Chapter 15

1. Chapter 15 Managing Communication

2. Learning ObjectivesAfter reading this chapter, you should be able to: • Understand the communication process. • Eliminate barriers that distort the meaning of information. • Recognize the basic patterns of organizational communication. • Understand how to organize and run effective meetings. • Master electronic forms of communication. • Work with an organization’s informal communication system.

3. The Process of Communication • Communicationis a process that involves the transmission of meaningful information from one party to another through the use of shared symbols. • Communication is successful when meaning is understood.

4. The Process of Communication(continued) • Two forms of information are sent and received in communication: • Facts– bits of information that can be objectively measured or described. • Feelings– an individual’s emotional responses to decisions made or actions taken by other people.

5. Skills for Managing Communication Assertive Communication Skills Presentation Skills Listening Skills Nonverbal Communication Skills

6. The Communication Process Noise Communication Channel Sender (encodes message) Receiver (decodes message) Feedback Noise

7. The Communication Process: Feedback • Feedbackallows the sender to clarify the message if its true meaning is not received. • Two-way Communications–communication channels that provide for feedback. • One-way Communications– communication channels that provide no opportunity for feedback.

8. The Communication Process:Barriers to Effective Communication • Barriers can disrupt the accurate transmission of information. • These barriers take different forms: • Sender barrier • Encoding barrier • Communication channel barrier • Decoding barrier • Receiver barrier • Feedback barrier • Noise barrier • Perception barrier

9. Patterns of Organizational Communications • Communications in organizations can be complex. • Possible barriers to communication includes: • Differences in employee status and power • Diversity • Differences in interests

10. Patterns of Organizational Communications Downward Communication Upward Communication Horizontal Communication

11. Constructive Feedback • Focus your feedback on specific behaviors that were successful or that were unsuccessful. • Keep personality traits out of your feedback by focusing on what rather than who. • Investigate whether the employee had control over the results before giving feedback about unsuccessful behaviors. • Feedback should be given as soon as possible. • Ensure privacy when giving feedback about negative behaviors.

12. Communication Channels Ranked by Information Richness Richest Channel Leanest Channel Physical presence (face-to-face, meetings) Interactive channels (telephone, electronic media, voice mail, e-mail) Personal static channels (memos, letters, reports tailored to receiver) Impersonal static channels (fliers, bulletins, generalized reports) Best for non-routine, ambiguous, difficult messages Best for routine, clear, simple messages

13. Managing Organizational Communications Face-to-Face Communication Electronic Communication Written Communication Informal Communication

14. Steps you can take to make meetings more productive • Ask yourself if it’s important even to schedule a meeting. • Schedule the meeting for an appropriate place. • Create an agenda for the meeting and distribute it ahead of time. • Establish rules for participation • Follow the agenda’s time limits for each topic. • Leave some open time for topics not on the agenda. • End the meeting with a plan of action.

15. Informal Communication • Also called the grapevine – informal communication that takes place at the workplace. • can be about promotions and other personnel decisions • can be about company events (new products, downsizing) • must be managed so that negative rumors do not hurt morale • Management by Wandering Around (MBWA) – dropping in unannounced for spontaneous conversations • builds levels of trust • stops harmful rumors

16. Assertive Communication Skills • Assertive communication skills —communicate in ways that meet one’s own needs while at the same time respecting the needs and rights of others • Several less effective styles people tend to use because they are indirect or not mindful of needs: • Passive communication– an individual does not let others know directly what he or she wants or needs. • Aggressive communication– a forceful approach that expresses dominance or anger. • Passive-aggressive communication– avoids giving direct responses but rather tries to “get even” with others.

17. Presentation Skills Basic Guidelines • Prepare objectives • Organize the presentation • Structure the presentation • Tailor the presentation • Establish credibility • Speak in a responsive and conversational style • Use visual aids • Practice presentation skills • Restate key ideas

18. Nonverbal Communication Skills • Nonverbal communication is sending and decoding messages with emotional content. • Dimensions of nonverbal communication: • Body movements and gestures • Eye contact • Touch • Facial expressions • Physical distance • Tone of voice

19. Help create understanding between both parties Are an active rather than passive activity Use of nonverbal indicators, like eye contact, tone of voice, or touch Are an invaluable skill for managers Listening Skills

20. Docreate a supportive atmosphere. Dolisten for feelings as well as words. Donote cues. Dooccasionally test for understanding. Dodemonstrate accept-ance and understanding. Doask exploratory, open-ended questions. Don’ttry to change the other’s views. Don’tsolve the problem for the speaker. Don’tgive advice. Don’tpass judgment. Don’texplain or interpret others’ behavior. Don’tgive false reassurances. Don’tattack if the speaker is hostile. Don’task “why” the feelings. Guidelines for Active Listening

21. Applications of ManagementPerspectives—Forthe Manager • Use your listening skills when dealing with an employee who has an issue that is emotional in nature. • Try to understand the issue from the employee’s perspective. • If it is necessary to give negative feedback, make sure that the behavior being criticized is one the employee is able to control.