Organizational and Interpersonal Communication Police Administration: Structures, Processes, and Behavior (Eighth Edition) Charles R. Swanson, Leonard Territo, and Robert W. Taylor Organizational and Interpersonal Communication Chapter 10

The Communication Process Essential Components for Police Administrators What it takes for a police administrator to be an effective communicator Understand the communication process Ability to examine the numerous barriers in the communication process Awareness of the multidirectional flow of information in the organization Importance of interpersonal communication and how managers can become more effective communicators Differences in the ways that males and females communicate Variations in cross-cultural communication Difference in communication styles and needs of different generations Research has indicated that communication is the number one problem in management and that lack of communication is employees’ primary complaint about their immediate supervisors There are many components to the communication process It is essential for police administrators to understand not only what they are, but why there are so important (listed above)

Steps in the Communication Process Sender Message Channel (medium) Receiver Feedback Environment Noise Hypothetical example: A midnight shift lieutenant informs a midnight shift patrol sergeant that there has been a dramatic increase in the number of burglaries in the sergeant’s patrol district during the past month and suggests it might be the result of inattention on the part of the sergeant and the sergeant’s subordinates. Sender: (lieutenant) is attempting to send a spoken message. Because of the authority and rank of the Lt., it is very likely that the Sgt. will not ignore the message Message: The heart of every communication is the message – a purpose or an idea to be conveyed (“I need to talk to you about last month’s dramatic increase in burglaries in your patrol sector.” Channel: Several channels are usually available for sending messages (spoken, written, combination) Receiver: (sergeant) A communication is complete only when another party receives the message Feedback: Messages sent back from the receiver to the sender Environment: A full understanding of communication requires knowledge of the environment in which messages are transmitted and received Noise: Anything that disrupts communication (including attitudes and emotions – stress, fear, negative attitudes, low motivation)

The Communication Process

Communication Barriers Sender Hindrances Receiver Hindrances Lack of clarity Incorrect assumptions Inappropriate communication medium Ineffective feedback mechanism Improper language Sender and receiver have different backgrounds and attitudes Poor listener or observer Jumping to conclusions Only sees/hears part of the message Rejection of messages that contradict beliefs Emotional barriers What is an example of an inappropriate communication medium? How might the sender and receiver having different backgrounds or attitudes impact communication? What are some examples of possible emotional barriers? What are some “neutral” barriers to communication? (environmental distractions – noise, temperature, etc; distance – inability to see or hear message; sender-receiver relationship – power structure, roles, etc.)

Organizational Communication Grapevine Downward Upward Horizontal Styles of Communication Organizational systems of communication are usually created by setting up a formal system of responsibility and delegating duties Allows for routine patterns of communication

Downward Communication Communication used by management to send orders, directives, goals, policies, etc. to employees at lower levels of the organization Five types of such communication: Job instruction: communication relating to the performance of a certain task Job rationale: relating a certain task to organizational tasks Procedures and practices: organizational policies, procedures, rules, and regulations Feedback: appraisal of how an individual performs the assigned task Indoctrination: motivating the employee

Most to Least Effective Forms Oral & Written Combined Oral Communication Only Written Communication Only Bulletin Board Grapevine

Upward Communication Deterrents Police Organizations Superiors Subordinates Communication used by lower-level employees While potentially appreciated, there are inherent barriers to upward communication: Organizations: distance between superiors and subordinates Superiors: Attitudes, failure to do anything Subordinates: does not have freedom to call a superior and talk about a problem at will – discouraged from circumventing the chain of command

Horizontal Communication Communication among peers Typically informal Essential for organizations to function efficiently Can be problematic because it can replace vertical communication Figure above: (A) message path from one sergeant to another following the usual structured channels; (B) message path from one sergeant to another using a horizontal bridge

The Grapevine A system of informal information that meanders across organizational lines Best known approach to distribution of informal communication Pro: gives insight into employee attitudes Con: can be used to spread rumors, lies, gossip Can take different forms (figure above)

Potential Problems with Electronic Communication Police managers may unwittingly drop out of the grapevine and miss out on important informal communication that takes place Makes it more difficult to build organizational strong culture, develop solid working relationships, and create a mutually supportive atmosphere of trust and cooperativeness Opens up new avenues for dysfunctional employee behavior What can police administrators do to better ensure that electronic communication is effective?

Interpersonal Communication Speaking & Writing Nonverbal Communication Language Credibility Gear message to listener Persuade group members on the benefits of change Use heavy-impact and emotion-provoking words Back up conclusions with data Minimize language errors and vocalized pauses Crisp, clear, and concise memos Power-oriented linguistic style Project confidence Body position Gestures Speak at moderate pace, with loud, confident tone Smile and appear relaxed Maintain eye contact Appearance Shoes Fingernails Hair Teeth The process of message transmitting between two people to create a sustained shared meaning Effective leaders (informal or formal) are persuasive and dynamic communicators

Group vs. Interpersonal Communication Size of group Phases of group interaction: vs. Group Interpersonal Group Communication: interaction among 3+ individuals in a face-to-face situation where all parties have a common need that is satisfied by the exchange of information Interpersonal Communication: message transmitting between two people to create a sustained shared meaning Orientation: Group members attempt to get to know each other and discover the problems that face the group Conflict: Disagreement among the members of the group Emergence: Emphasis on positive statements – allows dissenting members to save face by moving toward the majority’s position Reinforcement: Group members comment on the positive aspects of the group and its problem-solving ability Conflict Emergence Reinforcement Orientation

Cross-Gender Communication Men and women communicate and solve problems differently Women in our society are taught to resolve conflict through different communication styles Important for supervisors to understand that men and women communicate and solve problems differently Failure to understand these differences can result in erroneous evaluations of officers’ actions and result in unfair criticism From your experience, how do men and women communicate differently? How might the gender of a police officer impact how he/she approaches a dangerous situation?

Cross-Cultural Communication An important and still-evolving area of policing Increasing Hispanic population Listening is fundamental People know when one is being condescending Illegal aliens It is important for officers to empathize with peoples’ situations and their perceptions Individuals may have different cultural understanding of how to approach and communicate with the police What can police administrators do to prepare for communication with people from different cultures? (maintain a list of qualified interpreters, hire bilingual officers, train existing staff, implement cultural awareness programs)

Cross-Generation Communication Generation X Generation Y Computers are not technology Internet is better than TV Doing is more important than knowing Learning more closely resembles Nintendo than logic Multitasking is a way of life Typing is preferred to handwriting Staying connected is essential There is zero tolerance for delays Comfortable in multicultural settings Need for effective mentoring Great deal of self-confidence Most technically literate Good at multitasking Expect structure Acknowledge and respect positions and titles Want a relationship with supervisors Need mentoring Generation X and Generation Y make up most employees in police departments today. There are certain characteristics of each group – it is important to be aware of differences so miscommunications are less likely to occur There are generational differences in formal and informal styles of communication Younger officers often engage in informal communication without meaning to be disrespectful Generational Lingo Creeping Computerese What is Said is Not Always Heard