Communication in Organizations Chapter 11 Communication in Organizations

Chapter Learning Objectives After studying this chapter you should be able to: Discuss the nature of communication in organizations. Identify and describe the primary methods of communication. Describe the communication process. Note how information technology affects communication. Identify and discuss the basic kinds of communication networks. Discuss how communication can be managed in organizations. © 2012 South-Western, a part of Cengage Learning

The Nature of Communication in Organizations The social process in which two or more parties exchange information and share meaning Purposes of Communication in Organizations Achieve coordinated action Information sharing Express feelings and emotions © 2012 South-Western, a part of Cengage Learning

11.1 Three Purposes of Organizational Communication © 2012 South-Western, a part of Cengage Learning

Communication Across Cultures Interpersonal Relations Issues in Communications Language Different word meanings Nonverbal communication Coordination Time zones Communication systems © 2012 South-Western, a part of Cengage Learning

Methods of Communication Primary Organizational Communication Methods Written Oral Nonverbal Choice Considerations Audience (physical or not physical presence) Nature of the message (urgency and secrecy) Costs of transmission © 2012 South-Western, a part of Cengage Learning

11.2 Methods of Communication in Organizations © 2012 South-Western, a part of Cengage Learning

Methods of Communication (cont’d) Written Communication Types Letter Office memorandum Email Reports Manuals Forms Oral Communication Aspects to Consider Changes in tone, pitch, speed, volume Possibilities of feedback © 2012 South-Western, a part of Cengage Learning

Methods of Communication (cont’d) Facial Expressions Physical Movements Body Language Environmental Elements Elements of Nonverbal Communication © 2012 South-Western, a part of Cengage Learning

Elements of the Communication Process Source Individual/group/organization interested in communicating something to another party Encoding The process by which the message is translated from an idea/thought into transmittable symbols Transmission The process through which the symbols that represent the message are sent to the receiver; the medium is the channel or path through which the message is transmitted Decoding The process by which the message receiver interprets its meaning Receiver Individual/group/organization that perceives the encoded symbols Feedback The process in which the receiver returns a message to the sender that indicates receipt of the message Noise Any disturbance in the communication process that interferes with or distorts communication © 2012 South-Western, a part of Cengage Learning

11.3 The Communication Process © 2012 South-Western, a part of Cengage Learning

Electronic Information Processing and Telecommunications Workplace Changes Due to Technology Innovation Organizational intranets and extranets The Internet New types of telecommunication systems Computerized information processing systems Combinations of all these © 2012 South-Western, a part of Cengage Learning

Electronic Information Processing and Telecommunications (cont’d) Today’s Office of the Future Virtual offices link managers, clerical employees, professional workers, sales personnel, suppliers, customers Advantages Computerized data storage, retrieval, transmission systems Improves productivity Increases idea sharing/knowledge sharing Risks Reduction in face-to-face meetings leads to depersonalization Reduction of office social structures © 2012 South-Western, a part of Cengage Learning

Communication Networks Communication links individuals and groups in a social system Stages of organizational communication link development Task-related communication links Small group communication networks Larger organizational networks Function of communication networks Structure flow/communication content Support organizational structure, culture, beliefs, value systems © 2012 South-Western, a part of Cengage Learning

11.4 Small-Group Communication Networks © 2012 South-Western, a part of Cengage Learning

Communication Networks (cont’d) Small-Group Networks: Information Flow Patterns Wheel Network Information flows between the person at the end of each spoke and the person in the middle Chain Network Each member communicates with the person above and below, except for the individuals on each end who communicate with only one person Circle Network Each member communicates with the people on both sides but with no one else All-Channel Network All members communicate with all other members © 2012 South-Western, a part of Cengage Learning

Communication Networks (cont’d) Characteristics of Communication Networks Networks form spontaneously as interactions among workers continue Networks rarely are permanent Task is crucial to the choice of a network pattern Environment affects the frequency and types of interactions among members Personal factors and group performance factors influence communication networks Networks strongly influence group effectiveness Electronic groups that have little face-to-face communication are an emerging trend © 2012 South-Western, a part of Cengage Learning

Communication Networks (cont’d) Organizational Communication Networks Communication and information flows do not necessarily follow the lines of an organization chart Downward communication provides directions Upward communication provides feedback Horizontal communication is related to task performance © 2012 South-Western, a part of Cengage Learning

Communication Networks (cont’d) Gatekeeper Isolate/ Isolated Dyad Liaison Cosmopolite Roles in an Organizational Network © 2012 South-Western, a part of Cengage Learning

11.5 Comparison of an Organization Chart and the Organization’s Communication Network © 2012 South-Western, a part of Cengage Learning

Managing Communications Improving the Communication Process Communication fidelity The degree of correspondence between the message intended by the source and the message understood by the receiver Typical problem areas: Source Encoding/Decoding Receiver Feedback © 2012 South-Western, a part of Cengage Learning

Managing Communications (cont’d) Area Symptom/Problem Solution Source Information filtering Understand underlying basis Encoding-Decoding Lack of common experience base Improve semantics Reduce jargon Receiver Selective attention, value judgments, source credibility, overload Reduce dissonance and overload Feedback Lack of feedback leads to improper response Source must be more concerned with message, symbols, medium, receiver feedback. Receiver needs to be source oriented © 2012 South-Western, a part of Cengage Learning

11.1 Improving the Communication Process © 2012 South-Western, a part of Cengage Learning

Managing Communications (cont’d) Reduce noise (rumor grapevine) Foster informal communication Develop a balanced information network Improving Organizational Factors in Communication © 2012 South-Western, a part of Cengage Learning

Organizational Behavior in Action After reading the chapter: Which of the communication technologies that students use now will have the most impact on communication patterns in organizations in the future? What personal privacy issues for workers could arise from the use of increasingly pervasive and “always-on” communication networks by employers? Does “get a life” mean that you have “get off the grid”? © 2012 South-Western, a part of Cengage Learning