Chapter SevenCommunication in Organizations

Chapter ObjectivesDiscuss the nature of communication in organizations.Describe the primary methods of communication.Describe the communication process.Explain how information technology affects communication.Describe the basic kinds of communication networks.Discuss how communication can be managed in organizations.

The Nature of Communication in OrganizationsCommunicationThe social process in which two or more parties exchange information and share meaning.Purposes of Communication in OrganizationsCommunication among individuals and groups is vital in all organizations.

Figure 7.1: Three Purposes of Organizational Communication

Communication Across CulturesCommunication is an element of interpersonal relations that obviously is affected by the international environment, partly because of language issues and partly due to coordination issues.LanguageDifferences in language are compounded by the fact that the same word can mean different things in different cultures.For example, Coca-Cola meant bite the head of a dead tadpole in the 1st Chinese characters used in the products ads.

Communication Across Cultures (continued)CoordinationInternational communication is closely related to issues of coordination.For example, an American manager who wants to speak with his or her counterpart in Hong Kong or Rome, must contend not only with language differences but also with a time difference of many hours.Consequently organizations are employing increasingly innovative methods for coordinating their activities in scattered parts of the globe.

Figure 7.2: Methods of Communication in Organizations

Nonverbal CommunicationIncludes all the elements associated with human communication that are not expressed orally or in writing.Examples of nonverbal communication include:Facial expressionsPhysical movementsEnvironmental elements such as buildings, office space, and furniture

Figure 7.3: The Communication Process

The Communication ProcessSourceThe source is the individual, group, or organization interested in communicating something to another party.EncodingThe process by which the message is translated from an idea or a thought into transmittable symbols.

The Communication Process (continued)TransmissionThe process through which the symbols that represent the message are sent to the receiver.DecodingThe process by which the receiver of the message interprets its meaning.

The Communication Process(continued)ReceiverThe individual, group, or organization that perceives the encoded symbols.FeedbackThe process in which the receiver returns a message to the sender indicating receipt and understanding of the message.NoiseAny disturbance in the communication process that interferes with or distorts communication.

Electronic Information Processing and TelecommunicationsChanges in the workplace are occurring at an astonishing rate. Many communications-focused innovations are based on new technologies:Computerized information processing systemsNew types of telecommunication systemsThe InternetOrganizational IntranetsVarious combinations of these technologies

Small-Group NetworksWheel network information flows between the person at the end of each spoke and the person in the middle.Chain network each member communicates with the person above and below, except for the individuals on each end, who communicate with only one person.Circle network each member communicates with the people on both sides but with no one else.All-channel network all members communicate with all other members.

Figure 7.4: Small-Group Communication Network

Figure 7.4: Small-Group Communication Network

Organizational Communication NetworksOrganizational ChartAn organization chart shows reporting relationships from the line worker up to the CEO of the firm.Communication FlowsDownward communication generally provides directions, whereas upward communication provides feedback to top management.Communication that flows horizontally or crosses traditional reporting lines is usually related to task performance.

Organizational Communication Networks (continued)Communication Flows (continued)Organizational communication networks may diverge from reporting relationships as employees seek better information with which to do their jobs.Employees often find that the easiest way to get their jobs done or obtain the necessary information is to go directly to employees in other departments rather than through the formal channels shown on the organizations chart.

Figure 7.5: Comparison of an Org. Chart and the Organizations Communication Network

Roles People Play in Organizational CommunicationGatekeeperA strategic position in the network that allows him or her to control information moving in either direction through a channel.LiaisonA bridge between groups, tying groups together and facilitating the communication flow needed to integrate group activities.

Roles People Play in Organizational Communication (continued)CosmopoliteA link between the organization and the external environment; this person may also be an opinion leader in the group.IsolateA person in the organization who tends to work alone and to interact and communicate little with others.

Table 7.1: Improving the Communication Process

How Communication Problems OccurSemanticsThe study of language forms and semantic problems occur when people attribute different meanings to the same works or language problemsJargonThe specialized or technical language of a trade, field, profession, or social group.The use of jargon is acceptable if the receiver is familiar with it; otherwise, it should be avoided.

How Communication Problems Occur (continued) ReceiverSeveral communication problems originate in the receiver:Selective attention exists when the receiver attends only to selected parts of a messagea frequent occurrence with oral communication.Value judgments are influenced by the degree to which a message reinforces or challenges the receivers basic personal beliefs.The receiver may also judge the credibility of the source of the message.

How Communication Problems Occur (continued) Inadequate FeedbackLack of feedback can cause at least two problems.The source may need to send another message that depends on the response to the first; if the sources receives no feedback, s/he may not send the second message or may be forced to send the original message again.The receiver may act on the unverified message; if s/he misunderstood the message, the resulting act may be inappropriate.

Improving Organizational Factors in CommunicationOrganizational factors that can create communication breakdowns or barriers include noise, status differences, time pressures, and overload.Reduce NoiseNoise is a primary barrier to effective communication.A common form of noise is the rumor grapevine, an informal system of communication that coexists with the formal system that distorts organizational communication.

Improving Organizational Factors in Communication (continued) Foster Informal CommunicationCommunication in well-run companies was once described as a vast network of informal, open communication. Informal communication fosters mutual trust, which minimizes the effects of status differences.Open communication can also contribute to better understanding between diverse groups in an organization.

Improving Organizational Factors in Communication (continued)Develop a Balanced Information NetworkOrganizations need to balance information load and information processing capabilities and take care not to generate more information than people can handle.