1. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Newstrom
12/e PPT
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2. Managing Communications
Chapter Three
Managing Communications
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3. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Chapter Objectives
To understand:
The two-way communication process
Barriers to communication
Factors leading to effective communication
Downward and upward communications problems
The roles of questioning and listening
The impact of electronic communications
Organizational grapevines and rumors
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4. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Introduction
Communication is…
An ever-present activity
How people relate to one another and combine their efforts
Necessary for the health of the organization
Communication travels…
Upward, downward, laterally
Listening and humility are important parts of the communication process
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5. Communication Fundamentals
Communication transfers information and understanding from person to person
The goal is for receivers to understand the message as it was intended
Two people are required…
There is no communication until a message is…
Received
Interpreted
Understood
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6. The Importance of Communication
Organizations cannot exist without communication
Coordination of work
Input to management
Instructions
Cooperation
Feelings and needs
Every act of communication influences the organization in some way
Effective communication encourages better performance
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7. The Importance of Communication
Open communication is better than restricted communication
Informed employees usually respond favorably
Open-book management is open and transparent
Managers…
Initiate communications
Pass messages on
Interpret communications for employees
Need timely, useful information to make sound decisions
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8. The Two-Way Communication Process
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Potential Problems
Two-Way Communication Drawbacks
Polarization
Defensive reasoning
Cognitive dissonance
Self-revelation
Face-saving
Threat to self-image
Regrettable messages
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10. Communication Barriers (Noise)
Personal barriers
Psychological distance
Physical barriers
Proxemics
Semantics
Jargon (acronyms)
Slang
Translation
Inference
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11. Communication Symbols
Words
Context provides meaning
Social Cues
Positive or negative
Readability
Pictures
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12. Non-Verbal Communication (Action)
Key Points
Failure to act is a way of communicating
Actions speak louder than words
Credibility gaps cause problems
Body language provides meaning
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The Impact of Barriers
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14. Downward Communication
Managers who communicate successfully are…
Sensitive to human needs
Open to true dialog with employees
Flashy but often ineffective communication methods…
Colorful booklets
PowerPoint presentations
Elaborately planned meetings
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15. Downward Communication
Prerequisites
Develop a positive communication attitude
Get informed
Plan for communication
Develop trust
Problems
Communication overload
Acceptance of communication
Quality is preferable to quantity
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16. Downward Communication
Communication Needs
Job instruction
Realistic job previews
Performance feedback
News
Social support
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Upward Communication
Difficulties
Delay
Filtering
Silence
Need for a response
Distortion
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Upward Communication
Upward Communication Practices
Questioning
Listening
Employee meetings
Open-door policy
Management by walking around
Participation in social groups
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19. Guidelines for Effective Listening
Stop talking!
Put the talker at ease
Show that you want to listen
Remove distractions
Empathize with a talker
Be patient
Hold your temper
Go easy on argument and criticism
Ask relevant questions
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20. Other Forms of Communication
Lateral Communication
Cross-communication
Boundary spanners
Networking
Ombudsperson
Electronic Communication
Electronic mail
Blogs
Telecommuting
Virtual offices
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21. Informal Communication
The Grapevine
Coexists with the formal communication system
Includes all informal communication
Can be both inside and outside the organization
Electronic Grapevine
Speeds up transmission of information
Will not replace the traditional grapevine
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22. Features of the Grapevine
Cluster Chain
Liaison individuals
Factors that Encourage Grapevine Activity
Excitement and insecurity
Involvement of friends and associates
Recent information
Procedure that brings people into contact
Work that allows conversation
Job that provides information desired by others
Personality of communicator
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23. Features of the Grapevine
The Grapevine is Influential
53% of managers and white-collar employees view the grapevine as negative
27% see it as positive
Contrary to common perceptions, over 3/4ths of grapevine information is accurate
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Rumor
Rumor is…
Often used as a synonym for “grapevine”
Information communicated without verification
Generally incorrect
Prompted by interest and ambiguity
Subject to filtering and elaborating
Types of Rumors
Historical and explanatory
Spontaneous and action-oriented
Positive or negative
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25. Guidelines for Control of Rumor
Remove its causes
Apply efforts primarily to serious rumors
Refute rumor with facts
Deal with rumor as soon as possible
Emphasize face-to-face supply of facts, confirmed in writing if necessary
Provide facts from reliable sources
Refrain from repeating rumor while refuting it
Encourage assistance of informal and union leaders
Listen to all rumors in order to understand what they may mean
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