1. Managing Communication
Chapter 15
Managing Communication

2. Learning Objectives After reading this chapter, you should be able to:
Understand the communication process.
Eliminate barriers that distort the meaning of information.
Recognize the basic patterns of organizational communication.
Understand how to organize and run effective meetings.
Master electronic forms of communication.
Work with an organization’s informal communication system.

3. The Process of Communication
Communication is a process that involves the transmission of meaningful information from one party to another through the use of shared symbols.
Communication is successful when meaning is understood.

4. The Process of Communication (continued)
Two forms of information are sent and received in communication:
Facts – bits of information that can be objectively measured or described.
Feelings – an individual’s emotional responses to decisions made or actions taken by other people.

5. Skills for Managing Communication
Assertive Communication Skills
Presentation Skills
Listening Skills
Nonverbal Communication Skills

6. The Communication Process
Noise
Communication Channel
Sender
(encodes message)
Receiver
(decodes message)
Feedback
Noise

7. The Communication Process: Feedback
Feedback allows the sender to clarify the message if its true meaning is not received.
Two-way Communications – communication channels that provide for feedback.
One-way Communications – communication channels that provide no opportunity for feedback.

8. The Communication Process: Barriers to Effective Communication
Barriers can disrupt the accurate transmission of information.
These barriers take different forms:
Sender barrier
Encoding barrier
Communication channel barrier
Decoding barrier
Receiver barrier
Feedback barrier
Noise barrier
Perception barrier

9. Patterns of Organizational Communications
Communications in organizations can be complex.
Possible barriers to communication includes:
Differences in employee status and power
Diversity
Differences in interests

10. Patterns of Organizational Communications
Downward Communication
Upward Communication
Horizontal Communication

11. Constructive Feedback
Focus your feedback on specific behaviors that were successful or that were unsuccessful.
Keep personality traits out of your feedback by focusing on what rather than who.
Investigate whether the employee had control over the results before giving feedback about unsuccessful behaviors.
Feedback should be given as soon as possible.
Ensure privacy when giving feedback about negative behaviors.

12. Communication Channels Ranked by Information Richness
Richest Channel
Leanest Channel
Physical presence (face-to-face, meetings)
Interactive channels (telephone, electronic media, voice mail, )
Personal static channels (memos, letters, reports tailored to receiver)
Impersonal static channels (fliers, bulletins, generalized reports)
Best for non-routine, ambiguous, difficult messages
Best for routine, clear, simple messages

13. Managing Organizational Communications
Face-to-Face Communication
Electronic Communication
Written Communication
Informal Communication 3

14. Steps you can take to make meetings more productive
Ask yourself if it’s important even to schedule a meeting.
Schedule the meeting for an appropriate place.
Create an agenda for the meeting and distribute it ahead of time.
Establish rules for participation
Follow the agenda’s time limits for each topic.
Leave some open time for topics not on the agenda.
End the meeting with a plan of action.

15. Informal Communication
Also called the grapevine – informal communication that takes place at the workplace.
can be about promotions and other personnel decisions
can be about company events (new products, downsizing)
must be managed so that negative rumors do not hurt morale
Management by Wandering Around (MBWA) – dropping in unannounced for spontaneous conversations
builds levels of trust
stops harmful rumors

16. Assertive Communication Skills
Assertive communication skills —communicate in ways that meet one’s own needs while at the same time respecting the needs and rights of others
Several less effective styles people tend to use because they are indirect or not mindful of needs:
Passive communication – an individual does not let others know directly what he or she wants or needs.
Aggressive communication – a forceful approach that expresses dominance or anger.
Passive-aggressive communication – avoids giving direct responses but rather tries to “get even” with others.

17. Presentation Skills Basic Guidelines Prepare objectives
Organize the presentation
Structure the presentation
Tailor the presentation
Establish credibility
Speak in a responsive and conversational style
Use visual aids
Practice presentation skills
Restate key ideas

18. Nonverbal Communication Skills
Nonverbal communication is sending and decoding messages with emotional content.
Dimensions of nonverbal communication:
Body movements and gestures
Eye contact
Touch
Facial expressions
Physical distance
Tone of voice

19. Listening Skills Help create understanding between both parties
Are an active rather than passive activity
Use of nonverbal indicators, like eye contact, tone of voice, or touch
Are an invaluable skill for managers

20. Guidelines for Active Listening
Do create a supportive atmosphere.
Do listen for feelings as well as words.
Do note cues.
Do occasionally test for understanding.
Do demonstrate accept-ance and understanding.
Do ask exploratory, open-ended questions.
Don’t try to change the other’s views.
Don’t solve the problem for the speaker.
Don’t give advice.
Don’t pass judgment.
Don’t explain or interpret others’ behavior.
Don’t give false reassurances.
Don’t attack if the speaker is hostile.
Don’t ask “why” the feelings.

21. Applications of Management Perspectives—For the Manager
Use your listening skills when dealing with an employee who has an issue that is emotional in nature.
Try to understand the issue from the employee’s perspective.
If it is necessary to give negative feedback, make sure that the behavior being criticized is one the employee is able to control.