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© 2005 Prentice-Hall 9-1 Communication Chapter 9 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.

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Presentation on theme: "© 2005 Prentice-Hall 9-1 Communication Chapter 9 Essentials of Organizational Behavior, 8/e Stephen P. Robbins."— Presentation transcript:

1 © 2005 Prentice-Hall 9-1 Communication Chapter 9 Essentials of Organizational Behavior, 8/e Stephen P. Robbins

2 © 2005 Prentice-Hall 9-2 Functions of Communication Control Motivation Emotional expression Information

3 © 2005 Prentice-Hall 9-3 SenderEncodingChannelDecodingReceiver Message Feedback The Communication Process Message

4 © 2005 Prentice-Hall 9-4 Communication Channels Formal channels are established by the organization and transmit messages that are related to the professional activities of members Informal channels are spontaneous and emerge as a response to individual choices Personal and social messages

5 © 2005 Prentice-Hall 9-5 Communication Direction Downward Upward Lateral

6 © 2005 Prentice-Hall 9-6 Interpersonal Communication Oral Written Non-verbal

7 © 2005 Prentice-Hall 9-7 Oral Communication Advantages –Speed –Feedback Disadvantages –Potential for distorted message –Content at destination is different from the original

8 © 2005 Prentice-Hall 9-8 Written Communication Provide a tangible and verifiable record Can be stored for an indefinite period of time Physically available for later reference Well thought-out, logical, and clear Time consuming Lack of feedback No guarantee how reader will interpret it AdvantagesDisadvantages

9 © 2005 Prentice-Hall 9-9 Non-verbal Communication Two most important messages that body language conveys are: (1) the extent to which an individual likes another and is interested in his/her views (2) the relative perceived status between a sender and receiver

10 © 2005 Prentice-Hall 9-10 Non-verbal Communication Intonations Facial expression Physical distance

11 © 2005 Prentice-Hall 9-11 Formal Small-Group NetworksChainWheelAll-Channel

12 © 2005 Prentice-Hall 9-12 Small-Group Networks and Effectiveness Criteria

13 © 2005 Prentice-Hall 9-13 The Grapevine Not controlled by management Perceived as being more believable and reliable Largely used to serve self- interest

14 © 2005 Prentice-Hall 9-14 Computer-aided Communication E-mail Instant messaging Intranet and Extranet links Video-conferencing

15 © 2005 Prentice-Hall 9-15 Instant Messaging Fast and inexpensive means for managers to stay in touch with employees No delay, no in-box clutter of messages, and no uncertainty as to whether the message was received

16 © 2005 Prentice-Hall 9-16 Knowledge Management Process of organizing and distributing an organization’s collective wisdom so the right information gets to the right people at the right time

17 © 2005 Prentice-Hall 9-17 Knowledge Management Provides an organization with both a competitive edge and improved organizational performance

18 © 2005 Prentice-Hall 9-18 Knowledge Management Intellectual assets are now as important as physical or financial assets As baby boomers begin to leave the workforce, there’s an increasing awareness that they represent a wealth of knowledge that will be lost if there are no attempts to capture it

19 © 2005 Prentice-Hall 9-19 Well-designed KM system will reduce redundancy and make the organization more efficient Knowledge Management

20 © 2005 Prentice-Hall 9-20 Knowledge Management KM requires an organizational culture that promotes values, and rewards sharing knowledge

21 © 2005 Prentice-Hall 9-21 Barriers to Effective Communication Filtering Selective Perception Information Overload Gender Styles Emotions Language

22 © 2005 Prentice-Hall 9-22 Cultural Context High-context cultures - rely heavily on nonverbal and subtle situational cues when communicating with others Low-context cultures - rely essentially on words to convey meaning

23 © 2005 Prentice-Hall 9-23 A Cultural Guide 1)Assume differences until similarity is proved 2)Emphasize description rather than interpretation or evaluation 3)Practice empathy 4)Treat your interpretation as a working hypothesis

24 © 2005 Prentice-Hall 9-24 Implications for Managers 1)Use Multiple Channels 2)Use Feedback 3)Simplify Language 4)Listen Actively 5)Constrain Emotions 6)Use the Grapevine

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