Managing Interpersonal Relations and Communications Chapter Eighteen Managing Interpersonal Relations and Communications

Learning Objectives After studying this chapter, you should be able to: Describe the interpersonal nature of organizations. Describe the role and importance of communication in the manager’s job. Identify the basic forms of communication in organizations. Discuss informal communication, including its various forms and types. Describe how the communication process can be managed to recognize and overcome barriers. Copyright © Houghton Mifflin Company. All rights reserved.

The Interpersonal Nature of Organizations Interpersonal Dynamics Positive When two parties know each other, have mutual respect and affection, and enjoy interacting with one another. Negative When two parties dislike one another, do not have mutual respect, and do not enjoy interacting with one another. Copyright © Houghton Mifflin Company. All rights reserved.

The Interpersonal Nature of Organizations (cont’d) Outcomes of Interpersonal Behaviors Satisfaction of social needs Social support Source of organizational synergy Source of conflict Copyright © Houghton Mifflin Company. All rights reserved.

Communication and the Manager’s Job The process of transmitting information from one person to another. Effective Communication The process of sending a message in such a way that the message received is as close in meaning as possible to the message intended. Copyright © Houghton Mifflin Company. All rights reserved.

The Communication Process Steps in the Communication Process Deciding to transmit a fact, idea, opinion, or other information to the receiver. Encoding the meaning into a form appropriate to the situation. Transmission through the appropriate channel or medium. Decoding the message back into a form that has meaning to the receiver. “Noise” is anything disrupting the communication process. Copyright © Houghton Mifflin Company. All rights reserved.

Figure 18.1: The Communication Process Copyright © Houghton Mifflin Company. All rights reserved.

Forms of Communication in Organizations Interpersonal Communication (cont’d) Advantages of oral communication Promotes prompt feedback and interchange in the form of verbal questions and responses. Is easy to use and can be done with little preparation. Disadvantages of oral communication Suffers from problems with inaccuracy in meaning and details. Leaves no time for thought and consideration and no permanent record of what was said. Copyright © Houghton Mifflin Company. All rights reserved.

Forms of Communication in Organizations (cont’d) Interpersonal Communication (cont’d) Written communication Memos, letters, reports, notes, and other methods in which the written word is used to transmit meaning. Advantages of written communication Is accurate and leaves a permanent record of the exchange. Leaves for thought and consideration, can be referenced. Is easy to use and can be done with little preparation. Disadvantages of written communication Inhibits feedback and interchange due to burden of the process of preparing a physical document. Considerable delay can occur in clarifying message meanings. Copyright © Houghton Mifflin Company. All rights reserved.

Forms of Communication in Organizations (cont’d) Communication in Networks and Work Teams Communication network The pattern through which the members of a group or team communicate. Research suggests: When the group’s task is simple and routine, centralized networks perform with the greatest efficiency and accuracy. When the group’s task is complex and nonroutine, decentralized networks with open communications that foster interaction and exchange of relevant information tend to be most effective. Copyright © Houghton Mifflin Company. All rights reserved.

Figure 18.2: Types of Communication Networks Copyright © Houghton Mifflin Company. All rights reserved.

Forms of Communication in Organizations (cont’d) Organizational Communication Vertical communication Communication that flows up and down the organization, usually along formal reporting lines. Takes place between managers and subordinates and may involve several levels of the organization. Upward communication Downward communication Horizontal communication Formal communication in organizations Follows the official reporting relationships and/or prescribed channels. Copyright © Houghton Mifflin Company. All rights reserved.

Figure 18.3: Formal Communication in Organizations Copyright © Houghton Mifflin Company. All rights reserved.

Forms of Communication in Organizations (cont’d) Electronic Communication Formal Information Systems Accomplished (created) by either: A managerial approach An operational approach Personal Electronic Technology Corporate intranets, the Internet, teleconferences, e-mail Telecommuting Disadvantages: the lack of face-to-face contact, strong personal relationships, falling behind professionally, and losing out in organizational politics. Copyright © Houghton Mifflin Company. All rights reserved.

Informal Communication in Organizations Informal Communications May or may not follow official reporting relationships and/or prescribed organizational channels May have nothing to do with official organizational business. Common forms: Management by wandering around The grapevine Nonverbal communication Copyright © Houghton Mifflin Company. All rights reserved.

Figure 18.4: Informal Communication in Organizations Copyright © Houghton Mifflin Company. All rights reserved.

Figure 18.5: Common Grapevine Chains Found in Organizations Copyright © Houghton Mifflin Company. All rights reserved.

Informal Communication in Organizations (cont’d) Management by Wandering Around Managers keep in touch with what’s going on by wandering around and talking to people on all levels in the organization Grapevine An informal communication network that can permeate an organization. Copyright © Houghton Mifflin Company. All rights reserved.

Informal Communication in Organizations (cont’d) Nonverbal Communication Any communication exchange that does not use words, or uses words to carry more meaning than the strict definition of the words themselves. Facial expression Inflection and tone of the voice. Only a small portion of the message content is due to the words in the message. Kinds of nonverbal managerial communication: Images Settings Body language Copyright © Houghton Mifflin Company. All rights reserved.

Table 18.1: Barriers to Effective Communication Copyright © Houghton Mifflin Company. All rights reserved.

Table 18.2: Overcoming Barriers to Communication Copyright © Houghton Mifflin Company. All rights reserved.

Improving Communication Effectiveness Individual Skills Being a good listener Providing feedback (two-way communications) Awareness word meaning differences Maintain credibility Sensitive to the receiver’s perspective Sensitive to the sender’s perspective Organizational Skills Following up Regulating information flow Understanding the richness of different media Copyright © Houghton Mifflin Company. All rights reserved.

Figure 18.6: More and Less Effective Listening Skills Copyright © Houghton Mifflin Company. All rights reserved.

Key Terms effective communication communication oral communication written communication communication network vertical communication horizontal communication grapevine management by wandering around nonverbal communication Copyright © Houghton Mifflin Company. All rights reserved.