Transcript Communication - McGraw Hill Higher Education

Communication
and Information
Technology
Management
Chapter
Thirteen
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Learning Objectives
LO13-1 Differentiate between data and information, list
the attributes of useful information, and
describe three reasons why managers must
have access to information to perform their
tasks and roles effectively
LO13-2 Explain why effective communication-the
sharing of information-helps an organization
gain a competitive advantage and describe the
communication process
13-2
Learning Objectives
LO13-3 Define information richness, and describe the
information richness of communication media
available to managers
LO13-4 Differentiate among four kinds of management
information systems
13-3
Information and the Manager’s Job
Data
 Raw, unsummarized,
and unanalyzed facts.
 Information
 Data that is organized
in a meaningful
fashion
13-4
Factors Affecting the Usefulness
of Information
Figure 13.1
13-5
Attributes of Useful Information
Attributes
Quality
The accuracy and reliability of available
information affects the quality of decisions that
managers make using the information.
Timelessness
The availability of real-time information that
reflects current conditions allows managers to
maximize the effectiveness of their decisions.
Completeness
Complete information allows managers to
consider all relevant factors when making
decisions.
Relevance
Having information specific to a situation assists
managers in making better decisions.
13-6
Question?
What type of information system do managers
plan and design to provide themselves with the
specific information they need?
A.
B.
C.
D.
Decision Support System
Management Information System
Employee Decision Matrix
Management Support System
13-7
Information Systems and Technology
Information Technology
 The set of methods or techniques for acquiring,
organizing, storing, manipulating, and
transmitting information
Management Information System
 A specific form of IT that managers utilize to
generate the specific, detailed information they
need to perform their roles effectively.
13-8
Information and Decisions
Most of management is about making
decisions
To make effective decisions, managers need
information, both from inside and outside the
organization
13-9
Communication, Information
and Management
Communication
 The sharing of
information between
two or more
individuals or groups
to reach a common
understanding.
13-10
Importance of Good Communication
Increased efficiency in new technologies and
skills
Improved quality of products and services
Increased responsiveness to customers
More innovation through communication
13-11
The Communication Process
Transmission phase
 information is shared
by two or more
people
 Feedback phase
 a common
understanding is
assured
13-12
The Communication Process
Figure 13.2
13-13
Discussion Question
Which part of the communication process is
most important?
A. Sender
B. Message
C. Encoding
D. Decoding
E. Feedback
13-14
The Communication Process
Sender
 person or group wishing to share information
Message
 information that a sender wants to share
Encoding
 translating a message into understandable symbols or
language
Noise
 anything that hampers any stage of the
communication process
13-15
The Communication Process
Receiver
 person or group for which a message is intended
Medium
 pathway through which an encoded message is
transmitted to a receiver
Decoding
 interpreting and trying to make sense of a
message
13-16
Verbal & Nonverbal Communication
Verbal
Nonverbal
Communication
Communication
 The encoding of
messages into words,
either written or
spoken
 The encoding of
messages by means
of facial expressions,
body language, and
styles of dress.
13-17
Information Richness and
Communication Media
Managers and their subordinates can become
effective communicators by:
Selecting an appropriate medium for each
message—there is no one “best” medium.
Considering information richness
 A medium with high richness can carry much
more information to aid understanding.
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Information Richness
Information Richness
 The amount of information that a communication
medium can carry and the extent to which the
medium enables the sender and receiver to reach
a common understanding
13-19
The Information Richness of
Communication Media
Figure 13.3
13-20
Communication Media
Face-to-Face communication
 Has highest information richness
 Can take advantage of verbal and nonverbal
signals
 Provides for instant feedback
13-21
Face-to-Face Communication
Management by Wandering Around
 Face-to-face communication technique in which a
manager walks around a work area and talks
informally with employees about issues and
concerns
13-22
Communication Media
Spoken Communication Electronically
Transmitted
 Has the second highest information richness.
 Telephone conversations are information rich with
tone of voice, sender’s emphasis, and quick
feedback, but provide no visual nonverbal cues.
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Communication Media
Personally Addressed Written
Communication
 Has a lower richness than the verbal forms of
communication, but still is directed at a given
person.
 Excellent media for complex messages requesting
follow-up actions by receiver
13-24
Communication Media
Impersonal Written Communication
 Has the lowest information richness.
 Good for messages to many receivers where little
or feedback is expected (e.g., newsletters,
reports)
13-25
Information Overload
Information Overload
 A superabundance of information that increases
the likelihood that important information is
ignored or overlooked and tangential information
receives attention
13-26
IT and the Product Life Cycle
Product life cycle
 The way demand for
a product changes in
a predictable pattern
over time.
Figure 13.4
13-27
The Network of Computing Power
 The typical organization-wide computing
network is a four-tier network solution that
consists of “external” mobile computing devices
such as netbooks, smartphones, and tablet
computers, connected to desktops and laptops,
and then through “internal” rack servers to a
company’s mainframe
13-28
A Four-Tier Information System
with Cloud Computing
Figure 13.5
13-29
The Network of Computing Power
Cloud computing offers outsourced, pay-asyou-go, on-demand Internet software
capabilities to companies for a fee.
A major concern of users is information
reliability and security
13-30
Software Developments
Operating system software
 software that tells computer hardware how to run
Applications software
 software designed for a specific task or use
13-31
The Organizational Hierarchy
Traditionally, managers have used the
organizational hierarchy as the main system for
gathering information necessary to make
decisions and coordinate and control activities
13-32
The Organizational Hierarchy
Drawbacks
Can reduce timeliness of information
Information can be distorted
Tall structure can make for an expensive
information system
13-33
Four Computer-Based Management
Information Systems
Figure 13.6
13-34
The Organizational Hierarchy
Information
distortion
 changes in meaning
that occur as
information passes
through a series of
senders and receivers
13-35
Types of Information Systems
Transaction Processing Systems
 Systems designed to handle large volumes of
routine transactions.
 First computer-based information systems
handling billing, payroll, and supplier payments.
13-36
Types of Information Systems
Operations Information Systems
 Systems that gather, organize, and summarize
comprehensive data in a form of value to
managers.
 Can help managers with non-routine decisions
such as customer service and productivity.
13-37
Types of Information Systems
Decision Support Systems
 An interactive computer-based management
information system with model-building capability
that managers can use when they must make
non-routine decisions
13-38
Types of Information Systems
Expert Systems and Artificial Intelligence
 Employ human knowledge captured in a
computer to solve problems that ordinarily
require human expertise.
 Uses artificial Intelligence to recognize, formulate,
solve problems, and learn from experience.
13-39
Video: In Good Company
Describe how Gore encourages horizontal
communication.
How well does Gore practice open-book
management?
13-40