1. Communicating in Organizations
chp18
Communicating in Organizations
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Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.

2. What is Communications
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.

3. The Manager as Information Nerve Center
External Information
Internal Information
Manager as Monitor  Information processor  Communicator
Feedback
Manager as Spokesperson Distributes information to
people outside the organization
Feedback
Manager as Disseminator  Distributes information to
subordinates
Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.

4. Communications Process Model
RECEIVER
SENDER
Message decoded
Channel
Message encoded
Message
Noise
Channel
Feedback decoded
Feedback encoded
Feedback

5. Channel Richness
The amount of information that can be transmitted during a communication episode.

6. Nonverbal Communications
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

7. Three Formal Channels of Communications
Source: Adapted from Richard L. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach, 538. Copyright © 1986 by Scott, Foresman and Company. Used by permission.

8. Downward Communications
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

9. Down Communications Problems
Drop Off
Distortion
Loss of message content
Dealing with Drop Off
Use right communication channel
Consistency between verbal and nonverbal messages
Active listening

10. Upward Communications
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

11. Horizontal Communications
Lateral or diagonal exchange of messages among peers or coworkers
Purpose is to inform and request support as well as coordinate activities
Horizontal communications three categories
1. Intradepartmental problem solving
2. Interdepartmental coordination
3. Change initiatives and improvement

12. Team Communications Two characteristics for consideration:
The extent to which team communications is centralized
The nature of the team’s task

13. Informal Communications
Are outside formal authorized channels
Do not adhere to organization’s hierarchy of authority
Coexists with formal communications networks
Two types of channels
Management By Wondering Around
Grapevine

14. Two Grapevine Chains
Source: Based on Keith Davis and John W. Newstrom, Human Behavior at Work: Organizational Behavior, 7th ed. (New York: McGraw-Hill, 1985).

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

16. Ways to Overcome Communications Barriers
How to Overcome
Individual
Active listening
Interpersonal dynamics
Channels and media
Selection of appropriate channel
Semantics
Knowledge of other’s perspective
Inconsistent cues
MBWA
Organizational
Climate of Trust
Status and power differences
Development and use of formal channels
Departmental needs and goals
Changing organization or group structure to fit communication needs
Communication network unsuited
Encouragement of multiple channels, formal and informal
Lack of formal channels