1. CHAPTER 8 Managing Interpersonal Relations and Communication Managing Interpersonal Relations and Communication Copyright © by Houghton Mifflin Company. All rights reserved. PowerPoint Presentation by Charlie Cook

2. Copyright © by Houghton Mifflin Company. All rights reserved. 18–2 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. 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.

3. Copyright © by Houghton Mifflin Company. All rights reserved. 18–3 Chapter Outline The Interpersonal Nature of Organizations –Interpersonal Dynamics –Outcomes of Interpersonal Behaviors Communications and the Manager’s Job –A Definition of Communication –The Role of Communication in Management –The Communication Process Forms of Communication in Organizations –Interpersonal Communication –Communication in Networks and Teams –Organizational Communication The Interpersonal Nature of Organizations –Interpersonal Dynamics –Outcomes of Interpersonal Behaviors Communications and the Manager’s Job –A Definition of Communication –The Role of Communication in Management –The Communication Process Forms of Communication in Organizations –Interpersonal Communication –Communication in Networks and Teams –Organizational Communication Forms of Communication in Organizations (cont’d) –Electronic Communication Informal Communication in Organizations –The Grapevine –Management by Wandering Around –Nonverbal Communication Managing Organizational Communication –Barriers to Communication –Improving Communication Effectiveness

4. Importance of Good Communication Good Communication allows a firm to – Learn new skills and technologies. – Become more responsive to customers. – Improve Quality of their product or service. – Foster innovation Effective communication is needed by all Managers. Good Communication allows a firm to – Learn new skills and technologies. – Become more responsive to customers. – Improve Quality of their product or service. – Foster innovation Effective communication is needed by all Managers.

5. The Communication Process – Communication consists of two phases: 1. Transmission phase: information is shared by 2 or more people. 2. Feedback phase: a common understanding is assured. – Starts with the Sender who wants to share information. Sender must decide on a message to share Sender also puts the message into symbols or language, a process called encoding. Noise: anything harming the communication process. – Communication consists of two phases: 1. Transmission phase: information is shared by 2 or more people. 2. Feedback phase: a common understanding is assured. – Starts with the Sender who wants to share information. Sender must decide on a message to share Sender also puts the message into symbols or language, a process called encoding. Noise: anything harming the communication process.

6. The Communication Process MessageEncodingMediumDecoding DecodingMediumEncodingMessage Receiver (now sender) Sender Transmission Phase Feedback Phase NOISE Figure 15.1

7. The Communication Process – Messages are transmitted over a medium to a receiver. Medium: pathway the message is transmitted on (phone, letter). Receiver: person getting the message. – Receiver next decodes the message. Decoding allows the receiver to understand the message. This is a critical point, can lead to mis-understanding. – Feedback is started by receiver and states that the message is understood or that it must be re-sent. – Messages are transmitted over a medium to a receiver. Medium: pathway the message is transmitted on (phone, letter). Receiver: person getting the message. – Receiver next decodes the message. Decoding allows the receiver to understand the message. This is a critical point, can lead to mis-understanding. – Feedback is started by receiver and states that the message is understood or that it must be re-sent.

8. Communication Issues – Encoding of messages can be done verbally or non-verbally Verbal: spoken or written communication. Nonverbal: facial gestures, body language, dress. – Sender and receiver communicate based on their perception. Subjective perception can lead to biases and stereotypes that hurt communication. Effective Managers avoid communicating based on a pre-set belief. – Encoding of messages can be done verbally or non-verbally Verbal: spoken or written communication. Nonverbal: facial gestures, body language, dress. – Sender and receiver communicate based on their perception. Subjective perception can lead to biases and stereotypes that hurt communication. Effective Managers avoid communicating based on a pre-set belief.

