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15Chapter

Managing CommunicationManaging Communication

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Learning ObjectivesAfter reading this chapter, you should be able to:

Understand the process of communication.Eliminate barriers that distort the meaning of information.Analyze the basic patterns of organizational

communication.Develop the skills of organizing and running effective

meetings.Master electronic forms of communication such as e-mail

and know when to use them.Work with an organization’s informal communication.Improve assertive communication, presentation, nonverbal,

and listening skills.

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The Process of Communication

Communication is 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.

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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.

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Skills for Managing Communication

Presentation Skills

Nonverbal Communication

Skills

Listening Skills

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Assertive Communication

Skills

The Communication Process

FeedbackFeedbackNoise

NoiseCommunication Channel

Sender(encodes message)

Receiver(decodes message)

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The Communication Process: Feedback

Feedback allows 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.

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The Communication Process:Barriers to Effective

CommunicationBarriers can disrupt the accurate transmission of

information.These barriers take different forms:

Sender barrierEncoding barrierCommunication channel barrierDecoding barrierReceiver barrierFeedback barrierNoise barrierPerception barrier

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Patterns of Organizational Communications

Communications in organizations can be complex.

Possible barriers to communication includes:Differences in employee status and powerDiversityDifferences in interests

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Patterns of Organizational Communications

Downward Communication

Upward Communication

Horizontal Communication

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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.

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Communication Channels Ranked by Information

RichnessRichest 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

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Managing Organizational Communications

Face-to-Face Communication

Written Communication

Electronic Communication

Informal Communication

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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.

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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

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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.

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Presentation Skills

Basic guidelinesPrepare objectivesOrganize the presentationStructure the presentationTailor the presentationEstablish credibilitySpeak in a responsive and conversational styleUse visual aidsPractice presentation skillsRestate key ideas

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Nonverbal Communication Skills

Nonverbal communication is sending and decoding messages with emotional content.

Dimensions of nonverbal communication:Body movements and gesturesEye contactTouchFacial expressionsPhysical distanceTone of voice

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Listening Skills

Help create understanding between both partiesAre an active rather than passive activityUse of nonverbal indicators, like eye contact, tone

of voice, or touch Are an invaluable skill for managers

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Guidelines for Active Listening

Do create a supportive atmosphere.

Do listen for feelings as well as words.

Do note cues. Do occasionally test for

understanding. Do demonstrate acceptance and

understanding. Do ask exploratory, open-ended

questions.

Do create a supportive atmosphere.

Do listen for feelings as well as words.

Do note cues. Do occasionally test for

understanding. Do demonstrate acceptance and

understanding. Do ask exploratory, open-ended

questions.

Don’t try to change the other’s views.

Don’t solve the problem for the speaker.

Don’t give advice. Don’t pass judgment. Don’t explain or interpret others’

behavior. Don’t give false reassurances. Don’t attack if the speaker is

hostile. Don’t ask “why” the feelings.

Don’t try to change the other’s views.

Don’t solve the problem for the speaker.

Don’t give advice. Don’t pass judgment. Don’t explain or interpret others’

behavior. Don’t give false reassurances. Don’t attack if the speaker is

hostile. Don’t ask “why” the feelings.

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Applications of Management Perspectives—For the 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.

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Applications of Management Perspectives—For Managing Teams

If you are part of a virtual team it is important to schedule periodic face-to-face meetings in order to build team spirit and trust.

Without trust, there can be misunderstandings and teams are likely to be short-lived.

Make sure individual team members and the team as a whole receive performance feedback.

Give team members customer feedback.

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Applications of Management Perspectives—For Individuals

Look for ways to practice presentation skills by

speaking to different audiences.

Find ways to enhance your credibility so that

people want to listen to what you have to say.

Act with integrity around other employees.

Make sure your actions are consistent with your

verbal messages.

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