Copyright © 2016 Pearson Canada Inc.

Chapter Outline The Communication Process Choosing a Channel Barriers to Effective Communication Filtering Selective Perception Information Overload Emotions Language Silence Nonverbal Communication Lying Material pertinent to this discussion is found under “SnapShot Summary” at the end of the chapter. Copyright © 2016 Pearson Canada Inc. 2

Chapter Outline Organizational Communication Direction of Communication Small-Group Networks The Grapevine Electronic Communications Material pertinent to this discussion is found under “SnapShot Summary” at the end of the chapter. Copyright © 2016 Pearson Canada Inc. 3

Learning Outcomes Describe the communication process and formal and informal communication. Show how channel richness underlies the choice of communication channel. Identify common barriers to effective communication. Contrast downward, upward, and lateral communication. Compare and contrast formal small-group networks and the grapevine. Show how to overcome the potential problems in cross-cultural communication. Material pertinent to this discussion is found at the beginning of the chapter. Copyright © 2016 Pearson Canada Inc. 4

The Communication Process
People spend nearly 70 percent of their waking hours communicating—writing, reading, speaking, listening. Communication is a foundation for many things that happen among groups and within the workplace – from motivating, to providing information, to controlling behaviour, to expressing emotion. Good communication skills are very important to your career success. LO1; This material is found under “The Communication Process.” Copyright © 2016 Pearson Canada Inc. 5

Communication Channels
Formal channels Traditionally follow the authority chain within the organization Transmit messages related to the professional activities of members Informal channels Personal or social messages which are spontaneous and emerge as a response to individual choices LO1; This material is found under “The Communication Process.” Copyright © 2016 Pearson Canada Inc. 6

Communication Terms Encoding Converting a message to symbolic form. Decoding Interpreting a sender’s message. Message What is communicated. Channel The medium through which a message travels. LO1; This material is found under “The Communication Process.” Copyright © 2016 Pearson Canada Inc. 7

Communication Terms Noise Communication barriers that distort the clarity of the message Feedback Checks how successful we have been in transferring our messages as originally intended. Has an understanding been achieved? LO1; This material is found under “The Communication Process.” Copyright © 2016 Pearson Canada Inc. 8

Exhibit 7-1 The Communication Process Model
LO1; This material is found under “The Communication Process.” The communication process includes the steps between a source and a receiver that result in the transference and understanding of meaning. Copyright © 2016 Pearson Canada Inc. 9

Choosing Channels Channel The medium through which a message travels Such as a phone call, face-to-face, text message Communication apprehension Undue tension and anxiety about oral communication, written communication, or both. LO2; This material is found under “The Communication Process.” Some people suffer from communication apprehension, which is undue tension and anxiety in oral or written communication or both. For these 5 to 20% of the population, the choice of communication channel reflects their anxiety. For others, however, a model of media richness has been developed to explain channel selection among managers. Some are rich in that they have the ability to handle multiple cues simultaneously, facilitate rapid feedback, and be very personal. Others are lean in that they score low on these three factors. An instructor might ask students where voice mail and television fit along these dimensions. Copyright © 2016 Pearson Canada Inc. 10

Choosing Channels Channels differ in their capacity to convey information. Rich channels have the ability to: Handle multiple cues simultaneously. Facilitate rapid feedback. Be very personal. LO2; This material is found under “The Communication Process.” Some people suffer from communication apprehension, which is undue tension and anxiety in oral or written communication or both. For these 5 to 20% of the population, the choice of communication channel reflects their anxiety. For others, however, a model of media richness has been developed to explain channel selection among managers. Some are rich in that they have the ability to handle multiple cues simultaneously, facilitate rapid feedback, and be very personal. Others are lean in that they score low on these three factors. An instructor might ask students where voice mail and television fit along these dimensions. Copyright © 2016 Pearson Canada Inc. 11

Exhibit 7-2 Information Richness of Communication Channels
LO2; This material is found under “The Communication Process.” When people choose channels they are dealing with various factors: - Communication Apprehension: Tension about communication. - Channel Richness: The amount of information that can be transmitted during a communication episode. - Routine messages can go through less rich channels; non-routine messages should go through richer channels. Copyright © 2016 Pearson Canada Inc. 12

