Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.

Chapter 13 Copyright © 2009 Nelson Education Ltd Communicating in Organizations

Learning Objectives 1. Explain why communication is essential for effective management and describe how nonverbal behaviour and listening affect communication among people. 2. Describe the concept of channel richness, and explain how communication channels influence the quality of communication. 3. Explain how managers use communication to persuade and influence others. 4. Explain the difference between formal and informal organizational communications and the importance of each for organization management. Copyright © 2009 Nelson Education Ltd. 13-3

Learning Objectives (Cont’d) 5. Identify how structure influences team communication outcomes. 6. Explain why open communication, dialogue, and feedback are essential approaches to communication in a turbulent environment. 7. Identify the skills managers need for communicating during a crisis situation. 8. Describe barriers to organizational communication, and suggest ways to avoid or overcome them. Copyright © 2009 Nelson Education Ltd. 13-4

What is Communication? Copyright © 2009 Nelson Education Ltd The process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behaviour. Includes listening and other forms of feedback.

Ex A Model of the Communication Process Copyright © 2009 Nelson Education Ltd. 13-6

Ex The Pyramid of Channel Richness Copyright © 2009 Nelson Education Ltd. 13-7

Nonverbal Communication Copyright © 2009 Nelson Education Ltd Most nonverbal communication is unconscious or subconscious. Occurs mostly face-to-face. Messages sent through human actions and behaviour rather than through words: Verbal – 7% Vocal – 38% Facial Expression – 55%

Ex Ten Keys to Effective Listening Copyright © 2009 Nelson Education Ltd. 13-9

Ex Downward, Upward, and Horizontal Communication in Organizations Copyright © 2009 Nelson Education Ltd

Downward Communication Copyright © 2009 Nelson Education Ltd Messages sent from top management down to subordinates. Most familiar and obvious flow of formal communication. Major problem is drop off: the distortion or loss of message content. Another concern, distortion.

Upward Communication Messages that flow from the lower to the higher levels in the organizations via: Suggestion boxes Employee surveys Open-door policies MIS reports Face to face conversations Copyright © 2009 Nelson Education Ltd

Horizontal Communication Lateral or diagonal exchange of messages among peers or coworkers. Copyright © 2009 Nelson Education Ltd

Personal Communication Channels Copyright © 2009 Nelson Education Ltd Personal networks Management by walking around (MBWA) Grapevine

Communication During Turbulent Times Open communications Sharing all types of information throughout the company, across functional and hierarchical levels Dialogue A group communication process aimed at creating a culture based on collaboration, fluidity, trust, and commitment to shared goals. Copyright © 2009 Nelson Education Ltd

Communication During Turbulent Times (Cont’d) Crisis Communications: Maintain your focus Be visible Get the awful truth out Communicate a vision for the future Copyright © 2009 Nelson Education Ltd

Ex Dialogue and Discussion: The Differences Copyright © 2009 Nelson Education Ltd Conversation Lack of understanding, disagreement, divergent points of view Dialogue Discussion Results Reveal feelings Explore assumptions Suspend convictions Build common ground Long-term, innovative solutions Unified group Shared meaning Transformed mind-sets State positions Advocate convictions Convince others Build oppositions Short-term resolution Agreement by logic Opposition beaten down Mind-sets held onto

Ex Communication Barriers & Ways to Overcome Them Copyright © 2009 Nelson Education Ltd Active listening Selection of appropriate channel Knowledge of other’s perspective MBWA Climate of trust, dialogue Development and use of formal channels Changing organization or group structure to fit communication needs Encouragement of multiple channels, formal and informal Individual Interpersonal dynamics Channels and media Defense mechanisms Inconsistent cues Organizational Status and power differences Departmental needs and goals Communication network unsuited to task Poor coordination Semantics Lack of formal channels Feedback and learning Barriers How to Overcome Question underlying assumptions