Managers and Communication

Managers and Communication
Chapter 11 Managers and Communication Copyright © 2016 Pearson Canada Inc.

Copyright © 2016 Pearson Canada Inc.
Learning Outcomes: Define the nature and function of communication. Compare and contrast methods of interpersonal communication. Identify barriers to effective interpersonal communication and how to overcome them. Copyright © 2016 Pearson Canada Inc.

Learning Outcomes: Explain how communications can flow most effectively in organizations. Describe how technology affects managerial communication. Discuss contemporary issues in communication. Copyright © 2016 Pearson Canada Inc.

Understanding Communication
What is 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 Learning Outcome 1: Define the nature and function of communication. Communication is the transfer and understanding of meaning. 1. If no information or ideas have been conveyed or transferred, communication hasn’t taken place. 2. For communication to be successful, the meaning must be imparted and understood. 3. Good communication does not require agreement with the message, just a clear understanding of the message. 4. Communication encompasses both interpersonal communication (between two or more people) and organizational communication (all the patterns, networks, and systems of communication within an organization). Copyright © 2016 Pearson Canada Inc.

Understanding Communication
Functions of Communication: Control Motivation Emotional Expression Information Learning Outcome 1: Define the nature and function of communication. Communication serves four major functions: 1. Control: Formal and informal communications act to control individuals’ behaviours in organizations. 2. Motivation: Communications clarify for employees what is to be done, how well they have done it, and what can be done to improve performance. 3. Emotional Expression: Social interaction in the form of work group communications provides a way for employees to express themselves. 4. Information: Individuals and work groups need information to make decisions or to do their work. Copyright © 2016 Pearson Canada Inc.

Methods of Interpersonal Communication
Message A purpose to be conveyed Encoding Converting a message into symbols Channel The medium a message travels along Learning Outcome 2: Compare and contrast methods of interpersonal communication. Exhibit 11-1 illustrates the seven elements of the communication process: the communication source, the message, encoding, the channel, decoding, the receiver, and feedback. Note that the entire process is susceptible to noise—disturbances that interfere with the transmission, receipt, or feedback of a message. Copyright © 2016 Pearson Canada Inc.

Decoding A receiver’s translation of a sender’s message Interpersonal Communication Process The seven elements involved in transferring meaning from one person to another Noise Disturbances that interfere with the transmission, receipt, or feedback of a message Learning Outcome 2: Compare and contrast methods of interpersonal communication. Exhibit 11-1 illustrates the seven elements of the communication process: the communication source, the message, encoding, the channel, decoding, the receiver, and feedback. Note that the entire process is susceptible to noise—disturbances that interfere with the transmission, receipt, or feedback of a message. Copyright © 2016 Pearson Canada Inc.

Exhibit 11-1 The Interpersonal Communication Process
Learning Outcome 2: Compare and contrast methods of interpersonal communication Exhibit 11-1 illustrates the seven elements of the communication process: the communication source, the message, encoding, the channel, decoding, the receiver, and feedback. Note that the entire process is susceptible to noise—disturbances that interfere with the transmission, receipt, or feedback of a message. Copyright © 2016 Pearson Canada Inc.

Channels for Interpersonal Communication Techniques A wide variety of communication channels: 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 Learning Outcome 2: Compare and contrast methods of interpersonal communication Copyright © 2016 Pearson Canada Inc.

Channels for Interpersonal Communication Techniques 12 questions to help evaluate communication methods: Feedback. How quickly can the receiver respond to the message? Complexity capacity. Can the method effectively process complex messages? Breadth potential. How many different messages can be transmitted using this method? Learning Outcome 2: Compare and contrast methods of interpersonal communication. Use these questions to determine the appropriate form of communication. See Exhibit 11-2. Copyright © 2016 Pearson Canada Inc.

Confidentiality. Can communicators be reasonably sure their messages are received only by those for whom they’re intended? Encoding ease. Can the sender easily and quickly use this channel? 6. Decoding ease. Can the receiver easily and quickly decode messages? Learning Outcome 2: Compare and contrast methods of interpersonal communication. Use these questions to determine the appropriate form of communication. See Exhibit 11-2. Copyright © 2016 Pearson Canada Inc.

Time–space constraint. Do senders and receivers need to communicate at the same time and in the same space? Cost. How much does it cost to use this method? 9. Interpersonal warmth. How well does this method convey interpersonal warmth? Learning Outcome 2: Compare and contrast methods of interpersonal communication. Use these questions to determine the appropriate form of communication. See Exhibit 11-2. Copyright © 2016 Pearson Canada Inc.

