1. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 10-1 Chapter Ten Communication

2. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 10-2 Learning Objectives Relate the perspective, historical background, and meaning of the communication process in organizations Describe modern communication technology Identify the dimensions of nonverbal communication Discuss the specific downward, upward, and horizontal (interactive) interpersonal communication processes Analyze communication across cultures

3. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 10-3 11% Networking 26% Human Resource Management The Contribution Of Communication Activities To Real Managers’ Effectiveness 44% Routine communication 19% Traditional management

4. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 10-4 Managerial Communication Model Humanistic interactor Mechanistic isolate Informal developer Formal controller

5. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 10-5 The Continuum Of Communication In Organizational Behavior Interpersonal communication Communication media and technology Nonverbal communication

6. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 10-6 Information Richness For Different Media Feedback Immediate Fast Slow Very slow Channel Visual, audio Audio Limited visual Limited visual Limited visual Type of Communication Personal Impersonal Language Source Body, natural Natural Information Richness High High/ Moderate Moderate/ Low Medium Face-to-face Telephone Personal written Formal written Formal numeric

7. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 10-7 Characteristics Of Feedback For Effective And Ineffective Interpersonal Communication Effective Feedback Ineffective Feedback 1. Intended to help the employee 2. Specific 3. Descriptive 4. Useful 5. Timely 6. Considers employee readiness for feedback 7. Clear 8. Valid 1. Intended to belittle the employee 2. General 3. Evaluative 4. Inappropriate 5. Untimely 6. Makes the employee defensive 7. Not understandable 8. Inaccurate

8. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 10-8 Purposes Of Downward Communication 1. To give specific task directives about job instructions 2. To give information about organizational procedures and practices 3. To provide information about the rationale of the job 4. To tell subordinates about their performance 5. To provide ideological information to facilitate the indoctrination of goals

9. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 10-9 Methods Of Improving Upward Communication 1. The grievance procedure 2. The open-door policy 3. The use of e-mail 4. Counseling, attitude questionnaires, and exit interviews 5. Participative techniques 6. Empowerment strategy 7. The ombudsperson