of performing their duties and responsibilities.

Formal Communication: 

Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2- 63 Copyright © 2007 Pearson Education Canada Formal Communication Messages flows according to a fixed and prescribed way. It takes place when every employee is at pre defined position or status. This communication is between two position. It may be both oral and written