9. Dangers of Ineffective Communication – Managers spend most of their time communicating so both they and the subordinates must be effective communicators. To be effective: – Select an appropriate medium for each message. –There is no one “best” medium. Consider information richness: the amount of information a medium can carry. –Medium with high richness can carry much information to aid understanding. Is there a need for a paper/electronic trail to provide documentation? – Managers spend most of their time communicating so both they and the subordinates must be effective communicators. To be effective: – Select an appropriate medium for each message. –There is no one “best” medium. Consider information richness: the amount of information a medium can carry. –Medium with high richness can carry much information to aid understanding. Is there a need for a paper/electronic trail to provide documentation?

10. Information Richness and Media Type Face-to-facecommunicationFace-to-facecommunication Verbal communication electronicallytransmitted electronicallytransmitted Personally Addressed Written Communication Personally Addressed Written Communication Impersonal written commun-ication commun-ication High Richness Low Richness

11. Communication Media Face-to-Face: highest information richness. Can take advantage of verbal and nonverbal signals. Provides for instant feedback. –Management by wandering around takes advantage of this with informal talks to workers. Video Conferences: provide much of this richness. –Reduce travel costs and meeting times. Verbal Communication electronically transmitted: has next highest richness. Phone conversations, but no visual nonverbal cues. –Do have tone of voice, sender’s emphasis and quick feedback. Face-to-Face: highest information richness. Can take advantage of verbal and nonverbal signals. Provides for instant feedback. –Management by wandering around takes advantage of this with informal talks to workers. Video Conferences: provide much of this richness. –Reduce travel costs and meeting times. Verbal Communication electronically transmitted: has next highest richness. Phone conversations, but no visual nonverbal cues. –Do have tone of voice, sender’s emphasis and quick feedback.

12. Communication Media Personally Addressed Written Communication: lower richness than the verbal forms, but still is directed at a given person. Personal addressing helps ensure receiver reads it. –Letters and e-mail are common forms. Cannot provide instant feedback to sender but can get feedback later. –Excellent for complex messages needing follow-up. Impersonal Written Communication: lowest richness. Good for messages to many receivers. Little feedback is expected. –Newsletters, reports are examples. Personally Addressed Written Communication: lower richness than the verbal forms, but still is directed at a given person. Personal addressing helps ensure receiver reads it. –Letters and e-mail are common forms. Cannot provide instant feedback to sender but can get feedback later. –Excellent for complex messages needing follow-up. Impersonal Written Communication: lowest richness. Good for messages to many receivers. Little feedback is expected. –Newsletters, reports are examples.

13. E-Mail Trends – E-mail use is growing rapidly in large firms, and there are even special e-mail etiquette: Words in all CAPITALS are seen as “screaming” at the receiver. Punctuate your messages for easy reading and don’t ramble (walk) on. Pay attention to spelling and treat like a written letter. – E-mail has allowed telecommuting, where workers can work from home and be in touch with e-mail. – E-mail use is growing rapidly in large firms, and there are even special e-mail etiquette: Words in all CAPITALS are seen as “screaming” at the receiver. Punctuate your messages for easy reading and don’t ramble (walk) on. Pay attention to spelling and treat like a written letter. – E-mail has allowed telecommuting, where workers can work from home and be in touch with e-mail.

14. Communication Networks Networks show information flows in an organization. Wheel Network: information flow to and from one central member, who is probably the group’s leader. In sense, the wheel is the most centralized network, because one person receives and disseminates all information. Chain Network: members communicate with people next to them in sequence. –Wheel and Chain networks provide for little interaction. –The chin offers a more even flow of information among members, although two people (the ones at each end) interact with only one other person. Networks show information flows in an organization. Wheel Network: information flow to and from one central member, who is probably the group’s leader. In sense, the wheel is the most centralized network, because one person receives and disseminates all information. Chain Network: members communicate with people next to them in sequence. –Wheel and Chain networks provide for little interaction. –The chin offers a more even flow of information among members, although two people (the ones at each end) interact with only one other person.

