1. 8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.

2. Understanding Communications Differentiate between interpersonal and organizational communication. Discuss the functions of communication. The Process of Interpersonal Communications Explain all the components of the communication process. List the communication methods managers might use. Describe nonverbal communication and how it takes place. Explain the barriers to effective interpersonal communication and how to overcome them. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–2

3. Organizational Communication Explain how communication can flow in an organization. Describe the three common communication networks. Discuss how managers should handle the grapevine. Understanding Information Technology Describe how technology affects managerial communication. Define e-mail, instant messaging, voice-mail, fax, EDI, teleconferencing, videoconferencing, intranet, and extranet. Explain how information technology affects organizations. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–3

4. Communication Issues in Today’s Organization Discuss how Internet employee gripe sites affect communication. Explain how organizations can manage knowledge. Explain why communicating with customers is an important managerial issue. Explain how political correctness is affecting communication. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–4

5.  Communication ◦ The transfer and understanding of meaning.  Transfer means the message was received in a form that can be interpreted by the receiver.  If no information has been conveyed, communication has not occurred  Understanding the message is not the same as the receiver agreeing with the message. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–5

6. ◦ Interpersonal Communication  Communication between two or more people ◦ Organizational Communication  All the patterns, network, and systems of communications within an organization Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–6

7.  Control ◦ Formal and informal communications act to control individuals’ behaviors in organizations.  Motivation ◦ Communications clarify for employees what is to be done, how well they have done it, and what can be done to improve performance. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–7

8.  Emotional Expression ◦ Social interaction in the form of work group communications provides a way for employees to express themselves.  Information ◦ Individuals and work groups need information to make decisions or to do their work. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–8

9. 11- 9 Process Of Interpersonal Communication  Elements of the Process  message - expresses the purpose of the communication. It can be the written document, the oral speech, and even the gestures and facial expressions we use. 11-9

10. 11- 10 Process Of Interpersonal Communication  Elements of the Process  encoding - converting the message in symbolic form  affected by the skills, attitudes, and knowledge of the sender, and by the culture of the organization. A sender initiates a message by encoding a thought. Four conditions influence the effectiveness of that encoded messages: skills, attitudes, knowledge of the sender, and the sociocultural system. Example teaching at IUG. 11-10

11. 11- 11 Process Of Interpersonal Communication  Elements of the Process  channel - medium for conveying the message  a.Managers need to recognize that certain channels are more appropriate for certain messages. b. A manager might want to use multiple channels—this decreases the potential for distortion. 11-11

12. 11- 12 Process Of Interpersonal Communication  Elements of the Process  The receiver is the individual to whom the message is directed.  a.The receiver must decode the message.  b.Decoding accuracy is limited by the skills, attitudes, knowledge of the receiver, and socio- cultural system. 11-12

13. 11- 13 Process Of Interpersonal Communication  Elements of the Process The feedback loop\circle is the final link in the communication process.  a.Feedback provides a check on whether understanding has been achieved.  b.Because feedback can be transmitted along the same types of channels as the original message, it faces the same potential for distortion. 11-13

14. 11- 14 The Interpersonal Communication Process Sender MessageMediumReceiver Encoding Noise Feedback Message Decoding 11-14

15.  Message Encoding ◦ The effect of the skills, attitudes, and knowledge of the sender on the process of encoding the message ◦ The social-cultural system of the sender  The Message ◦ Symbols used to convey the message’s meaning ◦ The content of the message itself ◦ The choice of message format ◦ Noise interfering with the message Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–15

16.  The Channel ◦ The sender’s choice of the appropriate channel or multiple channels for conveying the message  Receiver ◦ The effect of skills, attitudes, and knowledge of the receiver on the process of decoding the message ◦ The social-cultural system of the receiver  Feedback Loop/circle ◦ Communication channel distortions affecting the return message from receiver to sender Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–16

