© 2006 by South-Western, a division of Thomson Learning. All rights reserved Communicating in Organizations Chapter 13

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Ex The Manager as Information Nerve Center External Information Internal Information Manager as Monitor  Information processor  Communicator Feedback Manager as Disseminator  Distributes information to subordinates Feedback Manager as Spokesperson  Distributes information to people outside the organization Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Ex Downward, Upward, and Horizontal Communication in Organizations SOURCE: Adopted from Richard L. Daft and Richard M. Steers, Organizations; A Micro- Macro Approach, 538 Copyright 1986 by Scott, Foresman and Company, Used by permission.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Ex A Model of the Communication Process

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Ex The Pyramid of Channel Richness

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Barriers to Communication  Physical Barriers

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Barriers to Communication  Physical Barriers Crashed computers, loud sounds

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Barriers to Communication  Physical Barriers  Semantic Barriers

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Barriers to Communication  Physical Barriers  Semantic Barriers “We need to get this done right away.”

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Barriers to Communication  Physical Barriers  Semantic Barriers  Personal Barriers

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Barriers to Communication  Physical Barriers  Semantic Barriers  Personal Barriers Communication Skills Level Lens of Interpretation Credibility Faulty Listening Skills

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Nonverbal Communication Messages sent through human actions and behavior rather than through words. Meeting place/time Tone of voice Body language

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Charades

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Ex Ten Keys to Effective Listening SOURCE: Adapted from Sherman K. Okum, “How to Be a Better Listener,” Nation’s Business (August 1975), 62 and Philip Morgan and Kent Baker, “Building a Professional Image; Improving Listening Behavior,” Supervisory Management (November 1985),

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Ex Communication Barriers & Ways to Overcome Them 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 BarriersHow to Overcome Question underlying assumptions