15. Circle Network: members communicate with others close to them in terms of expertise, office location, etc. All-Channel Network: found in teams, with high levels of communications between each member and all others. Circle Network: members communicate with others close to them in terms of expertise, office location, etc. All-Channel Network: found in teams, with high levels of communications between each member and all others. Wheel Network Circle Network Chain Network All Channel Network Communic ation Networks in Groups & Teams

16. Copyright © by Houghton Mifflin Company. All rights reserved. 18–16 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 consists of messages from subordinates to superiors and is more subject to distortion. Downward communication occurs when information flows down the hierarchy from superiors to subordinates. –Horizontal Communication Communication that flows laterally within the organization; involves persons at the same level of the organization. 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 consists of messages from subordinates to superiors and is more subject to distortion. Downward communication occurs when information flows down the hierarchy from superiors to subordinates. –Horizontal Communication Communication that flows laterally within the organization; involves persons at the same level of the organization.

17. Copyright © by Houghton Mifflin Company. All rights reserved. 18–17 Forms of Communication in Organizations (cont’d) Formal Communication in Organizations –Follows the official reporting relationships and/or prescribed channels. Formal Communication in Organizations –Follows the official reporting relationships and/or prescribed channels. Vertical communication Horizontal communication Figure 18.3

18. Copyright © by Houghton Mifflin Company. All rights reserved. 18–18 Forms of Communication in Organizations (cont’d) Electronic Communication –Formal Information Systems Accomplished (created) by either: –A managerial approach involving the creation of a position (e.g., chief information officer-CIO) responsible for putting in place information processing systems that facilitate organizational communication. –An operational approach that involves the creation of formal information systems linking all relevant managers, departments, and facilities in the organization. Electronic Communication –Formal Information Systems Accomplished (created) by either: –A managerial approach involving the creation of a position (e.g., chief information officer-CIO) responsible for putting in place information processing systems that facilitate organizational communication. –An operational approach that involves the creation of formal information systems linking all relevant managers, departments, and facilities in the organization.

19. Copyright © by Houghton Mifflin Company. All rights reserved. 18–19 Forms of Communication in Organizations (cont’d) Electronic Communication –Personal Electronic Technology Technological advances (e.g., fax machines, cellular telephones, copiers, and personal computers) have created opportunities for quickly disseminating and contacting others in the organization. Corporate intranets and the Internet have made possible teleconferences and the rapid retrieval of information from all corners of the globe. Telecommuting allows people to work at home and transmit their work to the company by means of a telephone and a modem. Disadvantages are the lack of face-to-face contact, strong personal relationships, falling behind professionally, and losing out in organizational politics. Electronic Communication –Personal Electronic Technology Technological advances (e.g., fax machines, cellular telephones, copiers, and personal computers) have created opportunities for quickly disseminating and contacting others in the organization. Corporate intranets and the Internet have made possible teleconferences and the rapid retrieval of information from all corners of the globe. Telecommuting allows people to work at home and transmit their work to the company by means of a telephone and a modem. Disadvantages are the lack of face-to-face contact, strong personal relationships, falling behind professionally, and losing out in organizational politics.

20. Copyright © by Houghton Mifflin Company. All rights reserved. 18–20 Informal Communication in Organizations Informal Communications –May or may not follow official reporting relationships and/or prescribed organizational channels and may have nothing to do with official organizational business. –Common forms of informal communications are management by wandering around, the grapevine, and nonverbal communication. 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 Informal Communications –May or may not follow official reporting relationships and/or prescribed organizational channels and may have nothing to do with official organizational business. –Common forms of informal communications are management by wandering around, the grapevine, and nonverbal communication. 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 Example: employees attending the company picnic, playing on the company softball team, or taking fishing trips together will almost always spend part of their time talking about work.

