1. Communication
In today’s turbulent environment, communication is at the top of everyone’s needed-skills list.
Effective communication, both within the organization and with people outside the company, is a major challenge and responsibility for managers.

2. What is Communication?
Process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior
Manager = 80% every working day in direct communication with others – 48 min/hour
Manager = 20% every work day in communication in the form of reading and writing -12 min/hour

3. What is Communication?
The transfer and understanding of meaning
if no information has been conveyed, communication has not occurred
everything that a manager does involves communicating
effective communication does not equal agreement
ineffective communication is the basis for many managerial problems

4. The Manager as Communication Champion

5. interpersonal communication - occurs between people
organizational communication - all the patterns, networks, and systems of communication in an organization

6. Process Of Communication
Elements of the Process
message - expresses the purpose of the communication
encoding - converting the message in symbolic form
affected by the skills, attitudes, and knowledge of the sender, and by the culture of the organization
channel - medium for conveying the message
decoding - retranslating symbols into a message
affected by personal characteristics of the receiver
noise - disturbances that interfere with the transmission, receipt, or feedback of a message
message itself and channel can distort communications
feedback also subject to same sources of noise

7. The Communication Process
Message
Medium
Receiver
Encoding
Message
Decoding
Noise
Sender
Feedback

8. Channel Richness

9. nonverbal communication - communication without words
types
body language - gestures, facial expressions, and other body movements that convey meaning
verbal intonation - emphasis someone gives to words or phrases that conveys meaning
every oral communication is accompanied by a nonverbal message
nonverbal component usually carries the greatest impact

10. Nonverbal Communications
Nonverbal Communications
Most nonverbal communication is unconscious or subconscious
Messages transmitted human actions and behaviors rather than through words
Occurs mostly face-to-face
Verbal Impact = 7 %
Vocal Impact = 38 %
Facial Impact = 55 %

11. Facial Expressions Convey Emotions

12. Barriers to Effective Interpersonal Communication
Filtering - the deliberate manipulation of information to make it appear more favorable to the receiver
upward communication is condensed by senders to avoid information overload by top-level receivers
extent of filtering affected by:
the number of vertical levels in the organization
culture of the organization
Selective Perception - what people see and hear influenced by their attitudes, background, and experience

13. Emotions - interpretation of a message affected by the way the receiver feels
extreme emotions likely to hinder effective communication
Information Overload - information available exceeds processing capacity
frequent complaint of executives

14. Defensiveness - behaviors that result from feeling threatened
hinders effective communication
Language - meaning of words differs among people with diverse backgrounds
jargon - specialized terminology used by a group
even those who speak the same language may use it quite differently
National Culture - cultural values affect the way people communicate

15. Overcoming the Barriers to Effective Interpersonal Communication
Use Feedback -
Simplify Language –
Listen Actively -

16. Active Listening Behaviors
Don’t overtalk
Be empathetic
Make eye
contact
Exhibit affirmative
head nods and
appropriate
facial expressions
Active
Listening
Avoid distracting
actions or
gestures
Avoid interrupting
the speaker
Ask questions

17. Listening
One of the most important tools of manager communication – both to employees and to customers
Listening = skill of receiving messages to accurately grasp facts and feelings to interpret the genuine meaning
75% of effective communication is listening – most people spend only 30-40% listening

18. Keys to Effective Listening
Keys to Effective Listening
Listen actively
Find areas of interest
Resist distractions
Capitalize on the fact that thought is faster tan speech
Be responsive
Judge content, not delivery
Hold one’s fire
Listen for ideas
Work at listening
Exercise one’s mind

19. Constrain Emotions - emotions severely cloud and distort the transference of meaning
refrain from communicating until one regains her/his composure
Watch Nonverbal Cues - actions should be aligned with words
nonverbal message should reinforce verbal message

20. Organizational Communication
Formal Communication
communication that follows the official chain of command or is communication required to do one’s job
takes place within prescribed organizational work arrangements
Informal Communication
not defined by the organization’s structural hierarchy
fulfills two purposes
permits employees to satisfy their needs for social interaction
creates alternative, and frequently faster and more efficient, channels of communication

21. Formal Channels of Communication
Formal Channels of Communication

22. Direction of Communication Flow
Downward - flows from a manager to subordinates
used to inform, direct, coordinate, and evaluate employees
Upward - flows from subordinates to managers
keeps managers aware of employees’ feelings
source for ideas on improving operations
amount of upward communication affected by the culture of the organization
trust and empowerment increase upward flow
mechanistic and authoritarian environment decrease upward flow

23. Diagonal - cuts across both work areas and organizational levels
benefits efficiency and speed
facilitates diagonal communication

24. Horizontal Communications
Horizontal Communications
Inform and request support as well as coordinate activities
Lateral or diagonal exchange of messages among peers or coworkers
Horizontal communications categories
1. Intradepartmental problem solving
2. Interdepartmental coordination
3. Change initiatives and improvement
Particularly important in learning organizations

25. Team Communication Channels
Team Communication Channels
Organizational Implications
With complex and difficult team activities, all members should share information in a decentralized structure – all information with all members
With simple problems, centralized communication structure – communicating through one individual to solve problems or make decisions

26. Organizational Communication Networks
combination of vertical and horizontal flows into a variety of patterns
Types of Networks
chain - communication flows according to the formal chain of command
wheel - flows between a clearly identifiable and strong leader and others in a work group or team
all-channel - flows freely among all members of a work team
no single network is best for all situations

27. Three Common Organizations Communication Networks and How They Rate on Effectiveness Criteria

28. Personal Communication Channels
Personal Communication Channels
Coexist with formal communication channels
Exist outside formal authorized channels
Do not adhere to organization’s hierarchy of authority
Primary way information spreads and work gets accomplished

29. Developing Personal Communication Networks
Developing Personal Communication Networks
Build it before you need it
Never eat lunch alone
Make it win-win
Focus on diversity

30. Personal Communication Channels
Personal Communication Channels
Three important types of channels
Personal Networks
Grapevine-rumour is undesirable feature of grapevine
Management By Wondering Around

31. Communicating during turbulent times Open Communication
Communicating during turbulent times Open Communication
Sharing all types of information throughout the company, across functional and hierarchical levels
Recent trend - reflects manager’s increased emphasis on
Empowering employees
Building trust and commitment
Enhancing collaboration

32. Crisis Communication Maintain your focus Be visible
Crisis Communication
Primary Skills
Maintain your focus
Be visible
Get the awful truth out
Communicate a vision for the future

33. Managers use evaluation & communication to help individuals
Feedback and Learning
Managers use evaluation & communication to help individuals
Feedback –
Enables managers to determine whether they have been successful in communicating with others
Is often neglected
Giving & receiving feedback is typically difficult –both for managers & employees
Successful managers focus their feedback
To help develop the capacities of subordinates
To teach the organization how to better reach its goals

34. Semantics
Meaning of words and the way they are used