© 2003 mcgraw-hill australia pty ltd. powerpoint slides t/a management: a pacific rim focus...

© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.

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CHAPTER 14

MANAGERIAL COMMUNICATION


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LECTURE OUTLINE

• Nature of managerial communication• Individual communication & Interpersonal

processes• Group communication• Organisational communication channels


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Managerial communication• Communication:

Exchange of messages between people to achieve common meanings.

• Verbal:Written or oral use of words to communicate.

• Non-verbal:Communication by means of elements and behaviours that are not coded into words.


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Managerial communication

Tours3%

Desk work26%

Scheduled meetings

50%

Unscheduled meetings

12%

Telephone calls9%


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Communication process

Sender/receiver

Sender/receiver

Encoding message

Medium

Decoding message

Feedback Feedback

Noise

Noise

Noise

Noise


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Individual communication Interpersonal processes• Perceptual processes• Attribution process• Semantics• Cultural context• Communication skills


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Individual communication Interpersonal processesPerceptual processes

Process individuals use to acquire and make sense out of information from the environment.

• Three stages:Selecting, organising, interpreting

• Distortions:Stereotyping, Halo effect, Projection, Perceptual defence


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Individual communication Interpersonal processesAttribution process

Theory attempting to explain how individuals make judgements or attributions about the cause of another’s or, their own, behaviour.

• Fundamental attribution error:Tendency to underestimate situational influences & to overestimate dispositional influences.

• Self-serving bias:Attributing oneself as responsible for successes & others for failures.


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Individual communication Interpersonal processesSemantics:• Semantic net

Network of words and word meanings a given individual has available for recall.

• Semantic blocksBlockages or communication difficulties arising from word choices.


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Individual communication Interpersonal processesCultural context:

High-context cultures ‘…emphasise establishing & strengtheningrelationships

in communication while exchanging

Information’Examples: Asia, China

Low-context cultures‘…emphasis is on

information exchange & less focussed on

building relationships by Communication’

Examples: Germany, NZ, Australia


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Individual communication Interpersonal processes

Communication skills:

Effective communication

Active listening: ‘…listeneractively participates in

attempting to grasp facts &the speaker’s feelings’

Feedback: both giving &receiving is important.Deal with ‘…specific,

observable behaviour, not generalities.’

Importance of seeking customer feedback


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Group communication networks

Communication network:

Pattern of information flow among task-group members.


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Group communication networksChain

Circle

Y

All-channel

XX

Centralised

Decentralised

X

Wheel


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Organisational communication channelsCommunication channels:

Patterns of organisational communication flow representing potential established conduits through which managers and other organisation members can send and receive information.

• Vertical communication• Horizontal communication• Informal communication


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Organisational communication channelsVertical communication:

Lateral or diagonal message exchange either within work unit boundaries, involving peers, reporting to the same supervisor, or across work-units boundaries, involving individuals who report to different supervisors or, across work unit boundaries.


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Organisational communication channelsVertical communication:• Downward communication

– Can be distorted by faulty message due to sender error.– Managers overuse downward communication.– Filtering (deliberate or accidental).

• Upward communication– Can be distorted by ‘only’ favourable messages going up.– Managers don’t encourage upward flow.


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Organisational communication channels

Horizontal communication:Lateral or diagonal message exchange within work-unit boundaries, involving peers reporting to the same supervisor, or across work-unit boundaries, involving individuals who report to different supervisors.

Impeding factors:• Rivalry• Indifference to work of others• Low motivation due to discouraging of horizontal

communication


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Organisational communication channelsInformal communication:

Communication which takes place without regard to hierarchical or task requirements.

Problems:• Can carry gossip/distorted information.

Benefits:• Valuable tool for continuation/propagation of culture.


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Organisational communication channels

Electronic communication

Electronic mail

Groupware

Internet

Voice mailTeleconferencing

Videoconferencing


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Lecture summary• Nature of managerial communication

– Verbal, non-verbal• Individual communication & interpersonal

processes– Attribution process– Semantics– Cultural context– Communication skills


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Lecture summary• Group communication

Networks• Organisational communication channels

Vertical Horizontal Informal

© 2003 mcgraw-hill australia pty ltd. powerpoint slides t/a management: a pacific rim focus...

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