© 2006 by South-Western, a division of Thomson Learning. All rights reserved.14-1

Communicating in

Organizations

Chapter 14

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-2

Learning Objectives1. Explain why communication is essential for effective

management and describe how nonverbal behavior and listening affect communication among people.

2. Explain how managers use communication to persuade and influence others.

3. Describe the concept of channel richness, and explain how communication channels influence the quality of communication.

4. Explain the difference between formal and informal organizational communications and the importance of each for organization management.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-3

Learning Objectives (contd.)

5. Identify how structure influences team communication outcomes.

6. Explain why open communication, dialogue, and feedback are essential approaches to communication in a turbulent environment.

7. Identify the skills managers need for communicating during a crisis situation.

8. Describe barriers to organizational communication, and suggest ways to avoid or overcome them.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-4

Ex. 14.1 The Manager as Information Nerve Center

External Information

Internal Information

Manager as Monitor Information processor Communicator

Feedback

Manager as Disseminator Distributes information to

subordinates

Feedback

Manager as Spokesperson Distributes information to people outside the organization

Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-5

What is Communication?

Can be defined as the process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-6

Ex. 14.2 A Model of the Communication Process

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-7

Ex. 14.3 The Pyramid of Channel Richness

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-8

Capacity of Information ChannelInfluences The ability to handle multiple cues simultaneously. The ability to facilitate rapid, two-way feedback. The ability to establish a personal focus for the

communication.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-9

Nonverbal Communication Messages sent through human actions and

behavior rather than through words. Most nonverbal communication is

unconscious or subconscious. Occurs mostly face-to-face.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-10

Ex. 14.4 Ten Keys to Effective Listening

SOURCE: Adapted from Sherman K. Okum, “How to Be a Better Listener,” Nation’s Business (August 1975), 62 and Philip Morgan and Kent Baker, “Building a Professional Image; Improving Listening Behavior,” Supervisory Management (November 1985), 34-38.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-11

Ex. 14.5 Downward, Upward, and Horizontal Communication in Organizations

SOURCE: Adopted from Richard L. Daft and Richard M. Steers, Organizations; A Micro-Macro Approach, 538 Copyright 1986 by Scott, Foresman and Company, Used by permission.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-12

Downward Communication Messages sent from top management

down to subordinates. Most familiar and obvious flow of formal

communication. Major problem is drop off. Another concern, distortion.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-13

Upward Communication Messages that flow from the lower to the

higher levels in the organizations. Upward communications mechanisms:

1. Suggestion boxes.2. Employee surveys.3. MIS reports.4. Face to face conversations.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-14

Horizontal Communication Lateral or diagonal exchange of messages among

peers or coworkers. Horizontal communication’s three categories: 1. Intradepartmental problem solving. 2. Interdepartmental coordination. 3. Change initiatives and improvements.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-15

The Grapevine Will always exist in organizations. Used to fill in information gaps. Tends to be more active during periods of change. About 80% of topics are business related. About 70-90% of details of grapevine are

accurate.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-16

Ex. 14.8 Dialogue and Discussion: The Differences Conversation

Lack of understanding, disagreement, divergent points of view

Dialogue Discussion

Results Results

Reveal feelings Explore assumptions Suspend convictions Build common ground

Long-term, innovative solutions Unified group Shared meaning Transformed mind-sets

State positions Advocate convictions Convince others Build oppositions

Short-term resolution Agreement by logic Opposition beaten down Mind-sets held onto

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14-17

Ex. 14.9 Communication Barriers & Ways to Overcome Them

Active listeningSelection of appropriate channel

Knowledge of other’s perspectiveMBWA

Climate of trust, dialogueDevelopment and use of formal channels

Changing organization or group structure to fit communication needs

Encouragement of multiple channels, formal and informal

IndividualInterpersonal dynamicsChannels and mediaDefense mechanisms

Inconsistent cuesOrganizationalStatus and power differencesDepartmental needs and goals

Communication network unsuitedto taskPoor coordination

Semantics

Lack of formal channels

Feedback and learning

Barriers How to Overcome

Question underlying assumptions