15Chapter PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved. CommunicationCommunication

© Copyright McGraw-Hill. All rights reserved.15–2 Learning Objectives After studying the chapter, you should be able to:After studying the chapter, you should be able to:  Explain why effective communication helps an organization gain a competitive advantage.  Describe the communication process, and explain the role of perception in communication.  Define information richness, and describe the information richness of communication media available to managers.  Describe the communication networks that exist in groups and teams.

© Copyright McGraw-Hill. All rights reserved.15–3 Learning Objectives (cont’d)  Explain how advances in technology have given managers new options for managing communications.  Describe important communication skills that managers need as senders and receivers of messages.

© Copyright McGraw-Hill. All rights reserved.15–4 Chapter Outline Communication and ManagementCommunication and Management  The Importance of Good Communication  The Communication Process  The Role of Perception in Communication  The Dangers of Ineffective Communication  Information Richness and Communication Media  Face-to-Face Communication  Spoken Communication Electronically Communicated  Personally Addressed Written Communication

© Copyright McGraw-Hill. All rights reserved.15–5 Chapter Outline (cont’d) Communication and Management (cont’d)Communication and Management (cont’d)  Impersonal Written Communication Communication NetworksCommunication Networks  Communication Networks in Groups and Teams  Organizational Communication Networks  External Networks Technological Advances in CommunicationTechnological Advances in Communication  The Internet  Intranets  Groupware

© Copyright McGraw-Hill. All rights reserved.15–6 Chapter Outline (cont’d) Communication Skills for ManagersCommunication Skills for Managers  Communication Skills for Managers as Senders  Communication Skills for Managers as Receivers  Understanding Linguistic Styles

© Copyright McGraw-Hill. All rights reserved.15–7 Communication and Management CommunicationCommunication  The sharing of information between two or more individuals or groups to reach a common understanding. Importance of Good CommunicationImportance of Good Communication  Increased efficiency in new technologies and skills  Improved quality of products and services  Increased responsiveness to customers  More innovation through communication

© Copyright McGraw-Hill. All rights reserved.15–8 The Communication Process Phases of the Communication Process:Phases of the Communication Process:  Transmission phase in which information is shared by two or more people.  Feedback phase in which a common understanding is assured. The process starts with a sender (an individual or group) who wants to share information.The process starts with a sender (an individual or group) who wants to share information.  Senders must decide what information to share and puts the message into symbols or language (encoding). Noise: anything harming the communication process.Noise: anything harming the communication process.

© Copyright McGraw-Hill. All rights reserved.15–9 The Communication Process Figure 15.1

© Copyright McGraw-Hill. All rights reserved.15–10 The Communication Process (cont’d) Messages are transmitted over a medium to a receiver.Messages are transmitted over a medium to a receiver.  Medium: the pathway over which the message is transmitted (e.g., telephone, written note, ).  Receiver: the person getting the message. The receiver decodes (interprets) the message, allowing the receiver to understand the message.The receiver decodes (interprets) the message, allowing the receiver to understand the message. This is a critical point: failure to properly decode the message can lead to a misunderstanding.This is a critical point: failure to properly decode the message can lead to a misunderstanding.  Feedback by receiver informs the sender that the message is understood or that it must be re-sent.

© Copyright McGraw-Hill. All rights reserved.15–11 Communication Issues Verbal CommunicationVerbal Communication  The encoding of messages into words, either written or spoken NonverbalNonverbal  The encoding of messages by means of facial expressions, body language, and styles of dress.

© Copyright McGraw-Hill. All rights reserved.15–12 The Role of Perception in Communication Senders and receivers communicate based on their subjective perceptions.Senders and receivers communicate based on their subjective perceptions.  Subjective perception can lead to biases and stereotypes that can interfere with effective communication.  Effective managers avoid communications based on biases and stereotypes.

© Copyright McGraw-Hill. All rights reserved.15–13 The Dangers of Ineffective Communication Managers and their subordinates can become effective communicators by:Managers and their subordinates can become effective communicators by:  Selecting an appropriate medium for each message—there is no one “best” medium.  Considering information richness (the amount of information a medium can carry). A medium with high richness can carry much more information to aid understanding.A medium with high richness can carry much more information to aid understanding.  Is there a need for a paper path or electronic trail to provide documentation of the communication?

© Copyright McGraw-Hill. All rights reserved.15–14 Information Richness of Communication Media Figure 15.2

© Copyright McGraw-Hill. All rights reserved.15–15 Communication Media Face-to-FaceFace-to-Face  Has highest information richness.  Can take advantage of verbal and nonverbal signals.  Provides for instant feedback. Management by wandering around takes advantage of this with informal talks to workers.Management by wandering around takes advantage of this with informal talks to workers. Video conferences provide much of this richness and reduce travel costs and meeting times.Video conferences provide much of this richness and reduce travel costs and meeting times.

