Chapter 16 Communication

What Is Communication? Communication The transfer and understanding of meaning Interpersonal communication Communication between two or more people Organizational communication All the patterns, network, and systems of communications within an organization

Functions of Communication Control Motivation Emotional Expression Information

Interpersonal Communication Message Source: sender’s intended meaning Encoding The message converted to symbolic form Channel The medium through which the message travels Decoding The receiver’s retranslation of the message Noise Disturbances that interfere with communications

Exhibit 10.1 The Interpersonal Communication Process Receiver Message Channel Noise Encoding Decoding Feedback Sender

Evaluating Communication Methods Feedback Complexity capacity Breadth potential Confidentiality Encoding ease Decoding ease Time-space constraint Cost Interpersonal warmth Formality Scanability Time of consumption

Fitting Communication with Circumstances Managers can use 12 questions to help them evaluate appropriate communication methods for different circumstances. 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 for whom they’re intended? 5. Encoding ease. Can the sender easily and quickly use this channel?

Fitting Communication with Circumstances (cont’d) 6. Decoding ease. Can the 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? 8. Cost. How much does it cost to use this method? 9. Interpersonal warmth. How well does this method convey interpersonal warmth? 10. Formality. Does this method have the needed amount of formality? 11. Scanability. Does this method allow the message to be easily browsed or scanned for relevant information? 12. Time of consumption. Does the sender or receiver exercise the most control over when the message is dealt with?

Interpersonal Communication Methods Face-to-face Telephone Group meetings Formal presentations Memos Postal mail Fax Publications Bulletin boards Audio-/videotapes Hot lines E-mail Computer conference Voice mail Teleconference Videoconference

The Johari Window Communication Model Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc.

Effective and productive relationship Arena: all the information necessary to carry on effective communication is known to both the sender (self) and the receivers (others) Effective and productive relationship Blindspot: When relevant information is known to others but not to the sender (self), a blind spot result. Ineffective manager and the do not listen and talk too much Façade: When information is known to the self but unknown to others, the person (self) may resort to superficial communications; that is, he may present a façade. Hidden agenda and manipulative intentions Unknown: If neither party knows the relevant feelings, sentiments, and information, each party is functioning in the unknown region. Communication will suffer Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc.

Nonverbal Communication Communication that is transmitted without words Sounds Images Situational behaviours Clothing and physical surroundings Body language: gestures, facial expressions, and other body movements that convey meaning Verbal intonation (paralinguistics): emphasis that a speaker gives to certain words or phrases that conveys meaning

Interpersonal Communication Barriers Filtering National Culture Emotions Language Interpersonal Communication Information Overload Defensiveness

Barriers to Effective Interpersonal Communication Filtering The deliberate manipulation of information to make it appear more favourable to the receiver Emotions Disregarding rational and objective thinking processes and substituting emotional judgments when interpreting messages Information Overload Being confronted with a quantity of information that exceeds an individual’s capacity to process it

Barriers to Effective Interpersonal Communication (cont’d) Defensiveness When threatened, reacting in a way that reduces the ability to achieve mutual understanding

Barriers to Effective Interpersonal Communication (cont’d) Language The different meanings of and specialized ways (jargon) in which senders use words can cause receivers to misinterpret their messages National Culture Culture influences the formality, openness, patterns, and use of information in communications

Overcoming the Barriers to Effective Interpersonal Communications Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues

Exhibit 10.3 Active Listening Behaviours Don't overtalk Ask questions Be empathetic Exhibit affirmative head nods and appropriate facial expressions Avoid distracting actions or gestures Make eye contact Paraphrase Avoid interrupting speaker Active Listening Source: Based on P.L. Hunsaker, Training in Management Skills (Upper Saddle River, NJ: Prentice Hall, 2001).

Types of Organizational Communication Formal Communication Communication that follows the official chain of command or is part of the communication required to do one’s job Informal Communication Communication that is not defined by the organization’s hierarchy Permits employees to satisfy their need for social interaction Can improve an organization’s performance by creating faster and more effective channels of communication

Direction of Communication Flow Downward Communications that flow from managers to employees to inform, direct, coordinate, and evaluate employees Upward Communications that flow from employees up to managers to keep them aware of employee needs and how things can be improved to create a climate of trust and respect

Direction of Communication Flow (cont’d) Lateral (Horizontal) Communication Communication that takes place among employees on the same level in the organization to save time and facilitate coordination Diagonal Communication Communication that cuts across both work areas and organizational levels in the interest of efficiency and speed

Types of Communication Networks Chain Network Communication flows according to the formal chain of command, both upward and downward Wheel Network All communication flows in and out through the group leader (hub) to others in the group All-Channel Network Communication flows freely among all members of the work team

Exhibit 10.4 Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria Chain Moderate High Speed Accuracy Emergence of leader Member satisfaction Criteria Fast Low None Wheel All-Channel

The Grapevine An informal organizational communication network that is active in almost every organization Provides a channel for issues not suitable for formal communication channels The impact of information passed along the grapevine can be countered by open and honest communication with employees

Information Technology Types of Network Systems Intranet An internal network that uses Internet technology and is accessible only to employees Extranet An internal network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders, such as customers and vendors