1. ChapterChapter C OMMUNICATION IN ORGANIZATIONS EightEight

2. After reading this chapter you should be able to: 1.Describe the process of communication and its role in organizations. 2.Identify forms of verbal media used in organizations, and explain which are most appropriate for communicating messages of which types. 3.Explain how style of dress and use of time and space are part of nonverbal communication in organizations. 4.Describe individual differences regarding how people communicate. 5.Describe the formal forces responsible for communication in organizations. 6.Describe how informal networks influence communication in organizations. 7.Explain how people can improve the effectiveness of the communication in organizations through clear and simple language, being an active listener, guaging the flow of communication, and giving as well as receiving feedback appropriately. 8. Describe how you can become a supportive communicator and can use technology to become a more efficient communicator.

3. Communication: Its Basic Nature (Pp. 292-294) Communication - the process by which a person, group, or organization (i.e., the sender) transmits some type of information (i.e., the message) to another person, group, or organization (i.e., the receiver) Encoding - process by which an idea is transformed so that it can be transmitted to and recognized by a receiver Channels of communication - pathways over which messages are transmitted Decoding - process by which a receiver transforms a message back into the sender’s ideas - accurate decoding indicates that the message can be understood Feedback - knowledge about the effect of messages on receivers - allows senders to determine whether their messages have been understood properly Noise - factors capable of distorting the clarity of messages - potential barriers to effective communication

4. Feedback to sender Sender Receiver Transmission of encoded message through media channels Idea to be sent Encoded idea Idea Received Decoded idea Noise Figure 8.2 The Communication Process

5. Verbal and Nonverbal Communication (Pp. 294-299) Verbal Communication - transmission of messages using words, either spoken or unspoken Nonverbal Communication - transmission of messages without the use of words Verbal Media in Organizations Richness of information - media differ in their capacity to convey information - rich media provide lots of information, are highly personal in nature, and offer opportunities for immediate feedback Matching the medium to the message - both written and spoken communications have their place in organizational communication - oral channels more effective when message is ambiguous and others require assistance to interpret them - written channels more effective when message is unambiguous

6. Face-to-face talk Telephone conversation Addressed documents (e.g., letters) Unaddressed document (e.g., flyer) Best for ambiguous and nonroutine matters Best for clear and routine matters Oral Media Written Media Fastest Slowest Low High Media Richness Feedback Figure 8.3 Continuum of Verbal Communication Media

7. Verbal and Nonverbal Communication (cont.) Nonverbal Communication - communicates many things, particularly one’s status in the organization Style of Dress - higher status people are less likely to dress casually Time - higher status people make others wait to see them Use of space - the more space at one’s disposal, the higher one’s status - has symbolic value in interactions, i.e., where one sits influences communication possibilities Side Positions Rectangular table Head Position Side Positions Figure 8.6 Leaders Emerge from the Head Position

8. Individual Differences in Communication (Pp. 299-303) Personal Communication Style - consistent ways that people communicate with each other The Senator (sometimes Noble and sometimes Reflective) The Magistrate (blend between Noble and Socratic) The Candidate (blend between Socratic and Reflective) The Reflective (someone who would rather say nothing than to hurt someone else’s feelings) The Socratic (someone who likes to argue his or her points fully) The Nobel (someone who says what’s on his or her mind Figure 8.7

9. Individual Differences in Communication (cont.) Sex Differences in Communication - in general, what appears “natural” to women does not come easily to men, and vice versa Men Emphasize and reinforce their status Tend to say “I” Try to exude confidence and boast Asking questions perceived to be a sign of weakness Offer advice when confronted by a problem Women Downplay their status, and focus on creating positive social connections Tend to say “we” Downplay their confidence, even when they believe they are correct Not afraid to ask questions Listen and lend social support when confronted by a problem Cross-Cultural Differences in Communication - words may have no direct translation from one language to another - in different languages, even the same word can mean different things - differences in the tone of speech used in different social settings

10. Formal and Informal Communication in Organizations (Pp. 303-311) Formal Communication - sharing of messages regarding the official work of the organization Informal Communication - sharing of unofficial messages that go beyond the organization’s formal activities Influence of Organization Structure on Communication Organization structure - formally prescribed pattern of interrelation- ships between the various units of an organization - the nature and form of communication vary greatly as a function of people’s relative positions with an organization Organization chart - diagram showing the formal structure of an organization and indicating who is to communicate with whom