© Copyright McGraw-Hill. All rights reserved.15–16 Communication Media (cont’d) Spoken Communication Electronically TransmittedSpoken Communication Electronically Transmitted  Has the second highest information richness. Telephone conversations are information rich with tone of voice, sender’s emphasis, and quick feedback, but provide no visual nonverbal cues.Telephone conversations are information rich with tone of voice, sender’s emphasis, and quick feedback, but provide no visual nonverbal cues.

© Copyright McGraw-Hill. All rights reserved.15–17 Communication Media (cont’d) Personally Addressed Written CommunicationPersonally Addressed Written Communication  Has a lower richness than the verbal forms of communication, but still is directed at a given person. Personal addressing helps ensure receiver actually reads the message—personal letters and are common forms.Personal addressing helps ensure receiver actually reads the message—personal letters and are common forms. Does not provide instant feedback to the sender although sender may get feedback later.Does not provide instant feedback to the sender although sender may get feedback later. Excellent media for complex messages requesting follow-up actions by receiver.Excellent media for complex messages requesting follow-up actions by receiver.

© Copyright McGraw-Hill. All rights reserved.15–18 Dos and Don’ts allows telecommuting employees to work from home and keep in contact. allows telecommuting employees to work from home and keep in contact. The use of is growing rapidly and e- mail etiquette is expected:The use of is growing rapidly and e- mail etiquette is expected:  Typing messages in all CAPITALS is seen as “screaming” at the receiver.  Punctuate your messages for easy reading and don’t ramble on.  Pay attention to spelling and treat the message like a written letter.

© Copyright McGraw-Hill. All rights reserved.15–19 Communication Media (cont’d) Impersonal Written CommunicationImpersonal Written Communication  Has the lowest information richness. Good for messages to many receivers where little or feedback is expected (e.g., newsletters, reports)Good for messages to many receivers where little or feedback is expected (e.g., newsletters, reports)

© Copyright McGraw-Hill. All rights reserved.15–20 Communication Networks Communication NetworksCommunication Networks  The pathways along which information flows in groups and teams and throughout the organization.  Choice of communication network depends on: The nature of the group’s tasksThe nature of the group’s tasks The extent to which group members need to communicate with each other to achieve group goals.The extent to which group members need to communicate with each other to achieve group goals.

© Copyright McGraw-Hill. All rights reserved.15–21 Communication Networks in Groups and Teams

© Copyright McGraw-Hill. All rights reserved.15–22 Communication Networks in Groups and Teams Figure 15.3

© Copyright McGraw-Hill. All rights reserved.15–23 Organization Communication Networks Organization ChartOrganization Chart  A pictorial representation of formal reporting channels in an organization. Communication in an organization flows through formal and informal pathwaysCommunication in an organization flows through formal and informal pathways Vertical communications flow up and down the corporate hierarchy.Vertical communications flow up and down the corporate hierarchy. Horizontal communications flow between employees of the same level.Horizontal communications flow between employees of the same level. Informal communications can span levels and departments—the grapevine is an informal network carrying unofficial information throughout the firm.Informal communications can span levels and departments—the grapevine is an informal network carrying unofficial information throughout the firm.

© Copyright McGraw-Hill. All rights reserved.15–24 Formal and Informal Communication Networks in An Organization Figure 0.4

© Copyright McGraw-Hill. All rights reserved.15–25 Technological Advances in Communication InternetInternet  Global system of computer networks used by many firms use it to communicate with their suppliers. World Wide Web (WWW)World Wide Web (WWW)  Provides multimedia access to the Internet. IntranetsIntranets  A company-wide system of computer networks for information sharing by employees inside the firm.

© Copyright McGraw-Hill. All rights reserved.15–26 Technological Advances in Communication GroupwareGroupware  Computer software that enables members of groups and teams to share information with each other and improve communication. Best used to support team-oriented working environments.Best used to support team-oriented working environments.

© Copyright McGraw-Hill. All rights reserved.15–27 Communication Skills for Managers Barriers to Effective CommunicationBarriers to Effective Communication  Messages that are unclear, incomplete, difficult to understand  Messages sent over the an inappropriate medium  Messages with no provision for feedback  Messages that are received but ignored  Messages that are misunderstood  Messages delivered through automated systems that lack the human element

© Copyright McGraw-Hill. All rights reserved.15–28 Communication Skills for Managers Managers as SendersManagers as Senders  Send clear and complete messages.  Encode messages in symbols the receiver understands.  Select a medium appropriate for the message and, importantly, one that is monitored by the receiver.  Avoid filtering (holding back information) and distortion as the message passes through other workers.  Ensure a feedback mechanism is included in the message.  Provide accurate information to avoid rumors.

© Copyright McGraw-Hill. All rights reserved.15–29 Communication Skills For Managers Managers as ReceiversManagers as Receivers  Pay attention to what is sent as a message.  Be a good listener: don’t interrupt.  Ask questions to clarify your understanding.  Be empathetic: try to understand what the sender feels.  Understand linguistic styles: different people speak differently.  Speed, tone, pausing all impact communication. This is particularly true across cultures and managers should expect and plan for this.This is particularly true across cultures and managers should expect and plan for this.