Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Eighteen hapter Communicating in Organizations © 2000 by Harcourt, Inc. All rights reserved. Requests for permission to make copies of any part of the work should be mailed to the following address: Permissions Department, Harcourt, Inc., 6277 Sea Harbor Drive, Orlando, Florida

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters What is Communication? Can be defined as the process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior. Northern Light Search

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters 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.

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Capacity of Information Channel Influenced by Three Characteristics 1. The ability to handle multiple cues simultaneously 2. The ability to facilitate rapid, two-way feedback 3. The ability to establish a personal focus for the communication 1. The ability to handle multiple cues simultaneously 2. The ability to facilitate rapid, two-way feedback 3. The ability to establish a personal focus for the communication

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters A Model of the Communication Process SENDER RECEIVER Message encoded Message decoded Message Feedback Feedback decoded Feedback encoded Noise Channel

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Nonverbal Communication Messages sent through human actions and behavior rather through words Most nonverbal communication is unconscious or subconscious Occurs mostly face-to-fact Three factors in message interpretation Verbal Impact, 7 percent Vocal Impact, 38 percent Facial Impact, 55 percent The Gallup Organization

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Downward Communication Messages sent from top management down to subordinates Most familiar and obvious flow of formal communication Encompasses the following 1. Implementation of goals and strategies 2. Job instructions and rationale 3. Procedures and practices 4. Performance feedback 5. Indoctrination Messages sent from top management down to subordinates Most familiar and obvious flow of formal communication Encompasses the following 1. Implementation of goals and strategies 2. Job instructions and rationale 3. Procedures and practices 4. Performance feedback 5. Indoctrination The Rykodisc Company

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Upward Communication Messages that flow from the lower to the higher levels in the organizations Five types of information communicated upward 1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Horizontal Communication Lateral or diagonal exchange of messages among peers or coworkers Horizontal communications three categories 1. Intradepartmental problem solving 2. Interdepartmental coordination 3. Change initiatives and improvements Lateral or diagonal exchange of messages among peers or coworkers Horizontal communications three categories 1. Intradepartmental problem solving 2. Interdepartmental coordination 3. Change initiatives and improvements NECX

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Dialogue and Discussion: The Differences Source:Adapted from Edgar Schein, “On Dialogue, Culture, and Organization Learning,” Organizational Dynamics (Autumn 1993), 46. Conversation Lack of understanding, disagreement, divergent points of view Dialogue Discussion Result Reveal feelings Explore assumptions Suspend convictions Build common ground Long-term, innovative solutions Unified group Shared meaning Transformed mind-sets State positions Advocate convictions Convince others Build oppositions Short-term resolution Agreement by logic Opposition beaten down Mind-sets held onto

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Communication Barriers & Ways to Overcome Them How to Overcome Active listening Selection of appropriate channel Knowledge of other’s perspective MBWA Climate of Trust Development and use of formal channels Changing organization or group structure to fit communication needs Encouragement of multiple channels, formal and informal Barriers Individual Interpersonal dynamics Channels and media Semantics Inconsistent cues Organizational Status and power differences Departmental needs and goals Communication network unsuited Lack of formal channels