16-1

Communication

Chapter 16

. 16-2

Learning Objectives1. Explain why communication is essential for effective

management2. Describe the communication process and explain the role of

perception in communication.3. Define information richness and describe the information

richness of communication mediums.4. Describe how nonverbal behavior and listening affect

communication among people. Explain the keys to effective listening.

5. Describe both formal and informal organizational communications and the importance of each for management.

. 16-3

What is Communication? Sharing of information between two or more individuals or groups to reach a common understanding.

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

. 16-4

The Communication Process

. 16-5

Interpersonal Communications

Factors which can Hinder or Enhance Effective Communication

Choice of the Communication Medium

Perceptions

Nonverbal Behavior

Listening Skills of Sender and Receiver

. 16-6

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

. 16-7

Nonverbal Communication In direct, interpersonal communications, nonverbal

actions send significant messages Most nonverbal communication is unconscious or

subconscious. Some nonverbal cues include

Gestures Facial expressions Voice tones Physical distance to receiver

If verbal and nonverbal message is contradictory, receiver gives more weight to nonverbal cues.

. 16-8

Listening Skills

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.

. 16-9

Keys to Effective ListeningListen 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

. 16-10

Organizational Communications

Communications within organizations flow downward, upward, and horizontally.

Managers use Formal communications channels Informal communications

. 16-11

Downward Communication 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.

. 16-12

Upward Communication Messages that flow from the lower to the higher

levels in the organizations.

Upward communications mechanisms:• Suggestion boxes.• Employee surveys.• MIS reports.• Face to face conversations – manage by walking around.

Status effects can interfere with upward communication

. 16-13

Horizontal Communication 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.

. 16-14

Personal or Informal Communications 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.

. 16-15

Personal or Informal Communications

Boundary Spanner

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.

. 16-16

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.

. 16-17

The Grapevine 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.