1. Michael A. Hitt C. Chet Miller Adrienne Colella
Chapter 9
Communication
Michael A. Hitt
C. Chet Miller
Adrienne Colella

2. Knowledge Objectives
Explain why communication is strategically important to organizations.
Describe the communication process.
Discuss important aspects of communication within organizations, including networks and the direction of communication flow.

3. Knowledge Objectives
Define interpersonal communication and discuss the roles of formal versus informal communication, communication media, communication technology, and nonverbal communication in the interpersonal communication process.
Describe organizational and individual barriers to effective communication.
Understand how organizations and individuals can overcome communication barriers.

4. Communication Process
Sharing information
Two or more people
Common understanding
Object
Situation
Communication medium
Encoding
Decoding
Feedback

5. Communication Process
Received Message
Encoded Message
Sent Message
Receiver
Sender
Communication Medium
(e.g., verbal, face-to-face, or )
Decoded Message
Received Feedback
Feedback
Adapted from Exhibit 9-1: Sent Message

6. Communication Within Organizations
Organizational communication
Patterns of communication at the organizational level
Purpose is to facilitate achievement of organizational goals
Involves the use of
Communication networks
Policies
Structures

7. Communication Networks
All Connected Network
Y Network
Decentralized Networks
Wheel Network
Circle Network
Centralized Networks
Adapted from Exhibit 9-2: Communication Networks

8. Direction of Organizational Communication
Downward
From supervisor to subordinate
Job instructions
Information on organization policies
Performance feedback
Inform associates about the organization’s goals and changes

9. Direction of Organizational Communication
Upward
From subordinate to supervisor
Grievance procedures
Departmental meetings
Participation in decisions
And others
Upward communication may be necessary to
Monitor the effectiveness of decisions
Provide information
Maintain associate morale
Ensure that jobs are being done properly

10. Direction of Organizational Communication
Horizontal
Between associates at the same level
Facilitates coordination among organizational units
May arise from integrating positions (boundary-spanning positions)
360-degree performance feedback

11. Interpersonal Communication
Direct verbal or nonverbal interaction between two or more active participants
Formal vs. informal issues
Informal includes spontaneous interactions
Informal may reach more associates
Informal can help build cohesion and friendship among associates
Informal may include untrue rumors and gossip

12. Communication Media Effective managers use richer media as
Message becomes more equivocal
Message is more important
They need to present a positive self-image
Richest
Face-to-face
Telephone
Electronic messaging
Personal written text
Formal written text
Formal numerical text
Least rich

13. Nonverbal Communication
Communication that takes place without using language, such as facial expressions or body language
Body language (kinesics)
Facial expressions
Use of hands, arms, legs and posture
Paralanguage (How something is said)
Tone and pitch of voice
Use of silence
Gestures
Hand signals
Shrugging one’s shoulders

14. Nonverbal Communication
Nonverbal communication provides information about the
Person’s attitudes
Emotional state
Mental state
Nonverbal behavior may support or conflict with a person’s verbal communication

15. Communication Barriers
Communication message
True understanding
Organizational Barriers
Individual Barriers
Information overload
Noise
Time pressures
Network breakdowns
Information distortion
Cross-cultural barriers
Differing perceptions
Semantic differences
Status differences
Consideration of self-interest
Personal space
Poor listening skills

16. Communication Barriers
Exhibit 9-3
Cultural Communication Differences
Communication In the United States Elsewhere
Eye contact Direct In many Asian Countries, extended eye contact is unacceptable.
Time orientation Punctual—”Time is Money” Asian and Latin American cultures have longer time horizons; resolving issues is more important than being on time.
Answering questions Direct and factual Many Asian cultures view being direct as rude and aggressive.
Self-presentation self-promotion rewarded Many other cultures (e.g., Asian, Russian) find this rude.
Posture Open body posture In Japan, a closed body posture is (e.g., arms relaxed) preferred (e.g., crossed arms and legs)
Indicating “no” Shaking one’s head from In Bulgaria, the “no” signal means “I’m side to side listening,” rather than “I disagree.”
Adapted from Exhibit 9-3: Cultural Communication Differences

17. Overcoming Communication Barriers
Communication audit
Analysis of an organization’s internal and external communication to assess communication practices and capabilities and determine needs
Methodology
Hold a planning meeting with all major parties to determine a specific approach and gain commitment to it
Conduct interviews with top management
Collect, inventory, and analyze communication material
Conduct associate interviews
Prepare and administer a questionnaire to measure attitudes toward communication

18. Overcoming Communication Barriers
Individual actions
Know your audience
Select an appropriate communication medium
Encourage feedback
Regulate information flow and timing
Listen actively

19. Overcoming Communication Barriers
Exhibit 9-4
How to Be an Active Listener
1. Stop talking.
Often, we talk more than we should without giving the other person a chance to respond. If we are thinking about what we will say when we talk, we cannot focus attention on the person we wish to listen to. Do not interrupt.
2. Pay attention.
Do not allow yourself to be distracted by thinking about something else. Often, we need to make an active effort to pay attention when others are speaking.
3. Listen empathetically.
Try to take the speaker’s perspective. Mirror the speaker’s body language and give him or her nonjudgmental encouragement to speak.
4. Hear before evaluating.
Do not draw premature conclusions or look for points of disagreement. Listen to what the person has to say before jumping to conclusions or judgment.
Adapted from Exhibit 9-4: How to Be an Active Listener

20. Overcoming Communication Barriers
Exhibit 9-4
How to Be an Active Listener
5. Listen to the whole message.
Look for consistency between the verbal and the nonverbal messages. Try to assess the person’s feelings or intentions, as well as just facts.
6. Send feedback.
In order to make sure that you have heard correctly, paraphrase what was heard and repeat it to the person you were listening to.
Adapted from Exhibit 9-4: How to Be an Active Listener