Transcript Chapter 13 Interpersonal and Organizational Communications

Interpersonal and Organizational
Communications
Chapter 13
Copyright Atomic Dog Publishing, 2003
Framework for Understanding
Communications
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Communication is defined as the transmission of
mutual understanding through the use of symbols
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If mutual understanding does not result from the
transmission of symbols, there is no communication
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The elements in the process of communication are:
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Source
Encoding
Message
Medium
Decoding
Receiver
Noise
Feedback
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Organizational Communication
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Formal Channels
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The three formal channels of communication
are downward, upward, and horizontal
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Downward
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Flows from higher to lower levels
Key aspect—subordinates react most effectively to those
matters judged to be of the greatest interest to the boss
Selective screening is a problem
Example forms: job instructions, memos, policies,
procedures, manuals, etc.
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Formal Channels (cont.)
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Upward
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Flows from lower to higher levels
Most ineffective of the three channels
Employees need opportunities to be:
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Heard
Anonymous
Example devices: suggestion boxes, group meetings,
participative decision making, grievance procedures, etc.
Horizontal
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Flows from one level to an equal level
Necessary for coordination of diverse organizational
functions
Most effective of the three channels
Example devices: Internet, corporate intranets
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Informal Channels
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Communications within organizations do not
necessarily follow the formal pathways
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Many organizations have extensive networks
of informal communications
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Since they are ingrained into organizational
life, managers should heed and use them to
benefit programs, policies, or plans
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Elements of informal channels are:
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Grapevine—75% accurate
Rumor—unverified belief in general circulation
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Interpersonal Communication
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Interpersonal Communication
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Interpersonal communication travels from
person to person in face-to-face and group
settings
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It is the primary means (75%) of managerial
communication
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Communication problems can be traced to
perceptual and interpersonal style differences
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Interpersonal Communication (cont.)
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Interpersonal styles—the way in which an
individual prefers to relate to others—differ
among individuals
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Good communicators learn to recognize their
style and others’ styles as well as how to
modify their style for effective communication
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Interpersonal Communication (cont.)
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Since interpersonal communications is largely
focused on transmitting information from one
person to another, the different combinations
of knowing and not knowing the necessary
facts affects communication. The four
combinations of information known and
unknown by self and others are:
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The arena
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The area most conducive to effective interpersonal
relationships and communications
All information is known to both the sender and receiver
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Interpersonal Communication (cont.)
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The blind spot
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The façade
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Information is known to sender but unknown to receiver
The unknown
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Information is known to receiver but not to sender
Selective perception is related to blind-spot problems
Information is unknown by everyone
Interpersonal communications can be
improved by using:
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Exposure—be open and honest in sharing
information
Feedback—sender must listen and receiver must
respond
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Types of Interpersonal
Communication
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Two types of interpersonal communication are
verbal and non-verbal
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Verbal
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Oral communication
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Conversations in person, telephone, etc.
Major benefits—ideas can be interchanged, prompt
feedback can be provided, allows use of gestures, facial
expressions, and other emotions such as tone or voice
Can result in poor communication—immediacy, not well
thought out, not clearly encoded, noise in the process
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Types of Interpersonal
Communication (cont.)
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Written communication
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Major benefits—allows sender to think about message,
reread it, have others review it, provides a record of the
communication
Major drawbacks—takes more time to prepare, no
interaction, no immediate feedback, discourages open
communication
Non-verbal
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Sending and receiving messages by some medium other
than verbal or written
93% of message is via non-verbal content
Examples: voice, face, body, proxemics
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Why Communications Break
Down
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Why Communications Break Down
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Problems occur both in formal organizational
communications and in interpersonal
communications
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Breakdown can occur whenever any one of
the elements of communication is defective
(sender, encoding, medium, decoding,
receiver, feedback)
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Why Communications Break Down
(cont.)
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Conflicting frames of reference
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Selective perception
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People interpret the same communication
differently depending on their previous experiences
People block out information if it conflicts with what
they believe
Value judgments
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People assign an overall worth to a message prior
to receiving the entire communication
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Why Communications Break Down
(cont.)
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Status differences
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Security
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Status in the organization is determined by
position, title, pay, office size, etc.
Security of the channel is an increasingly important
consideration for employees
Source credibility
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The amount of trust, confidence, and/or faith the
receiver has in the words and actions of the
communicator
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Why Communications Break Down
(cont.)
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Time pressures
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Information overload
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Managers don’t have the time to communicate frequently with
every subordinate
Managers often are deluged by information and data
Semantic problems
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The same words may mean entirely different things to
different people
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Why Communications Break Down
(cont.)
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Poor listening skills
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Most individuals listen at only a 25% level of
efficiency
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How Communications Can Be
Improved
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How Communications Can Be
Improved
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To become better communicators, managers
must:
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Effective listening
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Improve their messages
Improve their own understanding of what other
people are trying to communicate
Managers must listen with understanding
Following up
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Managers should attempt to determine whether
their intended meaning was actually received
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How Communications Can Be
Improved (cont.)
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Regulating information flow
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Utilizing feedback
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Only significant deviations from policies and
procedures should be brought to the managers
Managers should determine whether their
messages have been received and if they have
produced the intended responses
Empathy
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Managers should put themselves into the other
person’s role and assume the viewpoints and
emotions of that person
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How Communications Can Be
Improved (cont.)
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Simplifying language
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Managers must encode messages in words,
appeals, and symbols that are meaningful to the
receiver
Organizational stories
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Using narrative allows managers to forge
relationships with diverse audiences well beyond
those afforded by a technical argument
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End of Chapter 13
Copyright Atomic Dog Publishing, 2003