Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 1 Communication and Information Technology Chp. 10 with Duane Weaver

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 2 What Is Communication? Communication 1.The transfer and understanding of meaning 2.Interpersonal communication Communication between two or more people 3.Organizational communication All the patterns, network, and systems of communications within an organization

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 3 Functions of Communication Control member behaviour Motivation encouraged via clarification Emotional Expression by sharing feelings, frustrations, and satisfaction Information (the dissemination of info.)

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 4 Exhibit 10.1 The Interpersonal Communication Process Receiver Message Channel Noise Encoding Decoding Feedback Message Sender Medium through which message travels Senders intended meaning Receiver’s retranslation of message Sender converts message to symbolic form

COMMUNICATION exercise Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 5 In your groups: SCENARIO 1 _ Face back to back (no noises) Sender only broadcasts 1.Sender 2.Receiver 3.Observer SCENARIO 2 (Face back to back) Receiver can answer Sender questions - Feedback) 1.Receiver 2.Sender 3.Observer SCENARIO 3 – At Home (Face to Face – hide book)

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 6 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?

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 7 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?

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 8 Nonverbal Communication Verbal = 10-25% of what is understood NonVerbal = 90-75% of what is understood –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

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 9 Pay attention -- I'm talking to you Aggressive wolves and dogs stand tall with ears pricked, and head held high. They bare their teeth, and erect the fur along their spine to make themselves look bigger. They may give a menacing growl or a furious bark. © Monty Sloan/Wolfpark.org retrieved Sept. 18, 2006 from Wolves and dogs communicate through body postures and facial expressions. Among the easiest emotions to read are aggression, fear, playfulness, and submission. Submissive, frightened wolves and dogs lower their bodies, flatten their ears, tuck their tails, and close their mouths. Whimpering, or even silent, they may roll onto their backs and lie there, belly up. We might be most familiar with playfulness! When wolves or dogs want to play, they raise their rear and lower their forequarters in a kind of "play bow." This posture is a mixture of aggressive and submissive poses.

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 10 Interpersonal Communication Barriers Defensiveness National Culture Emotions Information Overload Interpersonal Communication Language Filtering SelectivePerception

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 11 Overcoming the Barriers to Effective Interpersonal Communications Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 12 Exhibit 10.3 Active Listening Behaviours Source: Based on P.L. Hunsaker, Training in Management Skills (Upper Saddle River, NJ: Prentice Hall, 2001). 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

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 13 Types of Communication Networks Exhibit 10.4 Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria Chain Moderate High Moderate Speed Accuracy Emergence of leader Member satisfaction Criteria Fast High Low Fast Moderate None High WheelAll-Channel

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 14 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

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 15 Information Technology Networked Computer Systems, “blackberries”, cell phones –Linking individual computers to create an organizational network for communication and information sharing Instant messaging Voic and fax Electronic data exchange (EDI) Teleconferencing and videoconferencing Intranets and extranets

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 16 Tips for Sending s Always use the subject line. Be careful using emoticons and acronyms for business communication. Write clearly and briefly. Copy s to others only if they really need the information. Sleep on angry s before sending.

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 17 Information Technology (cont’d) 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 –Wireless capabilities

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 18 How IT Affects Organizations 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

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 19 Ethical Concerns for and Voic Use Not necessarily private –Employer has access to them. The federal Privacy Act and the Access to Information Act apply to all federal government departments, most federal agencies, and some federal crown corporations. Many private sector employees are not covered by privacy legislation. –Only Quebec’s privacy act applies to the entire private sector. Managers need to clearly convey: –Whether communications will be monitored –Company policies on personal Internet and use

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 20 “Politically Correct” Communication Do not use words or phrases that stereotype, intimidate, or offend individuals based on their differences Choose words carefully to maintain as much clarity as possible in communications

THANKS! Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 21