Barriers to Effective Communication
Filtering The sender manipulates information so that it will be seen more favourably by the receiver. Selective Perception The receivers selectively sees and hears based on their needs, motivations, experience, background, and other personal characteristics. LO3; This material is found under “Barriers to Effective Communication.” Copyright © 2016 Pearson Canada Inc. 13

Information Overload Occurs when the information we have to work with exceeds our processing capacity. With s, phone calls, faxes, meetings, and the need to keep current in one’s field, more employees are suffering from too much information. Emotions Individuals may interpret the same message differently when you are angry or distraught than when you are happy Depression will most likely hinder effective communication LO3; This material is found under “Barriers to Effective Communication.” Copyright © 2016 Pearson Canada Inc. 14

Language Words mean different things to different people. Age and context are the two biggest factors that influence such differences Silence Defined as an absence of speech or noise. Not necessarily inaction—can convey: Thinking or contemplating a response to a question. Anxiety about speaking. Agreement, dissent, frustration, or anger. LO3; This material is found under “Barriers to Effective Communication.” Copyright © 2016 Pearson Canada Inc. 15

Silence (Cont’d) Individuals should be aware of what silence might mean in any communication Can be problematic and is common in the workplace Employees who are silent about important issues may also experience psychological stress Silence is less likely where minority opinions are treated with respect LO3; This material is found under “Barriers to Effective Communication.” Copyright © 2016 Pearson Canada Inc. 16

Nonverbal Communication Includes body movements, facial expressions, and the physical distance between sender and receiver. Two important messages body language conveys Extent to which an individual likes another and is interested in his or her views Relative perceived status between a sender and receiver (i.e. how emotionally close they are to each other) Proxemics The study of physical space in interpersonal relationships. LO3; This material is found under “Barriers to Effective Communication.” Copyright © 2016 Pearson Canada Inc. 17

Lying: outright misrepresentation of information Deliberately withholding information People are more comfortable lying over the phone than face-to-face Most people are not very good at detecting deception in others LO3; This material is found under “Barriers to Effective Communication.” Copyright © 2016 Pearson Canada Inc. 18

Organizational Communication – Direction of Communication
Downward Communication that flows from one level of a group to a lower level. Managers to employees Upward Communication that flows to a higher level of a group. Employees to manager Becoming increasingly difficult Lateral Communication among members of the same work group, or individuals at the same level. LO4; This material is found under “Organizational Communication.” Copyright © 2016 Pearson Canada Inc. 19

Small- Group Networks Connections by which information flow. Formal Networks Task-related communications that follow the authority chain, and are typically vertical The Grapevine – Informal Networks Communications that flow along social and relational lines LO5; This material is found under “Organizational Communication.” Copyright © 2016 Pearson Canada Inc. 20

Exhibit 7-3 Three Common Small-Group Networks and Their Effectiveness
LO5; This material is found under “Organizational Communication.” Chain: Follows the formal chain of command--communication is only with the person immediately above and below you (unless you’re at the bottom). Wheel: All information flows to the leader--leader can communicate with everyone. All-Channel: Everyone can communicate with everyone else. Copyright © 2016 Pearson Canada Inc. 22

The Grapevine 75 percent of employees hear about matters first through rumours (the grapevine). The grapevine has three main characteristics: Not controlled by management. Most employees perceive it as being more believable and reliable than formal communication. Largely used to serve the self-interests of those people within it. LO5; This material is found under “Organizational Communication.” The grapevine has three main characteristics: it is not controlled by management, it is perceived by most employees as being more believable and reliable than formal communiqués issued by top management, and it is largely used to serve the self-interests of those people within it. Research shows that about 10 percent of the people in an organization are liaisons for the grapevine, and that about 75 percent of the information carried on the grapevine is accurate. Copyright © 2016 Pearson Canada Inc. 23

Electronic Communications
Instant Messaging and Text Messaging Social Networks LO5; This material is found under “Organizational Communication.” Copyright © 2016 Pearson Canada Inc. 24

Corporate employees send and receive an average of 105 s each day Many managers report spending too much time on Corporations lose $650 Billion each year from time spent in processing unnecessary s Privacy concerns. LO5; This material is found under “Organizational Communication.” Copyright © 2016 Pearson Canada Inc. 25

Instant Messaging (IM) & Text Messaging (TM)
Usually done via computer Synchronous technology – you have to be there to receive the message and respond Text Messaging (TM) Usually done via cell phone Also synchronous technology, although the text message will be stored (like ) until read LO5; This material is found under “Organizational Communication.” Copyright © 2016 Pearson Canada Inc. 26

