1. Promoting Effective Communication
chapter sixteen
McGraw-Hill/Irwin
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives
Explain why effective communication helps an organization gain a competitive advantage.
Describe the communication process, and explain the role of perception in communication.
Define information richness, and describe the information richness of communication media available to managers.

3. Learning Objectives (cont.)
Describe the communication networks that exist in groups and teams.
Explain how advances in technology have given managers new options for managing communications.
Describe important communication skills that managers need as senders and receivers of messages and why it is important to understand differences in linguistic styles

4. Communication and Management
The sharing of information between two or more individuals or groups to reach a common understanding.
Communication is a human endeavor and involves individuals and groups
Communication does not take place unless a common understanding is reached.

5. The Communication Process
Figure 16.1
Phases of the Communication Process:
Transmission phase in which information is shared by two or more people.
Feedback phase in which a common understanding is assured. 5

6. The Role of Perception in Communication
Biases
systematic tendencies to use information about others in ways that can result in inaccurate perceptions

7. Information Richness of Communication Media
Figure 16.2

8. Face-to-Face Communication
Has highest information richness.
Can take advantage of verbal and nonverbal signals.
Face-to-Face
Provides for instant feedback.
Management by wandering around takes advantage of this with informal talks to workers.
Video conferences provide much of this richness and reduce travel costs and meeting times. 8

9. Impersonal Written Communication
Has the lowest information richness.
Good for messages to many receivers where little or feedback is expected (e.g., newsletters, reports)
Many managers do not have time to read all the electronic work-related information available to them
Problem with information overload is the potential for important information to be ignored or overlooked
Can result in lost productivity 9

10. Communication Networks in Groups and Teams
Figure 16.3
Wheel Network
Information flows to and from one central member.
Chain Network
Members communicate only with the people next to them in the sequence.
Wheel and chain networks provide little interaction.
Circle Network
Members communicate with others close to them in terms of expertise, experience, and location.
All-Channel Network
Networks found in teams with high levels of communications between each member and all others. 10

11. Formal and Informal Communication Networks in an Organization
Figure 16.4

12. Groupware and Collaboration Software
Computer software that enables members of groups and teams to share information with each other to improve communication and performance 12

13. Communication Skills for Managers as Senders
Table 16.2

14. Communication Skills for Managers as Senders
Jargon
specialized language that members of an occupation, group, or organization develop to facilitate communication among themselves
should never be used when communicating with people outside the occupation, group, or organization

15. Communication Skills for Managers as Senders
Filtering
Withholding part of a message because of the mistaken belief that the receiver does not need or will not want the information.
Information distortion
Changes in the meaning of a message as the message passes through a series of senders and receivers.