11. Formal and Informal Communication in Organizations (cont.) Figure 8.9 The Organization Chart and Formal Communications President Vice President Vice President Manager Upward Communication Information Downward Communication Instructions and Directives Efforts at Coordination Horizontal Communication

12. Formal and Informal Communication in Organizations (cont.) Informal Communication Networks - information shared without any formally imposed obligations or restrictions - networks are widespread - constitute an important avenue for information in organizations - composed of individuals at different organizational levels Organizations’ Hidden Pathways - tendency to communicate most with those who are similar to ourselves Old-boys network - a gender-segregated, informal communication network composed of men with similar backgrounds Rumors - information with little basis in fact that is often transmitted through informal channels - may be difficult to refute effectively Grapevine - pathways along which unofficial, informal information travels - transmits information rapidly - most information communicated is accurate, although information may become increasingly inaccurate as it flows from person to person

13. Threats were used more than opportunities when communicating internally. Opportunities were used more than threats when communicating externally. Internal statements External statements Formal and Informal Communication in Organizations (cont.) Communicating Inside vs. Outside the Organization - analysis of comments by 10 CEOs found that the mention of threat was not equally likely to occur in both internal and external documents More Statements Fewer Statements Relative Proportion of Statements ThreatsOpportunities Focus of Statements Figure 8.11

14. Improving Your Communication Skills (Pp. 311-321 ) Use Simple, Clear Language - needlessly formal language may impose a serious barrier to communication Jargon - specialized language used by a particular group - helps communication within a particular group, but can lead to confusion when used outside the group K.I.S.S. principle - advises that messages should be kept as short and simple as possible Become an Active, Attentive Listener - although people do a lot of listening, they attend to -- and comprehend -- only a small percentage of information directed at them - ask questions - put the speaker’s ideas into your own words - avoid distractions in the environment - avoid jumping to conclusions or evaluating remarks - make sure you understand another’s ideas before replying

15. Improving Your Communication Skills (cont.) Understanding (comprehending the messages being sent) Interpreting (not reading anything into the message the sender is communicating) Evaluating (not immediately passing judgment on the message being sent) Responding (replying to the sender, letting him or her know you are paying attention) Hearing (paying careful attention to what is being said) Remembering (being able to recall the message being sent) Effective Listening Figure 8.12 HURIER Model of Effective Listening

16. Improving Your Communication Skills (cont.) Gauge the Flow of Information Overload - condition in which a unit of an organization becomes overburdened with too much incoming information - leads to distortion and omission - messages may be changed or left out when passed on from one organizational unit to another - steps to deal with information overload Gatekeepers - people whose jobs require them to control the flow of information Queuing - lining up incoming information so it can be managed in an orderly fashion Redundancy - transmit message more than once, using different communication channels Verification - making sure that messages have been received accurately

17. Figure 8.13 Overload: A Problem That Can Be Solved Overload (too many messages reaching a person at once) Problem: Message C Message B Message A Person Message C Gatekeeper Use gatekeepers to control the number of incoming messages received Message C Message B Message A Person Solutions: Use queuing to present messages in order Person Message A Message B Message C

18. Improving Your Communication Skills (cont.) Give and Receive Feedback - improves upward flow of communication Suggestion systems - provide a conduit for employees’ ideas Corporate hotlines - telephone lines staffed by corporate personnel who provide answers to employees’ questions and listen to their comments “Brown bag” meetings - facilitate communication between people who usually do not get together “Skip level meetings” - gatherings of employees with corporate superiors more than one level higher than themselves Employee surveys - gather information about employees’ attitudes about key areas of organizational operations

19. Improving Your Communication Skills (cont.) Be a Supportive Communicator - improves relationships and influences various work-related attitudes Supportive communication - any communication that is accurate and honest and that builds and enhances relationships instead of jeopardizing them Keep the conversation going - probe for additional information and reflect back what you think the speaker has said Conjunctive statements - keep the conversation going by connecting remarks of one speaker with those of another Disjunctive statements - are disconnected from previous remarks, thus bringing conversation to a close Use validating language - avoid language that arouses negative feelings about someone’s self-worth Own your decisions - make clear what you did and how you feel Honestly say what you mean - don’t avoid difficult matters by disguising true feelings Focus on the problem, not the person - make others defensive when referring to their individual characteristics

20. Improving Your Communication Skills (cont.) Use Technology to Enhance Communication Efficiency - several trends Video-mediated communications (VMC) - conferences in which people can hear and see each other using computers - considered more effective than other, more traditional forms of linking people in distant locations Cybermeetings Speech technology - voice recognition software used in a variety of jobs all over the world