Transcript Chapter 12
Communication: Interpersonal and Organizational Chapter 13 MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Prepared by Deborah Baker Texas Christian University Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 1 learning objectives 1. Discuss the importance of communication in organizations 2. Diagram the communication process and label all its parts 3. List and explain the barriers to interpersonal communication and suggest remedies to overcome them 4. Describe the uses of downward, horizontal, Chapter 13 and upward communication channels Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 2 learning objectives (continued) 5. Describe the informal communication channel known as the grapevine 6. List and explain the barriers to organizational communication and suggest remedies to overcome them 7. Describe the responsibilities of senders and Chapter 13 receivers during the communication process Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 3 Communication 1 Chapter 13 Communication allows sharing of… Attitudes Values Emotions Ambitions Wants Needs Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 4 2 Communication Chapter 13 Communication The transmission of information and understanding from one person or group to another Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 5 2 Communication Process Message Sender Receiver Chapter 13 Feedback Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 6 2 Mediums of Communication Spoken words Verbal Written words Images Gestures Facial expressions Body language Chapter 13 Nonverbal Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 7 2 Choice of Medium Factors Influencing Choice The content of the message The importance of feedback The number of intended receivers The receiver’s and sender’s preferences and characteristics The sender’s and receiver’s locations and environments Chapter 13 The technologies available Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 8 2 Written Forms of Communication Letters Outlines Memos Reports Disadvantages Impersonal Do not provide the immediacy of Chapter 13 face-to-face contact Do not elicit immediate feedback Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 9 2 Interpersonal Communication Chapter 13 Interpersonal Communication Face-to-face or voice-to-voice conversations that take place in real time and allow instant feedback Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 10 2 Communication and Teams Exchange views Discuss work Deliberate on a problem Chapter 13 Transmit information Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 11 2 Communication and Teams Chapter 13 Team Members Share… Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 12 Chapter 13 2 Communication and Teams Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 13 Chapter 13 3 Barriers to Interpersonal Communication Diction and Semantics Differing Perceptions Expectations of Familiarity Conflicting Nonverbal Communication Sources Lack of Credibility Emotions Preconceived Notions Noise Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 14 3 Diction and Semantics Diction Semantics Chapter 13 Jargon The choice and use of words in speech and writing The study of the meaning of words The specialized or technical language of a trade, profession, subculture, or other group Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 15 4 Formal Downward Channels Chapter 13 DOWNWARD COMMUNICATION CEO’s vision Job designs Changes in rules/procedures Performance appraisals Company mission Policies Delegation of authority Solutions Development Staff managers’ advice Feedback Strategic goals Incentives Training Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 16 4 Downward Communication Devices Company procedures manuals Newsletters Public relations announcements Chapter 13 Annual statements Memos, reports, letters, and directives Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 17 Formal Horizontal Channels 4 HORIZONTAL COMMUNICATION Coordination efforts Efforts to seek assistance Feedback Information to/about customers Information to/about suppliers Chapter 13 Group-member interactions Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 18 4 Horizontal Communication Channels Set goals Define roles Create, examine, and improve methods Improve working relationships Define, investigate, and solve problems Gather, process, and distribute Chapter 13 information Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 19 Formal Upward Channels 4 Chapter 13 UPWARD COMMUNICATION Complaints Requests for assistance Feedback Status reports Recommended solutions Research results Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 20 4 Formal Upward Channels Allows workers to request assistance in solving problems Provides a means for workers to recommend solutions Provide status report Chapter 13 Inform authorities about employee complaints Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 21 4 Upward Communication Tools Employee surveys Newsletters Meetings between manager and subordinate Chapter 13 Suggestion systems Team meetings Open-door policy Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 22 5 Informal Communication Channels Characteristics of the Grapevine It can penetrate the tightest security It is fast It tends to carry messages from anonymous sources Its messages are difficult to stop or counter It is accessible to every person It can be support of or an obstacle to Chapter 13 management's efforts Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 23 Grapevine Configurations 5 Single Chain A B C D A Gossip B F Chapter 13 C E D Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 24 Grapevine Configurations 5 Random D C E B F A I Cluster H A B D C E G F M Chapter 13 G H I J Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved K L 25 6 Barriers to Organizational Communication Overload Filtering by levels Timing Lack of trust and openness Inappropriate span of control Change Rank or status in the company Chapter 13 Managers’ interpretations Electronic noise Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 26 7 Responsibilities of Senders Being certain of intent Knowing the receiver and constructing the message accordingly Chapter 13 Selecting the proper medium Timing the transmission Seeking and giving feedback Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 27 Typical Communication Goals 7 Chapter 13 WHEN COMMUNICATING WITH SUPERIORS To provide responses to request To keep them informed of progress To solicit help in solving problems To sell ideas and suggestions for improvement To seek clarification of instructions Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 28 Typical Communication Goals 7 Chapter 13 WHEN COMMUNICATING WITH PEERS To share ideas for improvement To coordinate activities To provide assistance To get to know them as individuals Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 29 Typical Communication Goals 7 Chapter 13 WHEN COMMUNICATING WITH SUBORDINATES To issue instructions To persuade and sell To appraise performance To compliment, reward, and discipline To clarify intentions and instructions To get to know them as individuals Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 30 7 Responsibilities of Receivers Chapter 13 Listening actively Being sensitive to the sender Indicating an appropriate medium Initiating feedback Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 31