Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-1 Copyright © 2008 Pearson Education Canada Chapter 6 Communication and Information Technology

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-2 Copyright © 2008 Pearson Education Canada LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter Understanding Communications –Differentiate between interpersonal and organizational communication –Discuss the functions of communication

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-3 Copyright © 2008 Pearson Education Canada LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter Interpersonal Communication –Explain all the components of the communication process –List the communication methods managers might use –Describe nonverbal communication and how it takes place –Explain the barriers to effective interpersonal communication and how to overcome them

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-4 Copyright © 2008 Pearson Education Canada LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter Organizational Communication –Explain how communication can flow in an organization –Describe the three common communication networks –Discuss how managers should handle the grapevine

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-5 Copyright © 2008 Pearson Education Canada LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter Understanding Information Technology –Describe how technology affects managerial communication –Define electronic data interchange, teleconferencing, videoconferencing, intranet, and extranet –Explain how information technology affects organizations

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-6 Copyright © 2008 Pearson Education Canada What Is Communication? Communication –The transfer and understanding of meaning –Interpersonal communication Communication between two or more people –Organizational communication All the patterns, network, and systems of communications within an organization

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-7 Copyright © 2008 Pearson Education Canada Functions of Communication Control Motivation Emotional Expression Information

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-8 Copyright © 2008 Pearson Education Canada Interpersonal Communication Message –Source: sender’s intended meaning Encoding –The message converted to symbolic form Channel –The medium through which the message travels Decoding –The receiver’s retranslation of the message Noise –Disturbances that interfere with communications

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-9 Copyright © 2008 Pearson Education Canada Exhibit 6.1 The Interpersonal Communication Process Receiver Message Channel Noise Encoding Decoding Feedback Message Sender

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-10 Copyright © 2008 Pearson Education Canada Distortions in Communications Sender Message Channel Receiver Feedback Loop

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-11 Copyright © 2008 Pearson Education Canada Channels for Communicating Interpersonally Feedback Complexity capacity Breadth potential Confidentiality Encoding ease Decoding ease Time-space constraint Cost Interpersonal warmth Formality Scanability Time of consumption

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-12 Copyright © 2008 Pearson Education Canada Fitting Communication with Circumstances Managers can use 12 questions to help them evaluate appropriate communication methods for different circumstances. 1. Feedback. How quickly can the receiver respond to the message? 2. Complexity capacity. Can the method effectively process complex messages? 3. Breadth potential. How many different messages can be transmitted using this method? 4. Confidentiality. Can communicators be reasonably sure their messages are received only by those for whom they’re intended? 5. Encoding ease. Can the sender easily and quickly use this channel?

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-13 Copyright © 2008 Pearson Education Canada Fitting Communication with Circumstances (cont’d) 6. Decoding ease. Can the receiver easily and quickly decode messages? 7. Time–space constraint. Do senders and receivers need to communicate at the same time and in the same space? 8. Cost. How much does it cost to use this method? 9. Interpersonal warmth. How well does this method convey interpersonal warmth? 10. Formality. Does this method have the needed amount of formality? 11. Scanability. Does this method allow the message to be easily browsed or scanned for relevant information? 12. Time of consumption. Does the sender or receiver exercise the most control over when the message is dealt with?

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-14 Copyright © 2008 Pearson Education Canada Interpersonal Communication Methods Face-to-face Telephone Group meetings Formal presentations Memos Postal mail Fax Publications Bulletin boards Audio-/videotapes Hot lines Computer conference Voice mail Teleconference Videoconference

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-15 Copyright © 2008 Pearson Education Canada Exhibit 6.2

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-16 Copyright © 2008 Pearson Education Canada Nonverbal Communication Communication that is transmitted without words –Sounds –Images –Situational behaviours –Clothing and physical surroundings Body language: gestures, facial expressions, and other body movements that convey meaning Verbal intonation (paralinguistics): emphasis that a speaker gives to certain words or phrases that conveys meaning

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-17 Copyright © 2008 Pearson Education Canada Interpersonal Communication Barriers Defensiveness National Culture Emotions Information Overload Interpersonal Communication Language Filtering SelectivePerception

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-18 Copyright © 2008 Pearson Education Canada Barriers to Effective Interpersonal Communication Filtering –The deliberate manipulation of information to make it appear more favourable to the receiver Emotions –Disregarding rational and objective thinking processes and substituting emotional judgments when interpreting messages Information Overload –Being confronted with a quantity of information that exceeds an individual’s capacity to process it

