Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 13 1 Communication: Interpersonal and Organizational MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Prepared by Deborah Baker Texas Christian University

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 13 2 learning objectives 1. Discuss the importance of communication in organizations 2. Diagram the communication process and label all its parts 3. List and explain the barriers to interpersonal communication and suggest remedies to overcome them 4. Describe the uses of downward, horizontal, and upward communication channels

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 13 3 learning objectives (continued) 5. Describe the informal communication channel known as the grapevine 6. List and explain the barriers to organizational communication and suggest remedies to overcome them 7. Describe the responsibilities of senders and receivers during the communication process

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 13 4 Communication 1 1 Emotions Attitudes Ambitions Wants Needs Values Communication allows sharing of…

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 13 5 Communication 2 2 The transmission of information and understanding from one person or group to another

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 13 6 Communication Process 2 2 Sender Receiver Message Feedback Medium

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 13 7 Mediums of Communication 2 2 VerbalVerbal NonverbalNonverbal Written words Spoken words FacialexpressionsFacialexpressions ImagesImages BodylanguageBodylanguage GesturesGestures

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 13 8 Factors Influencing Choice Choice of Medium 2 2. The content of the message. The importance of feedback. The number of intended receivers. The receiver’s and sender’s preferences and characteristics. The sender’s and receiver’s locations and environments. The technologies available

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 13 9 Disadvantages Written Forms of Communication 2 2. Impersonal. Do not provide the immediacy of face-to-face contact. Do not elicit immediate feedback Letters Outlines Memos Reports

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Interpersonal Communication 2 2 Face-to-face or voice-to-voice conversations that take place in real time and allow instant feedback

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Communication and Teams 2 2 Exchange views Discuss work Transmit information Deliberate on a problem

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Communication and Teams 2 2 Team Members Share… Goals Related Activities Mutual Dependency Leader

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Communication and Teams 2 2

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Barriers to Interpersonal Communication 3 3 Preconceived Notions Sources Lack of Credibility Sources Lack of Credibility Expectations of Familiarity Diction and Semantics Noise Emotions Conflicting Nonverbal Communication Conflicting Nonverbal Communication Differing Perceptions

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Diction and Semantics 3 3 Diction The choice and use of words in speech and writing Semantics The study of the meaning of words Jargon The specialized or technical language of a trade, profession, subculture, or other group

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Formal Downward Channels 4 4 DOWNWARD COMMUNICATION CEO’s vision Changes in rules/procedures Company mission Delegation of authority Development Feedback Incentives Job designs Performance appraisals Policies Solutions Staff managers’ advice Strategic goals Training

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Downward Communication Devices 4 4 Public relations announcements Company procedures manuals NewslettersNewsletters Annual statements Memos, reports, letters, and directives

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Formal Horizontal Channels 4 4 HORIZONTAL COMMUNICATION Coordination efforts Efforts to seek assistance Feedback Information to/about customers Information to/about suppliers Group-member interactions

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Horizontal Communication Channels 4 4. Set goals. Define roles. Create, examine, and improve methods. Improve working relationships. Define, investigate, and solve problems. Gather, process, and distribute information

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Formal Upward Channels 4 4 UPWARD COMMUNICATION Complaints Feedback Recommended solutions Requests for assistance Status reports Research results

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Formal Upward Channels 4 4. Allows workers to request assistance in solving problems. Provides a means for workers to recommend solutions. Provide status report. Inform authorities about employee complaints

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Upward Communication Tools 4 4. Employee surveys. Newsletters. Meetings between manager and subordinate. Suggestion systems. Team meetings. Open-door policy

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Informal Communication Channels 5 5. It can penetrate the tightest security. It is fast. It tends to carry messages from anonymous sources. Its messages are difficult to stop or counter. It is accessible to every person. It can be support of or an obstacle to management's efforts Characteristics of the Grapevine

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Grapevine Configurations 5 5 ABCD A F E D C B Single Chain Gossip

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Grapevine Configurations 5 5 B Random Cluster A C D I E H F G A F D C B E M L K J I H G

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Barriers to Organizational Communication 6 6 Overload Filtering by levels Timing Lack of trust and openness Inappropriate span of control Change Rank or status in the company Managers’ interpretations Electronic noise

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Responsibilities of Senders 7 7. Being certain of intent. Knowing the receiver and constructing the message accordingly. Selecting the proper medium. Timing the transmission. Seeking and giving feedback

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter WHEN COMMUNICATING WITH SUPERIORS Typical Communication Goals 7 7  To provide responses to request  To keep them informed of progress  To solicit help in solving problems  To sell ideas and suggestions for improvement  To seek clarification of instructions

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter WHEN COMMUNICATING WITH PEERS Typical Communication Goals 7 7  To share ideas for improvement  To coordinate activities  To provide assistance  To get to know them as individuals

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter WHEN COMMUNICATING WITH SUBORDINATES Typical Communication Goals 7 7  To issue instructions  To persuade and sell  To appraise performance  To compliment, reward, and discipline  To clarify intentions and instructions  To get to know them as individuals

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Responsibilities of Receivers 7 7. Listening actively. Being sensitive to the sender. Indicating an appropriate medium. Initiating feedback