Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 1 Chapter 16 Organizational Communication

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 2 Learning Objectives Explain the main elements of the communication process. Identify hurdles to communication and describe ways to eliminate them. State the guidelines for fostering effective communication. Discuss two ethical issues in communications.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 3 The Communication Process Communication is the transfer and exchange of information from one person to another through meaningful symbols.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 4 The Communication Process (adapted from Figure 16.1) Receiver provides verbal and nonverbal responses to sender Sender’s response to feedback may trigger additional feedback to receiver Sender encodes idea into a message Sender has idea Message travels over one or more channels Receiver perceives and decodes message

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 5 The Communication Process Sender (Encoder) The sender is the source of information and the initiator of the communication process. Encoding is the process of translating thoughts or feeling into a medium–written, visual, or spoken–that conveys the meaning intended. Five principles to increase encoding accuracy include: –Relevancy –Simplicity –Organization –Repetition –Focus

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 6 The Communication Process Receiver (Decoder) The receiver is the person who receives and decodes (or interprets- the sender’s message. Decoding is translating messages into a form that has meaning to the receiver. –One of the main requirements of the receiver is the ability to listen. Listening involves paying attention to the message, not merely hearing it.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 7 The Communication Process Message The message refers to the verbal (spoken and written) symbols and nonverbal cues representing the information that the sender wants to convey. –Nonverbal Messages –Verbal Messages –Written Messages

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 8 Examples of Cultures on the Cultural Contact Continuum (adapted from Figure 16.3) Japanese Korean Swiss German Scandinavian Greek Spanish Vietnamese Arab Italian English North American Chinese High ContactLow Contact

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 9 The Communication Process Channels The channel is the path a message follows from the sender to the receiver. Information richness is the information- carrying capacity of the channel.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 10 Information Richness of Channels (adapted from Figure 16.4) Information Channel Face-to-face discussion Telephone conversations Written letters/memos (individually addressed) Formal written documents (un- addressed bulletins or ) Formal numeric documents (printouts, budget reports) Information Richness Highest High Moderate Low Lowest

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 11 The Communication Process Channels (cont.) Downward channels involve all the means of sending messages from management to employees. Upward channels are all the means used by employees to send messages to management. Horizontal channels are all the means used to send and receive messages across departmental lines, with suppliers, or with customers. Informal channels are all the nonformal means for sender and receiver to communicate downward, upward, and horizontally. –Grapevine –Employee network groups

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 12 The Communication Process Feedback Feedback is the receiver's response to the sender’s message. Feedback should have the following characteristics: –It should be helpful. –It should be descriptive rather than evaluative. –It should be specific rather than general. –It should be well timed. –It should not overwhelm.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 13 Barriers to Communication (adapted from Table 16.3) Organizational –Authority and status levels –Specialization of task functions by members –Different goals –Status relationships among members Individual –Semantics –Emotions

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 14 Levels of Understanding for a Message from the CEO (adapted from Figure 16.5) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Top Management Vice President General Supervisor Team Leader Line Worker Portion of original message accurately received Distortion of original message

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 15 Eliminating Hurdles Regulate the Flow of Information Encourage Feedback Simplify the Language Listen Actively Restrain Negative Emotions Use Nonverbal Cues Use the Grapevine

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 16 Fostering Effective Communication Clarify your ideas before communicating Examine the true purpose of the communications Consider the setting in which the communication will take place Consult with others, when appropriate, in planning communications Be mindful of the nonverbal messages you send Take the opportunity to convey something helpful to the receiver Follow up the communication

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 17 Ethical Issues in Communications Computer ethics is concerned with the nature and social impact of information technologies and the formulation of policies for their appropriate use. Privacy issues concern the enormous amount of personal information available to various business or agencies.