17. 11- 17 Process Of Interpersonal Communication (cont.)  Methods of Communicating Interpersonally a wide variety of communication methods exist. choice of a method should reflect: 1. the needs of the sender 2. the needs of the receiver 3. the attributes of the message 4. the attributes of the channel 11-17

18. 11- 18 Evaluating Communication Methods 1.Feedback - how quickly can the receiver respond to the message? 2.Complexity capacity - can the method effectively process complex messages? 3.Breadth potential - how many different messages can be transmitted using this method? 4.Confidentiality - can communicators be reasonably sure their messages are received only by those intended? 5.Encoding ease - can sender easily and quickly use this channel? 6.Decoding ease - can receiver easily and quickly decode messages? 7.Time-space constraint - do senders and receivers need to communicate at the same time and in the same space? 11-18

19. 11- 19 Evaluating Communication Methods 1.Cost - how much does it cost to use this method? 2.Interpersonal warmth - how well does this method convey interpersonal warmth? 3.Formality - does this method have the needed amount of formality? 4.Scan ability - does this method allow the message to be easily browsed or scanned for relevant information? 5.Time of consumption - does sender or receiver exercise the most control over when the message is dealt with? 11-19

20.  Face-to-face  Telephone  Group meetings  Formal presentations  Memos  Traditional Mail  Fax machines  Employee publications  Bulletin boards  Audio- and videotapes  Hotlines  E-mail  Computer conferencing  Voice mail  Teleconferences  Videoconferences Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–20

21. 11- 21 Comparison of Communication Methods 11-21

22. 11- 22 Process Of Interpersonal Communication (cont.)  Methods of Communicating Interpersonally (cont.) nonverbal communication - communication without words.  Sounds with specific meanings or warnings  Images that control or encourage behaviors  Situational behaviors that convey meanings  Clothing and physical surroundings that imply status 11-22

23. 11- 23 Process Of Interpersonal Communication (cont.)  Methods of Communicating Interpersonally (cont.) Types of nonverbal communication body language – gestures\signs, facial expressions, and other body movements that convey meaning verbal intonation \tone- emphasis someone gives to words or phrases that conveys meaning every oral communication is accompanied by a nonverbal message. It is not what you said, it is how you said it. nonverbal component usually carries the greatest impact 11-23

24. 11- 24 Facial Expressions Convey Emotions 11-24

25.  Choose the right channel of communication for the follows: 1. University would announce for new registration system. 2. The ministry of higher education established new fund to support students to pay fees. 3. Academic Affairs decided new examination system. This is needed to be conveyed to students. 4. A manager fired his employee because of low performance and he needs to submit the decision to the worker. 5. New restaurant was opened near be the IUG. How to convey the message to customer. 11- 25

26. 11- 26 Barriers to Effective Interpersonal Communication Filtering - the deliberate manipulation/handling 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: the importance of appearance. Selective Perception - is when people selectively interpret what they see or hear on the basis of their interests, background, experience, and attitudes. 11-26

27. 11- 27 Barriers to Effective Interpersonal Communication Emotions - interpretation of a message affected by the way the receiver feels. extreme emotions likely to hinder effective communication It’s best to avoid reacting to a message when the receiver is upset because he/she is not likely to be thinking clearly. Information Overload - information available exceeds processing capacity. Such as 600 waiting e- mail messages in the in box. frequent complaint of executives.  a.Receivers tend to select out, ignore, pass over, or forget information when they have too much information.  b.Or, receivers may put off further processing until the overload situation is over—still ineffective communication. 11-27

28. 11- 28 Barriers to Effective Interpersonal Communication Defensiveness - behaviors that result from feeling threatened. engaging in behaviors such as verbally attacking others, making sarcastic remarks, being overly judgmental, and questioning others’ motives—happens when people feel that they’re being threatened. 11-28

29. 11- 29 Barriers to Effective Interpersonal Communication Language - meaning of words differs among people with diverse backgrounds.  a.Age, education, and cultural background can influence language use and definition given to words.  b.Jargon is specialized terminology or technical language that members of a group use to communicate among themselves. National Culture - cultural values affect the way people communicate. E.g., Arab versus USA. individualism versus collectivism 11-29

