Transcript Communicating In Organizations

Communicating in
Organizations
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What is Communication?
Can be defined as the process by which information is
exchanged and understood by two or more people,
usually with the intent to motivate or influence behavior.
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The Manager as
Information Nerve Center
External
Information
Internal
Information
Manager as Monitor
 Information processor
 Communicator
Manager as Disseminator
 Distributes information to
subordinates
Manager as Spokesperson
Distributes information to
people outside the organization
Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.
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Model of
Communications Process
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The Pyramid of
Channel Richness
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Capacity of Information Channel
Influenced by Three Characteristics
1. The ability to handle multiple cues
simultaneously.
2. The ability to facilitate rapid, two-way
feedback.
3. The ability to establish a personal focus for
the communication.
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Nonverbal Communication
• Messages sent through human actions and
behavior rather through words.
• Most nonverbal communication is unconscious or
subconscious.
• Occurs mostly face-to-face.
• Three factors in message interpretation.
 Verbal Impact: 7 percent.
 Vocal Impact: 38 percent.
 Facial Impact: 55 percent.
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Ten Keys to Effective Listening
SOURCE: Adapted from Sherman K. Okum, “How to Be a Better Listener,” Nation’s Business (August 1975), 62 and Philip Morgan and Kent Baker, “Building a Professional Image; Improving
Listening Behavior,” Supervisory Management (November 1985), 34-38.
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Organizational Communication
SOURCE: Adopted from Richard L. Daft and Richard M. Steers, Organizations; A Micro-Macro Approach, 538 Copyright
1986 by Scott, Foresman and Company, Used by permission.
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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.
• Another concern, distortion.
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Upward Communication
• Messages that flow from the lower to the higher
levels in the organizations.
• Upward communications mechanisms:
1. Suggestion boxes.
2. Employee surveys.
3. MIS reports.
4. Face to face conversations.
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Horizontal Communication
• Lateral or diagonal exchange of messages among peers
or coworkers.
• Horizontal communications three categories:
1. Intradepartmental problem solving.
2. Interdepartmental coordination.
3. Change initiatives and improvements.
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The Grapevine
•
•
•
•
•
Will always exists in organizations.
Used to fill in information gaps.
Tends to be more active during periods of change.
About 80% of topics are business related.
About 70-90% of details of grapevine are
accurate.
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The Grapevine
Two Kinds
1. Gossip chain . . . A single individual conveys news to many.
2. Cluster chain . . . A few individuals each convey information
to many.
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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
State positions
Advocate convictions
Convince others
Build oppositions
Result
Long-term, innovative solutions
Unified group
Shared meaning
Transformed mind-sets
Result
Short-term resolution
Agreement by logic
Opposition beaten down
Mind-sets held onto
Source:Adapted from Edgar Schein, “On Dialogue, Culture, and Organization Learning,” Organizational Dynamics (Autumn 1993), 46.
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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
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
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