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? Learning Outcome 2: Compare and contrast methods of interpersonal communication. Use these questions to determine the appropriate form of communication. See Exhibit 11-2. Copyright © 2016 Pearson Canada Inc.

Nonverbal communication: communication transmitted without words. Body language: gestures, facial expressions, and other body movements that convey meaning. Verbal intonation (paralinguistics): An emphasis given to words or phrases that conveys meaning. Learning Outcome 2: Compare and contrast methods of interpersonal communication. Nonverbal Communication is communication transmitted without words. Sounds with specific meanings or warnings Images that control or encourage behaviours Situational behaviours that convey meanings Clothing and physical surroundings that imply status The best-known types of nonverbal communication are body language and verbal intonation. a. Body language refers to gestures, facial expressions, and other body movements that convey meaning. Keep in mind that the message that is transmitted through body language may be quite different than the verbal message. This “non-spoken” language is most often more accurate than what is being said. b. Verbal intonation refers to the emphasis someone gives to words or phrases that convey meaning. Copyright © 2016 Pearson Canada Inc.

Effective Interpersonal Communication
How Distortions Can Happen in Interpersonal Communication: Sender Message Channel Receiver Feedback Loop Learning Outcome 3: Identify barriers to effective interpersonal communication and how to overcome them. Copyright © 2016 Pearson Canada Inc.

Filtering National Culture Emotions Language Interpersonal Communication Information Overload Barriers to Communication Learning Outcome 3: Identify barriers to effective interpersonal communication and how to overcome them. In addition to the general distortions identified in the communication process, managers face other barriers to effective communication as this diagram illustrates. Selective Perception Defensiveness Copyright © 2016 Pearson Canada Inc.

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: When the information we have to work with exceeds our processing capacity Learning Outcome 3: Identify barriers to effective interpersonal communication and how to overcome them. 1. Filtering is the deliberate manipulation of information to make it appear more favourable to the receiver. a. As information is communicated up through the organizational levels, it’s condensed and synthesized, and those doing the condensing filter communication through their personal interests and perceptions of what is important. b. The more that organizational cultural rewards emphasize style and appearance, the more that managers will be motivated to filter communications in their favour. 2. Emotions influence how a receiver interprets a message when it is received. It’s best to avoid reacting to a message when the receiver is upset because he/she is not likely to be thinking clearly 3. Information overload happens when the information we have to work with exceeds our processing—such as 600 waiting messages in the in box. a. Receivers tend to select out, ignore, pass over, or forget information when they have too much information. b. Or, receivers may put off further processing until the overload situation is over—still ineffective communication. Copyright © 2016 Pearson Canada Inc.

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 Learning Outcome 3: Identify barriers to effective interpersonal communication and how to overcome them. 4. Selective Perception––people don’t see reality; people interpret what they perceive and call it “reality.” As a result, the reality that people construct is based on individual needs, motivations, experience, background, and other personal characteristics. 5. Defensiveness—engaging in behaviours such as verbally attacking others, making sarcastic remarks, being overly judgmental, and questioning others’ motives—happens when people feel that they’re being threatened. Copyright © 2016 Pearson Canada Inc.

Language: The different meanings of and specialized ways (jargon) in which senders use words can cause receivers to misinterpret their messages. Jargon: Specialized terminology or technical language that members of a group use to communicate among themselves. Learning Outcome 3: Identify barriers to effective interpersonal communication and how to overcome them. 6. Language—words mean different things to different people. a. Age, education, and cultural background can influence language use and definition given to words. b. Jargon is specialized terminology or technical language that members of a group use to communicate among themselves. 7. National culture can affect the way a manager chooses to communicate. Copyright © 2016 Pearson Canada Inc.

Overcoming Barriers to Communication Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues Learning Outcome 3: Identify barriers to effective interpersonal communication and how to overcome them. 1. Use feedback. This feedback can be verbal or nonverbal. 2. Simplify language. 3. Listen actively. a. Listening is an active search for meaning, whereas hearing is passive. b. Active listening is listening for full meaning without making premature judgments or interpretations, and demands total concentration. c. Active listening is enhanced by developing empathy with the sender—placing yourself in the sender’s position. d. Exhibit 11-2 lists other specific behaviours that active listeners demonstrate. 4. Constrain emotions. The simplest answer is for a manager to refrain from communicating until he/she has regained composure. 5. Watch nonverbal cues—actions speak louder than words. Copyright © 2016 Pearson Canada Inc.