30. 11- 30 Overcoming the Barriers to Effective Interpersonal Communication Use Feedback - ask a set of questions about a message to determine whether it was understood as intended ask receivers to restate the message in their own words Simplify Language - tailor the language to the audience for whom the message is intended. jargon can facilitate understanding when used in appropriate groups. Listen Actively - listen for full meaning  a.Listening is an active search for meaning, whereas hearing is passive.  b.Active listening is listening for full meaning without making premature judgments or interpretations, and demands total concentration.  c.Active listening is enhanced by developing empathy\sympathy with the sender—placing yourself in the sender’s position. 11-30

31. 11- 31 Active Listening Behaviors Paraphrase/ rephrase Don’t overtalk Be empathetic\ kind Make eye contact Exhibit affirmative head nods and appropriate facial expressions Active Listening Avoid distracting/ Disturbing actions Or gestures Avoid interrupting the speaker Ask questions 11-31

32. 11- 32 Overcoming the Barriers to Effective Interpersonal Communication Constrain Emotions - emotions severely cloud and distort the transference of meaning. refrain from communicating until one regains her/his composure. Watch Nonverbal Cues \signals- actions should be aligned with words nonverbal message should reinforce verbal message. 11-32

33. 11- 33 Organizational Communication  Formal Communication communication that follows the official chain of command or is communication required to do one’s job It takes place within prescribed organizational work arrangements.  Informal Communication not defined by the organization’s structural hierarchy. It fulfills two purposes 1.permits employees to satisfy their needs for social interaction 2.creates alternative, and frequently faster and more efficient, channels of communication 11-33

34. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–34 Lateral Diagonal DownwardDownwardDownwardDownward UpwardUpwardUpwardUpward

35. 11- 35 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 The amount of upward communication is affected by the culture of the organization:  trust and empowerment increase upward flow  Mechanistic/use machines and authoritarian environment decrease upward flow 11-35

36. 11- 36 Direction of Communication Flow Lateral communication: takes place among employees on the same organizational level. Horizontal cross functional team. Diagonal - cuts across both work areas and organizational levels benefits efficiency and speed. e-mail facilitates diagonal communication. Diagonal communication has the potential to create problems if employees don’t keep their managers informed. 11-36

37. 11- 37 Organizational Communication Networks  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, both direction. wheel - flows between a clearly identifiable and strong leader and others in a work group or team. Leader serves as a hub through whom all communication passes. all-channel - flows freely among all members of a work team. No single network is best for all situations 11-37

38. 11- 38 Three Common Organizations Communication Networks and How They Rate on Effectiveness Criteria 11-38

39. 11- 39 Organizational Communication Networks  Grapevine\gossip - an informal network that is active in almost every organization. Important source of information. Identifies issues that employees consider important and anxiety producing. Can use the grapevine to disseminate important information. Rumors can never be eliminated entirely  a.The grapevine is active in almost every organization. One survey reported that 75 percent of employees hear about matters first through rumors on the grapevine.  b.The grapevine can act as both a filter and a feedback mechanism. 11-39

40. 11- 40 Understanding Information Technology  How Technology Affects Managerial Communication Information technology has changed organizational communication. Disseminates more complete information. Provides more opportunities for collaboration. Employees are fully accessible. Two developments in information technology seem to be having the most significant impact: networked computer systems and wireless capabilities. First: Networked Computer Systems - linking computers through compatible hardware and software. Some of its communication applications are the follows: e-mail - instantaneous transmission of written messages. It is fast and cheap and can be used to send the same message to numerous people at the same time. 11-40

41.  Benefits of Information Technology (IT) ◦ Increased ability to monitor individual and team performance ◦ Better decision making based on more complete information ◦ More collaboration and sharing of information ◦ Greater accessibility to coworkers Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–41

