Promoting Effective

Communication

chapter sixteen

Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Learning Objectives

1. Explain why effective communication helps an organization gain a competitive advantage.

2. Describe the communication process, and explain the role of perception in communication.

3. Define information richness, and describe the information richness of communication media available to managers.

16-2

Learning Objectives (cont.)

4. Describe the communication networks that exist in groups and teams.

5. Explain how advances in technology have given managers new options for managing communications.

6. Describe important communication skills that managers need as senders and receivers of messages and why it is important to understand differences in linguistic styles

16-3

Communication and Management

Communication The sharing of

information between two or more individuals or groups to reach a common understanding.

16-4

The Communication Process

16-5

Figure 16.1

The Role of Perception in Communication

Biases systematic tendencies

to use information about others in ways that can result in inaccurate perceptions

16-6

Information Richness of Communication Media

Figure 16.2

16-7

Face-to-Face Communication

Face-to-Face Has highest

information richness. Can take advantage of

verbal and nonverbal signals.

16-8

Impersonal Written Communication

Impersonal Written Communication Has the lowest information richness. Good for messages to many receivers where little

or feedback is expected (e.g., newsletters, reports)

16-9

Communication Networks in Groups and Teams

Figure 16.3

16-10

Formal and Informal Communication Networks in an Organization

Figure 16.4

16-11

Groupware and Collaboration Software

Groupware Computer software that enables members of

groups and teams to share information with each other to improve communication and performance

16-12

Communication Skills for Managers as Senders

Table 16.2

16-13

Communication Skills for Managers as Senders

Jargon specialized language that members of an

occupation, group, or organization develop to facilitate communication among themselves

should never be used when communicating with people outside the occupation, group, or organization

16-14

Communication Skills for Managers as Senders

Filtering Withholding part of a message because of the

mistaken belief that the receiver does not need or will not want the information.

Information distortion Changes in the meaning of a message as the

message passes through a series of senders and receivers.

16-15