Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Communicating in Organizations Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. What is Communication? 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.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. The Manager as Information Nerve Center External Information Internal Information 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.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Model of Communications Process

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. The Pyramid of Channel Richness

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Capacity of Information Channel Influenced by Three Characteristics 1. The ability to handle multiple cues simultaneously. 2. The ability to facilitate rapid, two-way feedback. 3. The ability to establish a personal focus for the communication.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Nonverbal Communication Messages sent through human actions and behavior rather through words. Most nonverbal communication is unconscious or subconscious. Occurs mostly face-to-face. Three factors in message interpretation. Verbal Impact: 7 percent. Vocal Impact: 38 percent. Facial Impact: 55 percent.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Ten Keys to Effective Listening SOURCE: Adapted from Sherman K. Okum, “How to Be a Better Listener,” Nation’s Business (August 1975), 62 and Philip Morgan and Kent Baker, “Building a Professional Image; Improving Listening Behavior,” Supervisory Management (November 1985),

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Organizational Communication SOURCE: Adopted from Richard L. Daft and Richard M. Steers, Organizations; A Micro-Macro Approach, 538 Copyright 1986 by Scott, Foresman and Company, Used by permission.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Downward Communication Messages sent from top management down to subordinates. Most familiar and obvious flow of formal communication. Major problem is drop off. Another concern, distortion.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Upward Communication Messages that flow from the lower to the higher levels in the organizations. Upward communications mechanisms: 1. Suggestion boxes. 2. Employee surveys. 3. MIS reports. 4. Face to face conversations.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Horizontal Communication Lateral or diagonal exchange of messages among peers or coworkers. Horizontal communications three categories: 1. Intradepartmental problem solving. 2. Interdepartmental coordination. 3. Change initiatives and improvements.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. The Grapevine Will always exists in organizations. Used to fill in information gaps. Tends to be more active during periods of change. About 80% of topics are business related. About 70-90% of details of grapevine are accurate.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. The Grapevine 1. Gossip chain... A single individual conveys news to many. 2. Cluster chain... A few individuals each convey information to many. Two Kinds

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 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 Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Communication Barriers & Ways to Overcome Them Active listening Selection of appropriate channel Knowledge of other’s perspective MBWA Climate of Trust, dialogue 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 Defense mechanisms Inconsistent cues Organizational Status and power differences Departmental needs and goals Communication network unsuited to task Poor coordination Semantics Lack of formal channels Feedback and learning BarriersHow to Overcome Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.