21. Copyright © by Houghton Mifflin Company. All rights reserved. 18–21 Informal Communication in Organizations (cont’d) Figure 18.4 Informal communication Formal communication

22. Copyright © by Houghton Mifflin Company. All rights reserved. 18–22 Informal Communication in Organizations (cont’d) Grapevine –An informal communication network that can permeate an organization. Types of grapevines are: Grapevine –An informal communication network that can permeate an organization. Types of grapevines are: The Gossip Chain One person tells many The Cluster Chain Many people tell a few Figure 18.5

23. Copyright © by Houghton Mifflin Company. All rights reserved. 18–23 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. –Much of the content of a message may be transmitted by facial expression alone; other message content is derived from inflection and tone of the voice. Only a small portion of the message content is due to the words in the message. 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. –Much of the content of a message may be transmitted by facial expression alone; other message content is derived from inflection and tone of the voice. Only a small portion of the message content is due to the words in the message. Facial expression 55% Inflection and tone 38% Words in the message 7%

24. Copyright © by Houghton Mifflin Company. All rights reserved. 18–24 Informal Communication in Organizations (cont’d) Nonverbal Communication (cont’d) –Kinds of nonverbal communication practiced by managers: Images—the kinds of words people elect to use to give emphasis and effect to what they say. Settings—boundaries, familiarity, home turf (e.g., office location, size, and furnishings) are symbols of power and influence how people choose to communicate in organizations. Body language—how people of different cultures and backgrounds physically position themselves and react to the stance and body movements of others has a strong influence on communications between individuals. Nonverbal Communication (cont’d) –Kinds of nonverbal communication practiced by managers: Images—the kinds of words people elect to use to give emphasis and effect to what they say. Settings—boundaries, familiarity, home turf (e.g., office location, size, and furnishings) are symbols of power and influence how people choose to communicate in organizations. Body language—how people of different cultures and backgrounds physically position themselves and react to the stance and body movements of others has a strong influence on communications between individuals.

25. Copyright © by Houghton Mifflin Company. All rights reserved. 18–25 Managing Organizational Communication Barriers to Effective Communication Table 18.1

26. Copyright © by Houghton Mifflin Company. All rights reserved. 18–26 Managing Organizational Communication (cont’d) Improving Communication Effectiveness Table 18.2

27. Copyright © by Houghton Mifflin Company. All rights reserved. 18–27 More and Less Effective Listening Skills Stays active, focused Pays attention Is passive, laid back More Effective ListeningLess Effective Listening Is easily distracted Asks questions Keeps an open mind Asks no questions Has preconceptions Assimilates informationDisregards information Figure 18.6

28. Technological Advances u Internet: global system of computer networks Many firms use it to communicate with suppliers. u Intranets: use the same information concepts as the Internet, but keep the network inside the firm. u Groupware: software designed to let workers share information and improve communication. Best for team oriented support.  World Wide Web (WWW): provides multimedia access to the Internet.

29. Communication Skills for Managers as Senders u Send clear and complete messages. u Encode messages in symbols the receiver understands. u Select a medium appropriate for the message u Avoid filtering (holding back information) and distortion as the message passes through other workers. u Ensure a feedback mechanism is included in the message. u Provide accurate information to avoid rumors. u Send clear and complete messages. u Encode messages in symbols the receiver understands. u Select a medium appropriate for the message u Avoid filtering (holding back information) and distortion as the message passes through other workers. u Ensure a feedback mechanism is included in the message. u Provide accurate information to avoid rumors.

30. Communication Skills for Managers as Receivers Pay Attention to what is sent as a message. Be a good listener: don’t interrupt. –Ask questions to clarify your understanding. Be empathetic: try to understand what the sender feels. Understand linguistic styles: different people speak differently. –Speed, tone, pausing all impact communication. –This is particularly true across cultures. –Managers should expect and plan for this. Pay Attention to what is sent as a message. Be a good listener: don’t interrupt. –Ask questions to clarify your understanding. Be empathetic: try to understand what the sender feels. Understand linguistic styles: different people speak differently. –Speed, tone, pausing all impact communication. –This is particularly true across cultures. –Managers should expect and plan for this.

31. End Copyright © by Houghton Mifflin Company. All rights reserved. 18–31