Social Media Nowhere has communication been more transformed than in social networking. Social media platforms Facebook LinkedIn XING ZoomInfo LO5; This material is found under “Organizational Communication.” Copyright © 2016 Pearson Canada Inc. 27

Blogs Web log Website about a single person or company that are usually updated daily. Most blogs are written by individuals, but many organizations and organizational leaders have blogs that speak for the organization Twitter is a hybrid social networking service for users to post “micro-blog” entries LO5; This material is found under “Organizational Communication.” Copyright © 2016 Pearson Canada Inc. 28

Cultural Barriers to Communication
Sources of barriers: Semantics Word connotations Tone differences Differences in tolerance for conflict and methods for resolving conflicts LO6; This material is found under “Cultural Barriers to Communication.” Barriers caused by semantics: Words mean different things to different people. Barriers caused by word connotations: Words imply different things in different languages. Barriers caused by tonal differences: Formal and informal styles have different tones. Need to use appropriate style. Copyright © 2016 Pearson Canada Inc. 29

Cultural Barriers to Communication
Cultural Context: Cultures differ in the importance of the context in influencing the meaning that individuals take from what is actually said or written vs. who the other person is. High-context cultures Cultures that rely heavily on nonverbal and subtle situational cues in communication. Low-context cultures Cultures that rely heavily on words to convey meaning in communication. LO6; This material is found under “Cultural Barriers to Communication.” Copyright © 2016 Pearson Canada Inc. 30

A Cultural Guide Know yourself Foster a climate of mutual respect, fairness, and democracy Learn the cultural context of each person When in doubt, listen State facts, not your interpretation Consider the other person’s viewpoint Proactively maintain the identity of the group LO6; This material is found under “Cultural Barriers to Communication.” Copyright © 2016 Pearson Canada Inc. 32

Summary Just because something is said, it does not mean that it was heard. Communication is rarely “objective”. Both the sender’s and receiver’s reality affects the framing and understanding of the message. Information overload is a serious problem for most individuals. Material pertinent to this discussion is found at the end of the chapter. Copyright © 2016 Pearson Canada Inc. 33

OB at Work: For Review 1. What are the key parts of the communication process, and how do you distinguish formal from informal communication? 2. How does channel richness underlie the choice of communication channel? 3. What are some common barriers to effective communication? 4. What are the differences among downward, upward, and lateral communication? Material pertinent to this discussion is found at the end of the chapter. Copyright © 2016 Pearson Canada Inc. 34

OB at Work: For Review 5. What are the differences between formal small-group networks and the grapevine? 6. What potential problems underlie cross-cultural communication? How can they be overcome? Material pertinent to this discussion is found at the end of the chapter. Copyright © 2016 Pearson Canada Inc. 35

OB at Work: For Managers
■ Remember that your communication mode will partly determine your communication effectiveness. ■ Obtain feedback from your employees to make certain your messages—however they are communicated—are understood. ■ Remember that written communication creates more misunderstandings than oral communication; communicate with employees through inperson meetings when possible. “ Material pertinent to this discussion is found at the end of the chapter. Copyright © 2016 Pearson Canada Inc. 36

OB at Work: For Managers
■ Make sure you use communication strategies appropriate to your audience and the type of message you are sending. ■ Keep in mind that culture can be a communication barrier. Material pertinent to this discussion is found at the end of the chapter. Copyright © 2016 Pearson Canada Inc. 37

Breakout Group Exercises
Form small groups to discuss the following topics: 1. What differences have you observed in the ways that men and women communicate? 2. How do you know when a person is listening to you? When someone is ignoring you? 3. Describe a situation in which you ignored someone. What impact did it have on that person’s subsequent communication behaviours? Material pertinent to this discussion is found at the end of the chapter. Copyright © 2016 Pearson Canada Inc. 38

Effective Listening If you want to improve your listening skills, look to these behaviours as guides Make eye contact. Exhibit affirmative head nods and appropriate facial expressions. Avoid distracting actions or gestures. Ask questions. Paraphrase. Avoid interrupting the speaker. Don’t over-talk. Make smooth transitions between the roles of speaker and listener. Material pertinent to this discussion is found at the end of the chapter. Copyright © 2016 Pearson Canada Inc. 39

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