Transcript Communicating In Organizations

Understanding
Management
First Canadian Edition
Slides prepared by
Janice Edwards
College of the Rockies
Copyright © 2009 Nelson Education Ltd.
Chapter 13
Communicating
in Organizations
Copyright © 2009 Nelson Education Ltd.
13-2
Learning Objectives
1.
2.
3.
4.
Explain why communication is essential for effective
management and describe how nonverbal behaviour and
listening affect communication among people.
Describe the concept of channel richness, and explain how
communication channels influence the quality of
communication.
Explain how managers use communication to persuade and
influence others.
Explain the difference between formal and informal
organizational communications and the importance of each
for organization management.
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13-3
Learning Objectives (Cont’d)
5.
6.
7.
8.
Identify how structure influences team
communication outcomes.
Explain why open communication, dialogue, and
feedback are essential approaches to communication
in a turbulent environment.
Identify the skills managers need for communicating
during a crisis situation.
Describe barriers to organizational communication,
and suggest ways to avoid or overcome them.
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13-4
What is Communication?
•
•
The process by which information is
exchanged and understood by two or
more people, usually with the intent to
motivate or influence behaviour.
Includes listening and other forms of
feedback.
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13-5
Ex. 13.2
A Model of the Communication Process
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13-6
Ex. 13.3
The Pyramid of Channel Richness
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13-7
Nonverbal Communication
Most nonverbal communication is unconscious or
subconscious.
Occurs mostly face-to-face.
Messages sent through human actions and behaviour rather
than through words:
– 7%
•Vocal – 38%
•Facial Expression – 55%
•Verbal
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13-8
Ex. 13.4
Ten Keys to Effective Listening
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Ex. 13.5
Downward, Upward, and Horizontal
Communication in Organizations
13-10
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Downward Communication
•
Messages sent from top management down to subordinates.
•
Most familiar and obvious flow of formal communication.
Major problem is drop off: the distortion or loss of message
content.
•
•
Another concern, distortion.
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13-11
Upward Communication
Messages that flow from the lower to the higher levels in the
organizations via:
•
Suggestion boxes
•
Employee surveys
•
Open-door policies
•
MIS reports
•
Face to face conversations
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Horizontal Communication
•
Lateral or diagonal exchange of messages among
peers or coworkers.
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13-13
Personal Communication Channels
•
Personal networks
•
Management by walking around (MBWA)
•
Grapevine
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Communication During Turbulent Times
Open communications
•
Sharing all types of information throughout the
company, across functional and hierarchical levels
Dialogue
•
A group communication process aimed at creating a
culture based on collaboration, fluidity, trust, and
commitment to shared goals.
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13-15
Communication During Turbulent Times (Cont’d)
Crisis Communications:
•
Maintain your focus
•
Be visible
•
Get the awful truth out
•
Communicate a vision for the future
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13-16
Ex. 13.8
Dialogue and Discussion: The Differences
Conversation
Dialogue
Lack of understanding, disagreement,
divergent points of view
Discussion
Reveal feelings
Explore assumptions
Suspend convictions
Build common ground
Results
Long-term, innovative solutions
Unified group
Shared meaning
Transformed mind-sets
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State positions
Advocate convictions
Convince others
Build oppositions
Results
Short-term resolution
Agreement by logic
Opposition beaten down
Mind-sets held onto
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Ex. 13.9 Communication Barriers & Ways to Overcome Them
Barriers
Individual
Interpersonal dynamics
Channels and media
Defense mechanisms
Semantics
Inconsistent cues
Organizational
Status and power differences
Departmental needs and goals
Lack of formal channels
Communication network unsuited
to task
Poor coordination
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How to Overcome
Active listening
Selection of appropriate channel
Question underlying assumptions
Knowledge of other’s perspective
MBWA
Climate of trust, dialogue
Development and use of formal channels
Encouragement of multiple channels,
formal and informal
Changing organization or group structure to
fit communication needs
Feedback and learning
13-18