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-19 Copyright © 2008 Pearson Education Canada Barriers to Effective Interpersonal Communication (cont’d) Selective Perception –Individuals interpret “reality” based on their own needs, motivations, experience, background, and other personal characteristics Defensiveness –When threatened, reacting in a way that reduces the ability to achieve mutual understanding

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-20 Copyright © 2008 Pearson Education Canada Barriers to Effective Interpersonal Communication (cont’d) Language –The different meanings of and specialized ways (jargon) in which senders use words can cause receivers to misinterpret their messages National Culture –Culture influences the form, formality, openness, patterns, and use of information in communications

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-21 Copyright © 2008 Pearson Education Canada Overcoming the Barriers to Effective Interpersonal Communications Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-22 Copyright © 2008 Pearson Education Canada Exhibit 6.3 Active Listening Behaviours Source: Based on P.L. Hunsaker, Training in Management Skills (Upper Saddle River, NJ: Prentice Hall, 2001). Don't overtalk Ask questions Be empathetic Exhibit affirmative head nods and appropriate facial expressions Avoid distracting actions or gestures Make eye contact Paraphrase Avoid interrupting speaker Active Listening

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-23 Copyright © 2008 Pearson Education Canada Types of Organizational Communication Formal Communication –Communication that follows the official chain of command or is part of the communication required to do one’s job Informal Communication –Communication that is not defined by the organization’s hierarchy Permits employees to satisfy their need for social interaction Can improve an organization’s performance by creating faster and more effective channels of communication

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-24 Copyright © 2008 Pearson Education Canada Direction of Communication Flow Downward –Communications that flow from managers to employees to inform, direct, coordinate, and evaluate employees Upward –Communications that flow from employees up to managers to keep them aware of employee needs and how things can be improved to create a climate of trust and respect

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-25 Copyright © 2008 Pearson Education Canada Direction of Communication Flow (cont’d) Lateral (Horizontal) Communication –Communication that takes place among employees on the same level in the organization to save time and facilitate coordination Diagonal Communication –Communication that cuts across both work areas and organizational levels in the interest of efficiency and speed

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-26 Copyright © 2008 Pearson Education Canada Suggestions for Giving Feedback Relate feedback to existing performance goals and clear expectations Give specific feedback tied to observable behaviour or measurable results Channel feedback toward key result areas Give feedback as soon as possible Give positive feedback for improvement, not just final results Focus feedback on performance, not personalities Base feedback on accurate and credible information Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6 th Ed. (New York: McGraw Hill/Irwin, 2004), p Reprinted by permission of McGraw Hill Education.

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-27 Copyright © 2008 Pearson Education Canada Types of Communication Networks Chain Network –Communication flows according to the formal chain of command, both upward and downward Wheel Network –All communication flows in and out through the group leader (hub) to others in the group All-Channel Network –Communication flows freely among all members of the work team

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-28 Copyright © 2008 Pearson Education Canada Exhibit 6.4 Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria Chain Moderate High Moderate Speed Accuracy Emergence of leader Member satisfaction Criteria Fast High Low Fast Moderate None High WheelAll-Channel

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-29 Copyright © 2008 Pearson Education Canada The Grapevine An informal organizational communication network that is active in almost every organization –Provides a channel for issues not suitable for formal communication channels –The impact of information passed along the grapevine can be countered by open and honest communication with employees

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-30 Copyright © 2008 Pearson Education Canada Information Technology Benefits of Information Technology (IT) –Increased ability to monitor individual and team performance –Better decision making based on more complete information –More collaboration and sharing of information –Greater accessibility to co-workers

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-31 Copyright © 2008 Pearson Education Canada Information Technology (cont’d) Networked Computer Systems –Linking individual computers to create an organizational network for communication and information sharing Instant messaging Voic and fax Electronic data exchange (EDI) Teleconferencing and videoconferencing Intranets and extranets

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-32 Copyright © 2008 Pearson Education Canada Tips for Sending s Always use the subject line Be careful using emoticons and acronyms for business communication Write clearly and briefly Copy s to others only if they really need the information Sleep on angry s before sending

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-33 Copyright © 2008 Pearson Education Canada Information Technology (cont’d) Types of Network Systems –Intranet An internal network that uses Internet technology and is accessible only to employees –Extranet An internal network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders, such as customers and vendors –Wireless capabilities

Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 6-34 Copyright © 2008 Pearson Education Canada How IT Affects Organizations Removes the constraints of time and distance –Allows widely dispersed employees to work together Provides for the sharing of information –Increases effectiveness and efficiency Integrates decision making and work –Provides more complete information and participation for better decisions Creates problems of constant accessibility to employees –Blurs the line between work and personal lives