Use Feedback Communication problems are less likely to occur if individuals use the feedback loop in the communication process, either verbally or nonverbally Simplify Language Managers should choose words and structure their messages in ways that will make those messages clear and understandable to the receiver Learning Outcome 3: Identify barriers to effective interpersonal communication and how to overcome them. 1. Use feedback. This feedback can be verbal or nonverbal. 2. Simplify language. 3. Listen actively. a. Listening is an active search for meaning, whereas hearing is passive. b. Active listening is listening for full meaning without making premature judgments or interpretations, and demands total concentration. c. Active listening is enhanced by developing empathy with the sender—placing yourself in the sender’s position. d. Exhibit 11-2 lists other specific behaviours that active listeners demonstrate. 4. Constrain emotions. The simplest answer is for a manager to refrain from communicating until he/she has regained composure. 5. Watch nonverbal cues—actions speak louder than words. Copyright © 2016 Pearson Canada Inc.

Active Listening Listening for full meaning without making premature judgments or interpretations Learning Outcome 3: Identify barriers to effective interpersonal communication and how to overcome them. 1. Use feedback. This feedback can be verbal or nonverbal. 2. Simplify language. 3. Listen actively. a. Listening is an active search for meaning, whereas hearing is passive. b. Active listening is listening for full meaning without making premature judgments or interpretations, and demands total concentration. c. Active listening is enhanced by developing empathy with the sender—placing yourself in the sender’s position. d. Exhibit 11-2 lists other specific behaviours that active listeners demonstrate. 4. Constrain emotions. The simplest answer is for a manager to refrain from communicating until he/she has regained composure. 5. Watch nonverbal cues—actions speak louder than words. Copyright © 2016 Pearson Canada Inc.

Exhibit 11-2 Active Listening Behaviours
Copyright © 2016 Pearson Canada Inc.

Constrain Emotions A manager who is emotionally upset over an issue should refrain from communicating until he or she has regained composure. Watch Nonverbal Cues Effective communicator watches his or her nonverbal cues to ensure that they convey the desired message. Learning Outcome 3: Identify barriers to effective interpersonal communication and how to overcome them. 4. Constrain emotions. The simplest answer is for a manager to refrain from communicating until he/she has regained composure. 5. Watch nonverbal cues—actions speak louder than words. Copyright © 2016 Pearson Canada Inc.

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 Learning Outcome 4: Explain how communication can flow most effectively in organizations. 1. Formal communication refers to communication that follows the official chain of command or is part of the communication required to do one’s job. 2. Informal communication is organizational communication that is not defined by the organization’s structural hierarchy. a. Informal communication systems permit employees to satisfy their need for social interaction. b. Informal communication systems can improve an organization’s performance by creating alternative, and frequently faster and more efficient, channels of communication. Copyright © 2016 Pearson Canada Inc.

Direction of Communication Flow Downward Communications that flow from managers to employees to inform, direct, coordinate, and evaluate employees. Town hall meeting Informal public meetings whereby information can be relayed, issues can be discussed, or employees can gather to celebrate accomplishments. Learning Outcome 4: Explain how communication can flow most effectively in organizations. 1. Downward communication—flows from a manager to employees and is used to inform, direct, coordinate, and evaluate employees 2. Town hall Informal public meetings whereby information can be relayed, issues can be discussed, or employees can gather to celebrate accomplishments. Copyright © 2016 Pearson Canada Inc.

Direction of Communication Flow 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. Learning Outcome 4: Explain how communication can flow most effectively in organizations. 3. Upward communication—flows from employees to managers a. Upward communication can be used in order to keep managers aware of how employees feel about their jobs, their co-workers, and the organization in general. b. The organizational culture influences the extent of upward communication. A climate of trust, respect, and participative decision making will encourage considerable upward communication. A highly mechanistic and authoritarian environment will severely limit upward communication in both style and content. Copyright © 2016 Pearson Canada Inc.

Lateral (Horizontal) Communication: Communication that takes place among employees on the same organizational level. Learning Outcome 4: Explain how communication can flow most effectively in organizations. 3. Lateral communication—takes place among employees on the same organizational level. Copyright © 2016 Pearson Canada Inc.

Diagonal Communication: Communication that cuts across both work areas and organizational levels. Learning Outcome 4: Explain how communication can flow most effectively in organizations. 4. Diagonal communication—communication that cuts across both work areas and organizational levels a. The increased use of facilitates diagonal communication. b. Diagonal communication has the potential to create problems if employees don’t keep their managers informed. Copyright © 2016 Pearson Canada Inc.

