1. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. chp18 Communicating in Organizations Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.

2. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. What is Communications Can be defined as the process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior.

3. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. The Manager as Information Nerve Center Manager as Monitor  Information processor  Communicator Feedback Manager as Disseminator  Distributes information to subordinates Feedback Manager as Spokesperson  Distributes information to people outside the organization Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72. External Information Internal Information

4. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Communications Process Model SENDER RECEIVER Message encoded Message decoded Message Feedback Feedback decoded Feedback encoded Noise Channel

5. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Channel Richness The amount of information that can be transmitted during a communication episode.

6. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Nonverbal Communications Messages sent through human actions and behavior rather through words Most nonverbal communication is unconscious or subconscious Occurs mostly face-to-fact Three factors in message interpretation Verbal Impact, 7 percent Vocal Impact, 38 percent Facial Impact, 55 percent The Gallup Organization

7. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Three Formal Channels of Communications Source: Adapted from Richard L. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach, 538. Copyright © 1986 by Scott, Foresman and Company. Used by permission.

8. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Downward Communications Messages sent from top management down to subordinates Most familiar and obvious flow of formal communication Encompasses the following 1. Implementation of goals and strategies 2. Job instructions and rationale 3. Procedures and practices 4. Performance feedback 5. Indoctrination

9. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Down Communications Problems Drop Off –Distortion –Loss of message content Dealing with Drop Off –Use right communication channel –Consistency between verbal and nonverbal messages –Active listening

10. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Upward Communications Messages that flow from the lower to the higher levels in the organizations Five types of information communicated upward 1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information

11. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Horizontal Communications Lateral or diagonal exchange of messages among peers or coworkers Purpose is to inform and request support as well as coordinate activities Horizontal communications three categories 1. Intradepartmental problem solving 2. Interdepartmental coordination 3. Change initiatives and improvement

12. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Team Communications Two characteristics for consideration: –The extent to which team communications is centralized –The nature of the team’s task

13. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Informal Communications Are outside formal authorized channels Do not adhere to organization’s hierarchy of authority Coexists with formal communications networks Two types of channels 1.Management By Wondering Around 2.Grapevine

14. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Two Grapevine Chains Source: Based on Keith Davis and John W. Newstrom, Human Behavior at Work: Organizational Behavior, 7 th ed. (New York: McGraw-Hill, 1985).

15. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Dialogue and Discussion: The Differences Source:Adapted from Edgar Schein, “On Dialogue, Culture, and Organization Learning,” Organizational Dynamics (Autumn 1993), 46. Conversation Lack of understanding, disagreement, divergent points of view Dialogue Discussion Result Reveal feelings Explore assumptions Suspend convictions Build common ground Long-term, innovative solutions Unified group Shared meaning Transformed mind-sets State positions Advocate convictions Convince others Build oppositions Short-term resolution Agreement by logic Opposition beaten down Mind-sets held onto

16. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Ways to Overcome Communications Barriers Active listening Selection of appropriate channel Knowledge of other’s perspective MBWA Climate of Trust Development and use of formal channels Changing organization or group structure to fit communication needs Encouragement of multiple channels, formal and informal Individual Interpersonal dynamics Channels and media Semantics Inconsistent cues Organizational Status and power differences Departmental needs and goals Communication network unsuited Lack of formal channels How to OvercomeBarriers