42. 11- 42 Understanding Information Technology (cont.)  Effect of Technology (cont.)  Networked Computer Systems - (cont.) instant messaging (IM) - interactive real-time communication requires groups to be logged on the computer network at the same time. E.g., communication among friends on line. leaves network open to security breaches. IM software is currently incompatible\contrary with important business applications software. voice-mail - digitizes a spoken message transmits message over the network. stores the message for later retrieval. 11-42

43. 11- 43 Understanding Information Technology (cont.)  Effect of Technology (cont.)  Networked Computer Systems (cont.) Fax - allows transmission of documents containing both text and graphics over ordinary telephone lines Electronic data interchange (EDI) - permits the exchange of standard business transaction documents. such as invoices or purchase orders, using direct computer-to-computer networks. Used with vendors, suppliers and consumers. Teleconferencing - permits simultaneous conferral\talking using telephone or e-mail group communications software. videoconferencing - participants can see each other. 11-43

44. 11- 44 Understanding Information Technology (cont.)  Effect of Technology (cont.)  Networked Computer Systems (cont.) Intranet - Internet technology that links organizational employees. Extranet - systems are organizational communication networks that use Internet technology and allow authorized users inside the organization to communicate with certain outsiders such as customers and vendors. Internet-based voice communication - allows users to talk with each other. On Compaq web site, visitors can click on an icon and speak live to a company representative. Second: Wireless Capabilities - depends on signals sent through space without any physical connection based on microwave signals, satellites, radio waves, or infrared light rays 11-44

45.  Removes the constraints of time and distance ◦ Allows widely dispersed employees to work together.  Provides for the sharing of information ◦ Increases effectiveness and efficiency.  Integrates decision making and work ◦ Provides more complete information and participation for better decisions.  Creates problems of constant accessibility to employees ◦ Blurs the line between work and personal lives. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–45

46.  Being connected versus being concerned ◦ Managing Internet gripe sites as a valuable resource for unique insights into the organization.  Employee complaints (“hot-button” issues)  Customer complaints ◦ Responding to Internet gripe sites  Recognized them as a valuable source of information.  Post messages that clarify misinformation.  Take action to correct problems noted on the site.  Set up an internal gripe site.  Continue to monitor the public gripe site. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–46

47.  Managing the Organization’s Knowledge Resources ◦ Build online information databases that employees can access. ◦ Create “communities of practice” for groups of people who share a concern, share expertise, and interact with each other. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–47

48.  Communicating Effectively with Customers ◦ Recognize the three components of the customer service delivery process:  The customer  The service organization  The service provider ◦ Develop a strong service culture focused on the personalization of service to each customer.  Listen and respond to the customer.  Provide access to needed service information. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–48

49.  Do not use words or phrases that stereotype, intimidate, or offend individuals based on their differences.  However, choose words carefully to maintain as much clarity as possible in communications. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–49

50.  Why isn’t effective communication synonymous with agreement?  A message can be clearly understood, but not agreed with. As long as the message is clearly understood, effective communication has happened. 11- 50

51.  Which do you think is more important for the manager: speaking accurately or listening actively? Why?  Students’ reactions may vary. However, they need to make a strong case for their specific opinion. Many will think that listening actively is more important because correct information cannot be returned to the employees or supervisor if the manager has not listened actively and correctly heard the information request. Others will make the argument that it’s more important for the manager to speak accurately to begin with. 11- 51

52.  “Ineffective communication is the fault of the sender.” Do you agree or disagree with this statement? Discuss  Student responses to this question will vary. In fact, this would be an excellent question to set up as a debate with half of the class supporting the sender and the other half supporting the receiver.  11- 52

53.  Is information technology helping managers be more effective and efficient? Explain your answer.  Yes, information technology is helping managers be more effective and efficient. It has significantly improved a manager’s ability to monitor individual or team performance, it has allowed employees to have more complete information to make faster decisions, and it has provided employees more opportunities to collaborate and share information. It has also made it possible for people in organizations to be fully accessible, any time, regardless of where they are. 11- 53