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. Learning Outcome 4: Explain how communication can flow most effectively in organizations. Copyright © 2016 Pearson Canada Inc.

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. Learning Outcome 4: Explain how communication can flow most effectively in organizations. Copyright © 2016 Pearson Canada Inc.

Communication Networks: The variety of patterns of vertical and horizontal flows of organizational communication. Learning Outcome 4: Explain how communication can flow most effectively in organizations. Communication networks The variety of patterns of vertical and horizontal flows of organizational communication. Copyright © 2016 Pearson Canada Inc.

Organizational 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. Learning Outcome 4: Explain how communication can flow most effectively in organizations. Exhibit 11-3 illustrates three common communication networks: a. The chain network represents communication flowing according to the formal chain of command, both downward and upward. b. The wheel network represents communication flowing between a clearly identifiable and strong leader and others in a work group or team. The leader serves as the hub through which all communication passes. c. The all-channel network represents communication flowing freely among all members of a work team. Copyright © 2016 Pearson Canada Inc.

Exhibit 11-3 Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria Learning Outcome 4: Explain how communication can flow most effectively in organizations. Exhibit 11-3 illustrates three common communication networks. Copyright © 2016 Pearson Canada Inc.

The Grapevine The informal organizational communication network. 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 Learning Outcome 4: Explain how communication can flow most effectively in organizations. The grapevine is the informal organizational communication network. a. The grapevine is active in almost every organization. One survey reported that 75% of employees hear about matters first through rumours on the grapevine. b. The grapevine can act as both a filter and a feedback mechanism. Copyright © 2016 Pearson Canada Inc.

Workplace Design and Communication Another factor that influences organizational communication is workplace design. Much of an organization’s communication still occurs in the workplace. In fact, some 74 percent of an employee’s average workweek is spent in an office How that office workspace is designed and configured can affect the communication that occurs as well as influence an organization’s overall performance Learning Outcome 4: Explain how communication can flow most effectively in organizations. The grapevine is the informal organizational communication network. a. The grapevine is active in almost every organization. One survey reported that 75% of employees hear about matters first through rumours on the grapevine. b. The grapevine can act as both a filter and a feedback mechanism. Copyright © 2016 Pearson Canada Inc.

Open Workplaces Workplaces with few physical barriers and enclosures Learning Outcome 4: Explain how communication can flow most effectively in organizations. The grapevine is the informal organizational communication network. a. The grapevine is active in almost every organization. One survey reported that 75% of employees hear about matters first through rumours on the grapevine. b. The grapevine can act as both a filter and a feedback mechanism. Copyright © 2016 Pearson Canada Inc.

Information Technology and Communication
Technology has: significantly improved a manager’s ability to monitor individual and team performance allowed employees to have more complete information to make faster and better decisions allowed more collaboration and sharing of information greater accessibility to coworkers any time, regardless of where they are Learning Outcome 5: Describe how technology affects managerial communication. Copyright © 2016 Pearson Canada Inc.

Wireless Technology: As wireless technology continues to improve, we’ll see more organizational members using it as a way to collaborate and share information. Learning Outcome 5: Describe how technology affects managerial communication. Copyright © 2016 Pearson Canada Inc.

How Information Technology Affects Organizations: After describing the communications capabilities managers have at their disposal, it’s clear that technology can significantly affect the way that organizational members communicate, share information, and do their work. Learning Outcome 5: Describe how technology affects managerial communication. Copyright © 2016 Pearson Canada Inc.

Privacy Issues: The widespread use of voice mail and at work has led to some ethical concerns as well. These forms of communication are not necessarily private, because employers have access to them. Learning Outcome 5: Describe how technology affects managerial communication. Copyright © 2016 Pearson Canada Inc.

Privacy Issues: Many private sector employees are not covered by privacy legislation, as not all provinces have enacted legislation that protects private sector employees. Learning Outcome 5: Describe how technology affects managerial communication. Copyright © 2016 Pearson Canada Inc.

Communication Issues in Today`s Organizations
Managing Communication in an Internet World New technology has created special communication challenges: (1) legal and security issues (2) personal interaction. Learning Outcome 6: Discuss contemporary issues in communication. A couple of interesting examples: Chevron paid $2.2 million (US) to settle a sexual-harassment lawsuit stemming from inappropriate jokes being sent by employees over company .40 UK firm Norwich Union had to pay £ in an out-of-court settlement after an employee sent an stating that competitor Western Provident Association was in financial difficulties. Copyright © 2016 Pearson Canada Inc.

