Transcript Communication

Chapter 16
Communication
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Learning Objectives
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Explain why communication is essential for effective
management
Describe the communication process and explain the role of
perception in communication.
Define information richness and describe the information
richness of communication mediums.
Describe how nonverbal behavior and listening affect
communication among people. Explain the keys to effective
listening.
Describe both formal and informal organizational
communications and the importance of each for
management.
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What is Communication?
Sharing of information between two or
more individuals or groups to reach a
common understanding.
Communication is not just proclaiming information – it is
sharing information
The emphasis on sharing is crucial for successful
management
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The Communication Process
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Interpersonal Communications
Factors which can Hinder or Enhance Effective
Communication
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Choice of the Communication Medium
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Perceptions
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Nonverbal Behavior
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Listening Skills of Sender and Receiver
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Information Richness of Communication
Medium
Information Richness
Depends on:
Ability to establish
personal focus
Availability of multiple
cues (verbal, nonverbal,
graphs)
Ability for rapid, two-way
feedback
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Nonverbal Communication
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In direct, interpersonal communications, nonverbal
actions send significant messages
Most nonverbal communication is unconscious or
subconscious.
Some nonverbal cues include
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Gestures
Facial expressions
Voice tones
Physical distance to receiver
If verbal and nonverbal message is contradictory,
receiver gives more weight to nonverbal cues.
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Listening Skills
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About 75% of effective communication is
listening
Rather than listening, we are often focused on
what we are going to say next
Good listening focuses on empathizing with
the other person, and not thinking so much
about yourself.
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Keys to Effective Listening
Listen Actively – maintain eye contact, show that you are
listening attentively (nodding, encouraging statements)
Resist Distractions – concentrates on sender and message,
overlooks delivery errors
Find Areas of Interest – does not tune out dry or difficult
subject, looks for knowledge to be gained
Ask Questions and Reflect Message – summarize message to
confirm meaning, reflect feelings as well
Hold Your Fire – avoid evaluating message until it is complete
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Organizational Communications
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Communications within organizations flow
downward, upward, and horizontally.
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Managers use
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Formal communications channels
Informal communications
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Downward Communication
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Messages sent from top management down to
subordinates.
Most familiar and obvious flow of formal
communication.
Major problem is drop off or loss of
information.
Major function is to inform
Helps minimize the spread of rumors about
higher level intentions.
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Upward Communication
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Messages that flow from the lower to the higher
levels in the organizations.
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Upward communications mechanisms:
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Suggestion boxes.
Employee surveys.
MIS reports.
Face to face conversations – manage by walking around.
Status effects can interfere with upward
communication
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Horizontal Communication
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Lateral or diagonal exchange of messages
among peers or coworkers.
Horizontal communication’s three categories:
1. Problem solving within department
2. Coordination between departments
3. Change initiatives and improvements.
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Personal or Informal Communications
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Coexists with formal communication channels
Primary way in which work gets accomplished
Tend to operate in horizontal direction within
company rather than upward or downward.
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Personal or Informal Communications
People who have more contacts across the organization have
greater influence and get more accomplished.
Managers need to be aware of informal communication
networks and be sure they are in sync with company goals.
Boundary
Spanner
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Personal or Informal Communications
Centralized networks are efficient
for simple tasks. In centralized
networks, the person at the center
is often perceived as the leader.
Decentralized networks are more
efficient for complex tasks. They
encourage problem-solving
activities.
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The Grapevine
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Employees use the grapevine to fill in information gaps
About 80% of topics are business related.
About 70-90% of details of grapevine are accurate.
Can become a dominant force if formal channels of
communication are closed
Managers need to pay particular attention to downward
communications so that grapevine is not only source of
information.
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