1. Chapter 16
Communication

2. What Is Communication? Communication
The transfer and understanding of meaning
Interpersonal communication
Communication between two or more people
Organizational communication
All the patterns, network, and systems of communications within an organization

3. Functions of Communication
Control
Motivation
Emotional Expression
Information

4. Interpersonal Communication
Message
Source: sender’s intended meaning
Encoding
The message converted to symbolic form
Channel
The medium through which the message travels
Decoding
The receiver’s retranslation of the message
Noise
Disturbances that interfere with communications

5. Exhibit 10.1 The Interpersonal Communication Process
Receiver
Message
Channel
Noise
Encoding
Decoding
Feedback
Sender

6. Evaluating Communication Methods
Feedback
Complexity capacity
Breadth potential
Confidentiality
Encoding ease
Decoding ease
Time-space constraint
Cost
Interpersonal warmth
Formality
Scanability
Time of consumption

7. 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?

8. 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?

9. Interpersonal Communication Methods
Face-to-face
Telephone
Group meetings
Formal presentations
Memos
Postal mail
Fax
Publications
Bulletin boards
Audio-/videotapes
Hot lines
Computer conference
Voice mail
Teleconference
Videoconference

10. The Johari Window Communication Model
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

11. Effective and productive relationship
Arena: all the information necessary to carry on effective communication is known to both the sender (self) and the receivers (others)
Effective and productive relationship
Blindspot: When relevant information is known to others but not to the sender (self), a blind spot result.
Ineffective manager and the do not listen and talk too much
Façade: When information is known to the self but unknown to others, the person (self) may resort to superficial communications; that is, he may present a façade.
Hidden agenda and manipulative intentions
Unknown: If neither party knows the relevant feelings, sentiments, and information, each party is functioning in the unknown region.
Communication will suffer
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

12. Nonverbal Communication
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

13. Interpersonal Communication Barriers
Filtering
National Culture
Emotions
Language
Interpersonal Communication
Information Overload
Defensiveness

14. Barriers to Effective Interpersonal Communication
Filtering
The deliberate manipulation of information to make it appear more favourable to the receiver
Emotions
Disregarding rational and objective thinking processes and substituting emotional judgments when interpreting messages
Information Overload
Being confronted with a quantity of information that exceeds an individual’s capacity to process it

15. Barriers to Effective Interpersonal Communication (cont’d)
Defensiveness
When threatened, reacting in a way that reduces the ability to achieve mutual understanding

16. Barriers to Effective Interpersonal Communication (cont’d)
Language
The different meanings of and specialized ways (jargon) in which senders use words can cause receivers to misinterpret their messages
National Culture
Culture influences the formality, openness, patterns, and use of information in communications

17. Overcoming the Barriers to Effective Interpersonal Communications
Use Feedback
Simplify Language
Listen Actively
Constrain Emotions
Watch Nonverbal Cues

18. Exhibit 10.3 Active Listening Behaviours
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
Source: Based on P.L. Hunsaker, Training in Management Skills (Upper Saddle River, NJ: Prentice Hall, 2001).

19. Types of Organizational Communication
Formal Communication
Communication that follows the official chain of command or is part of the communication required to do one’s job
Informal Communication
Communication that is not defined by the organization’s hierarchy
Permits employees to satisfy their need for social interaction
Can improve an organization’s performance by creating faster and more effective channels of communication

20. Direction of Communication Flow
Downward
Communications that flow from managers to employees to inform, direct, coordinate, and evaluate employees
Upward
Communications that flow from employees up to managers to keep them aware of employee needs and how things can be improved to create a climate of trust and respect

21. Direction of Communication Flow (cont’d)
Lateral (Horizontal) Communication
Communication that takes place among employees on the same level in the organization to save time and facilitate coordination
Diagonal Communication
Communication that cuts across both work areas and organizational levels in the interest of efficiency and speed

22. Types of Communication Networks
Chain Network
Communication flows according to the formal chain of command, both upward and downward
Wheel Network
All communication flows in and out through the group leader (hub) to others in the group
All-Channel Network
Communication flows freely among all members of the work team

23. Exhibit 10.4 Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria
Chain
Moderate
High
Speed
Accuracy
Emergence of leader
Member satisfaction
Criteria
Fast
Low
None
Wheel
All-Channel

24. 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

25. Information Technology
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