Managing the Organization’s Knowledge Resources Build on-line information databases that employees can access Create “communities of practice” for groups of people who share a concern, share expertise, and interact with each other Learning Outcome 6: Discuss contemporary issues in communication. Managers need to make it easy for employees to communicate and share their knowledge so they can learn from each other. 1. Create on-line information databases. 2. Create communities of practice, which are groups of people who share a concern, a set of problems, or a passion about a topic and who increase their knowledge about the topic by interacting on an ongoing basis. Copyright © 2016 Pearson Canada Inc.

Communities of Practice Groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an ongoing basis. Learning Outcome 6: Discuss contemporary issues in communication. Managers need to make it easy for employees to communicate and share their knowledge so they can learn from each other. 1. Create on-line information databases. 2. Create communities of practice, which are groups of people who share a concern, a set of problems, or a passion about a topic and who increase their knowledge about the topic by interacting on an ongoing basis. Copyright © 2016 Pearson Canada Inc.

The Role of Communication in Customer Service Recognize the three components of the customer service delivery process: The customer The service organization The individual service provider Develop a strong service culture focused on the personalization of service to each customer: Listen and respond to the customer Provide access to needed service information Learning Outcome 6: Discuss contemporary issues in communication. What communication takes place and how it takes place can have a significant impact on customer satisfaction. The quality of the interpersonal interaction between the contact employee and the customer has an impact on customer satisfaction. Copyright © 2016 Pearson Canada Inc.

Getting Employee Input In today’s challenging environment, companies need to get input from their employees. Learning Outcome 6: Discuss contemporary issues in communication. In today’s challenging environment, companies need to get input from their employees. Copyright © 2016 Pearson Canada Inc.

Exhibit 11-4 How to Let Employees Know Their Input Matters
Learning Outcome 6: Discuss contemporary issues in communication. Hold town-hall meetings where information is shared and input solicited. • Provide information about what’s going on, good and bad. • Invest in training so that employees see how they impact the customer experience. • Analyze problems together—managers and employees. • Make it easy for employees to give input by setting up different ways for them to do so (online, suggestion box, preprinted cards, and so forth). Copyright © 2016 Pearson Canada Inc.

Communicating Ethically It’s particularly important today that a company’s communication efforts be ethical. Learning Outcome 6: Discuss contemporary issues in communication. In today’s challenging environment, companies need to get input from their employees. Copyright © 2016 Pearson Canada Inc.

Ethical Communication Communication that includes all relevant information, is true in every sense, and is not deceptive in any way. Learning Outcome 6: Discuss contemporary issues in communication. Managers need to make it easy for employees to communicate and share their knowledge so they can learn from each other. 1. Create on-line information databases. 2. Create communities of practice, which are groups of people who share a concern, a set of problems, or a passion about a topic and who increase their knowledge about the topic by interacting on an ongoing basis. Copyright © 2016 Pearson Canada Inc.

Guidelines for encouraging ethical communications: Has the situation been defined fairly and accurately? Why is the message being communicated? How will the people who may be receive or affected by the message be impacted? Does the message help achieve the greatest possible good while minimizing possible harm? Will this decision that appears to be ethical now seem so in the future? How comfortable are you with your communication effort? What would a person you admire think of it? Learning Outcome 6: Discuss contemporary issues in communication. In today’s challenging environment, companies need to get input from their employees. Copyright © 2016 Pearson Canada Inc.

Summary and Implications
Define the nature and function of communication. Control, motivation, emotional expression and information. Communication provides an opportunity to express feelings and also fulfills social needs. Learning Outcome 1 Copyright © 2016 Pearson Canada Inc.

Compare and contrast methods of interpersonal communication. There are seven elements in the communication process: sender, receiver, the message, encoding, channel, decoding and feedback. Learning Outcome 2 Copyright © 2016 Pearson Canada Inc.

Identify barriers to effective interpersonal communication and how to overcome them. Communication can become distorted through noise. Other barriers include: the degree of filtering, the sender’s or receiver’s emotional state, and whether too much information is being sent (information overload). Learning Outcome 3 Copyright © 2016 Pearson Canada Inc.

Describe how technology affects managerial communication. Information technology allows managers and employees more access to each other and to customers and clients. Learning Outcome 5 Copyright © 2016 Pearson Canada Inc.

Discuss contemporary issues in communication. The two main challenges of managing communication in an internet world are the legal and security issues and the lack of personal interaction. Learning Outcome 6 Copyright © 2016 Pearson Canada Inc.

Managers and Communication

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