Communicating in Organizations chp18 Communicating in Organizations Developed by Cool Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.

What is Communications 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.

The Manager as Information Nerve Center External Information Internal Information Manager as Monitor  Information processor  Communicator Feedback Manager as Spokesperson Distributes information to people outside the organization Feedback Manager as Disseminator  Distributes information to subordinates Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.

Communications Process Model RECEIVER SENDER Message decoded Channel Message encoded Message Noise Channel Feedback decoded Feedback encoded Feedback

Channel Richness The amount of information that can be transmitted during a communication episode.

Nonverbal Communications Messages sent through human actions and behavior rather through words Most nonverbal communication is unconscious or subconscious Occurs mostly face-to-fact Three factors in message interpretation Verbal Impact, 7 percent Vocal Impact, 38 percent Facial Impact, 55 percent The Gallup Organization

Three Formal Channels of Communications Source: Adapted from Richard L. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach, 538. Copyright © 1986 by Scott, Foresman and Company. Used by permission.

Downward Communications Messages sent from top management down to subordinates Most familiar and obvious flow of formal communication Encompasses the following 1. Implementation of goals and strategies 2. Job instructions and rationale 3. Procedures and practices 4. Performance feedback 5. Indoctrination

Down Communications Problems Drop Off Distortion Loss of message content Dealing with Drop Off Use right communication channel Consistency between verbal and nonverbal messages Active listening

Upward Communications Messages that flow from the lower to the higher levels in the organizations Five types of information communicated upward 1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information

Horizontal Communications Lateral or diagonal exchange of messages among peers or coworkers Purpose is to inform and request support as well as coordinate activities Horizontal communications three categories 1. Intradepartmental problem solving 2. Interdepartmental coordination 3. Change initiatives and improvement

Team Communications Two characteristics for consideration: The extent to which team communications is centralized The nature of the team’s task

Informal Communications Are outside formal authorized channels Do not adhere to organization’s hierarchy of authority Coexists with formal communications networks Two types of channels Management By Wondering Around Grapevine

Two Grapevine Chains Source: Based on Keith Davis and John W. Newstrom, Human Behavior at Work: Organizational Behavior, 7th ed. (New York: McGraw-Hill, 1985).

Dialogue and Discussion: The Differences Conversation Lack of understanding, disagreement, divergent points of view Dialogue Discussion Reveal feelings Explore assumptions Suspend convictions Build common ground State positions Advocate convictions Convince others Build oppositions Result Result Long-term, innovative solutions Unified group Shared meaning Transformed mind-sets Short-term resolution Agreement by logic Opposition beaten down Mind-sets held onto Source:Adapted from Edgar Schein, “On Dialogue, Culture, and Organization Learning,” Organizational Dynamics (Autumn 1993), 46.

Ways to Overcome Communications Barriers How to Overcome Individual Active listening Interpersonal dynamics Channels and media Selection of appropriate channel Semantics Knowledge of other’s perspective Inconsistent cues MBWA Organizational Climate of Trust Status and power differences Development and use of formal channels Departmental needs and goals Changing organization or group structure to fit communication needs Communication network unsuited Encouragement of multiple channels, formal and informal Lack of formal channels