PowerPoint Presentation by Charlie Cook Copyright © 2005 South-Western. All rights reserved. Chapter 12 Interpersonal and Organizational Communication

Copyright © 2005 South-Western. All rights reserved.12–2 Communication Communication defined  The exchange of information (sharing of a common meaning) between a sender (source) and a receiver (audience). Communication as a process  A process in which a message is encoded and transmitted through some medium to a receiver who decodes the message and then transmits some sort of response back to the sender.

Copyright © 2005 South-Western. All rights reserved.12–3 Communication (cont’d) Exhibit The Communication Process

Copyright © 2005 South-Western. All rights reserved.12–4 Communication (cont’d) Components of communication  Sender: a person, group, or organization that has a message to share with another person or group of persons.  Message: an idea or experience that a sender wants to communicate verbally and/or nonverbally.  Encoding: converting the message into groups of symbols that represent the ideas or concepts that will be communicated.

Copyright © 2005 South-Western. All rights reserved.12–5 Communication (cont’d) Components of communication (cont’d)  Medium of transmission: a means of carrying an encoded message from the source to the receiver.  Decoding: the process by which the receiver interprets the symbols (coded message) sent by the source by converting them into concepts and ideas.  Noise: interference that affects any or all stages of the communication process.

Copyright © 2005 South-Western. All rights reserved.12–6 Communication (cont’d) Components of communication (cont’d)  Feedback: the receiver’s response to the sender’s message that is directed back to the original source (sender), who becomes a receiver.  Channel capacity: a limitation imposed by the least efficient part of the communication process which restricts the volume of information that the communication channel can handle effectively.

Copyright © 2005 South-Western. All rights reserved.12–7 Communication (cont’d) Communication medium  A conduit or channel through which data and meaning are conveyed. Media richness  Media’s capacity to carry and convey data.  Evaluated according to:  Data-carrying capacity.  Capacity for timely feedback.  Capacity for multiple uses.  The extent to which the message can be personalized.  The variety of language/expression that can be used.

Copyright © 2005 South-Western. All rights reserved.12–8 Communication (cont’d) Factors in selecting a communication medium  The richness of the medium.  The cost of the medium versus its speed of transmission and its overall effectiveness.  The purpose of the communication.  The extent to which interaction between sender and receiver is necessary.  The receiver’s capabilities for receiving and retaining the message.

Copyright © 2005 South-Western. All rights reserved.12–9 Communication (cont’d) Oral Written Nonverbal Face-to-face Letters Touch Telephone Computer printouts Eye contact Speeches Electronic mail Body language Video conferencing Memos Time Intercom Bulletin boards Space Alternative Communication Media

Copyright © 2005 South-Western. All rights reserved.12–10 Communication (cont’d) The role of communication in organizations  Communication is an essential part of all other management functions and processes.  Communication pervades every aspect of the organization—every individual, team, or department, and each external relationship with customers, suppliers, and competitors.  Management is a profession that functions through communicating with people—most good managers are good communicators.

Copyright © 2005 South-Western. All rights reserved.12–11 Interpersonal Communication Interpersonal communication  Communication between two people, usually face-to- face. Types of interpersonal communications  Oral communication: takes place when the spoken word is used to transmit a message.  Written communication: transmitting a message through the written word.  Nonverbal communication: all intentional or unintentional messages (i.e., vocal cues and body language) that are neither written nor spoken.

Copyright © 2005 South-Western. All rights reserved.12–12 Interpersonal Communication (cont’d) Empathic listening  Listening with the intent to understand; requires that the listener look at an issue from another person’s point of view.  Effective listeners focus on the message’s meaning, postpone judgments until the communication is complete, actively respond to the speaker, and avoid focusing on emotionally charged words.  Good listeners take notes, ask questions, and are totally attentive to what is being said.

Copyright © 2005 South-Western. All rights reserved.12–13 Organizational Communication Formal channels of communication  Downward communication—information that flows down the organizational hierarchy from managers and supervisors to subordinates.  Upward communication—information that flows up the organization from subordinates to supervisors and managers.  Horizontal communication—messages that flow between persons at the same level of the organization.

Copyright © 2005 South-Western. All rights reserved.12–14 Organizational Communication (cont’d) Informal channels of communication  The grapevine  Informal communications that cut across formal channels of communication and carry a variety of facts, opinions, rumors, and other information.  Managing the grapevine  Helps ensure that organizational communications are main source of information.  Helps managers get a feel for the morale of organizations, understand the anxieties of the workforce, and evaluate the effectiveness of formal communications.

Copyright © 2005 South-Western. All rights reserved.12–15 Formal and Informal Channels of Communication Exhibit Formal channels —— Informal channels -----

Copyright © 2005 South-Western. All rights reserved.12–16 Barriers to Organizational Communication Personal characteristics  Attitudes and incompatible personalities.  Source credibility: the receiver’s confidence and trust in the source of a message.  Disorganization.  Poor listening skills.  Personal biases due to age, gender, looks, or other factors.

Copyright © 2005 South-Western. All rights reserved.12–17 Barriers to Communication (cont’d) Frame of reference  Differences in the backgrounds and experiences of individuals that prevents individuals from achieving a common understanding, resulting in poor organizational communications.  Selective perception: when people screen out information that is not consistent with their beliefs or background.

Copyright © 2005 South-Western. All rights reserved.12–18 Barriers to Communication (cont’d) Resistance to change  Change is a constant in today’s organizations.  Change triggers rational and irrational emotional reactions because it involves uncertainty.  People resist change because:  They fear the loss of something they value.  They mistrust management.  They view the change differently from those initiating it.  They have low tolerance for change.

Copyright © 2005 South-Western. All rights reserved.12–19 Facilitating Organizational Communication Managers can improve communications within their organizations by:  Developing communication skills.  Minimizing resistance to change.  Learning to communicate effectively with their diverse workforce.  Conducting communication audits.

Copyright © 2005 South-Western. All rights reserved.12–20 Facilitating Communication (cont’d) Improved productivity Positive impact on programs Reduced communication costs More efficient use of time Verification of facts Better use of communication/ information technology Improved morale A more vibrant organizational culture Discovery of hidden information resources Communication changes Sources: C. W. Downs, Communication Audits (Glenview, IL: Scott, Foresman, 1988); G. M. Goldhaber and D. P. Rogers, Auditing Organizational Communication Systems. The ICA Communication Audit (Dubuque, IA: Kendall/Hunt, 1979); and S. Hamilton, A Communication Audit Handbook: Helping Organizations Communicate (New York: Longman, 1987). Benefits of Communication Audits Management Highlight