The Communication Process Encoding Channel Decoding Message Message Source Receiver Before communication can take place, a purpose, expressed as a message to be conveyed, is needed. It passes between a source (the sender) and a receiver. The message is encoded (converted to a symbolic form) and passed by way of some medium (channel) to the receiver, who translates (decodes) the message initiated by the seller. The result is a transference of meaning from one person to another. The slide above depicts the communication process. The model is made of seven parts: (1) the communication source, (2) the message, (3) encoding, (4) the channel, (5) decoding, (6) the receiver, and (7) feedback. The communication source initiates a message by encoding a thought. The message is the actual physical product from the source encoding. The channel is the medium through which the message travels. The receiver is the object to whom the message is directed. But before the message can be received, the symbols in it must be translated into a form that can be understood by the receiver. This step is the decoding of the message. The final link in the communication process is feedback--the check on how successful we have been in transferring our messages as originally intended. Feedback

Methods of Communication Spoken Written Nonverbal The chief means of conveying messages is oral or spoken communication. Speeches, formal one-on-one or group discussions, and the informal rumor mill or grapevine are popular forms of spoken communication. The advantages of oral communication are speed and feedback. The major disadvantage of oral communication surfaces whenever the message has to be passed through a number of people. The more people through whom a message must pass, the greater the potential for distortion. Written communications include letters, memos, email, fax transmissions, and notices placed on bulletin boards. Written communication is tangible and verifiable because the sender and receiver have a hard copy of the message. The message can be stored and if there are questions about its content, the hard copy can be referenced. Another benefit of written communication is the process itself. Because most people are more careful about written messages than about spoken messages, written communications are more likely to be well thought out, clear, and logical. Some of the most meaningful communications are not conveyed orally or in writing. These are the “not-so-obvious” nonverbal communications. For our purposes, nonverbal communication includes body movements, the emphasis or intonation we give to words, facial expressions, and the physical distance between the sender and the receiver. Prentice Hall, 2000 Chapter 9

More Communication Skills for Managers Simplify Language Constrain Emotions More Communication Skills for Managers Observe Nonverbal Cues Because language can be a barrier, managers should structure messages in ways that will make them clear and understandable. Words should be chosen carefully. A manager must simplify his or her language and consider the audience for whom the message is intended. It would be naïve to assume that a manager is always rational when he or she is communicating. Since emotion can distort the transference of meaning, the best approach for a manager who is upset is to wait before trying to send a message. Since actions can speak louder than words, managers must watch their actions to be sure that they align with and reinforce their verbal messages. The grapevine cannot be eliminated. So managers should make it work for them. They can transmit information over the grapevine to test the reaction of employees before they make decisions. To minimize the impact of damaging rumors on the grapevine, managers should use formal channels by ensuring that they carry relevant, accurate information that will be of interest to employees. Use the Grapevine Prentice Hall, 2000 Chapter 9

Communication Networks Refers to patterns of relationships that influence communication Degree of centralization is particularly important in determining impact of network shape Centralized networks Decentralized networks Copyright © 2000 by Harcourt, Inc. All rights reserved.

Three Common Small-Group Networks Three types of small-group networks are the chain, wheel, and all-channel. The chain rigidly follows the chain of command. The wheel relies on the leader to act as the central conduit for all the group’s communication. The all-channel permits all group members to actively communicate with one another. The all-channel network characterizes the problem-solving task force, in which all group members are free to contribute. The effectiveness of each type of network depends on the goals of the group. If speed is important, for example, the wheel and all-channel networks are best. For accuracy, choose the chain or wheel. The wheel is best for allowing leaders to emerge. And if member satisfaction is important, the all-channel network is the best choice and the wheel is the worst choice. Chain Wheel All-Channel Prentice Hall, 2000 Chapter 9

Copyright © 2000 by Harcourt, Inc. All rights reserved. Centralized Networks Characterized by members’ differing abilities to obtain and pass on information May be more prone to information overload Person in hub positions are likely to assume dominant roles Copyright © 2000 by Harcourt, Inc. All rights reserved.

Centralized Networks (Cont.) Centralized networks may be best for completion of tasks that are relatively simple and routine Copyright © 2000 by Harcourt, Inc. All rights reserved.

Decentralized Networks Members have equal opportunity to participate in communication process Complex tasks that require sharing information may be best accomplished via decentralized networks In general, decentralized networks report greater satisfaction, and centralized networks report less satisfaction Copyright © 2000 by Harcourt, Inc. All rights reserved.

Copyright © 2000 by Harcourt, Inc. All rights reserved. Communication Roles Refers to the specific functions a person serves in an organization’s communication network Gatekeepers: individuals who pass information to others, or who control messages, e.g., secretaries Copyright © 2000 by Harcourt, Inc. All rights reserved.

Communication Roles (Cont.) Liaison: link groups, but those who assume these roles do not actually belong to either group Isolates: have very little or no contact with other members of the organization, may be somewhat younger, less educated, less satisfied, poorer performers Copyright © 2000 by Harcourt, Inc. All rights reserved.

Communication Roles (Cont.) Cosmopolites: their communication networks frequently extend into the organization’s external environment; they have great interest in national concerns, professional affairs, and are more likely to change jobs Copyright © 2000 by Harcourt, Inc. All rights reserved.

Journal 2 Map your advice & friendship nets at work and with other students. 2) Is there a difference in the way you built these relations? Why? 3) Identify gaps in your work/school nets. How might you begin to close those gaps? Who? How? A F Rule/Attributes