1. Interpersonal and Organizational Communications
Chapter 13

2. Framework for Understanding Communications
Communication is defined as the transmission of mutual understanding through the use of symbols
If mutual understanding does not result from the transmission of symbols, there is no communication
The elements in the process of communication are:
Source
Encoding
Message
Medium
Decoding
Receiver
Noise
Feedback

3. Organizational Communication

4. Formal Channels
The three formal channels of communication are downward, upward, and horizontal
Downward
Flows from higher to lower levels
Key aspect—subordinates react most effectively to those matters judged to be of the greatest interest to the boss
Selective screening is a problem
Example forms: job instructions, memos, policies, procedures, manuals, etc.

5. Formal Channels (cont.)
Upward
Flows from lower to higher levels
Most ineffective of the three channels
Employees need opportunities to be:
Heard
Anonymous
Example devices: suggestion boxes, group meetings, participative decision making, grievance procedures, etc.
Horizontal
Flows from one level to an equal level
Necessary for coordination of diverse organizational functions
Most effective of the three channels
Example devices: Internet, corporate intranets

6. Informal Channels
Communications within organizations do not necessarily follow the formal pathways
Many organizations have extensive networks of informal communications
Since they are ingrained into organizational life, managers should heed and use them to benefit programs, policies, or plans
Elements of informal channels are:
Grapevine—75% accurate
Rumor—unverified belief in general circulation

7. Interpersonal Communication

8. Interpersonal Communication
Interpersonal communication travels from person to person in face-to-face and group settings
It is the primary means (75%) of managerial communication
Communication problems can be traced to perceptual and interpersonal style differences

9. Interpersonal Communication (cont.)
Interpersonal styles—the way in which an individual prefers to relate to others—differ among individuals
Good communicators learn to recognize their style and others’ styles as well as how to modify their style for effective communication

10. Interpersonal Communication (cont.)
Since interpersonal communications is largely focused on transmitting information from one person to another, the different combinations of knowing and not knowing the necessary facts affects communication. The four combinations of information known and unknown by self and others are:
The arena
The area most conducive to effective interpersonal relationships and communications
All information is known to both the sender and receiver

11. Interpersonal Communication (cont.)
The blind spot
Information is known to receiver but not to sender
Selective perception is related to blind-spot problems
The façade
Information is known to sender but unknown to receiver
The unknown
Information is unknown by everyone
Interpersonal communications can be improved by using:
Exposure—be open and honest in sharing information
Feedback—sender must listen and receiver must respond

12. Types of Interpersonal Communication
Two types of interpersonal communication are verbal and non-verbal
Verbal
Oral communication
Conversations in person, telephone, etc.
Major benefits—ideas can be interchanged, prompt feedback can be provided, allows use of gestures, facial expressions, and other emotions such as tone or voice
Can result in poor communication—immediacy, not well thought out, not clearly encoded, noise in the process

13. Types of Interpersonal Communication (cont.)
Written communication
Major benefits—allows sender to think about message, reread it, have others review it, provides a record of the communication
Major drawbacks—takes more time to prepare, no interaction, no immediate feedback, discourages open communication
Non-verbal
Sending and receiving messages by some medium other than verbal or written
93% of message is via non-verbal content
Examples: voice, face, body, proxemics

14. Why Communications Break Down

15. Why Communications Break Down
Problems occur both in formal organizational communications and in interpersonal communications
Breakdown can occur whenever any one of the elements of communication is defective (sender, encoding, medium, decoding, receiver, feedback)

16. Why Communications Break Down (cont.)
Conflicting frames of reference
People interpret the same communication differently depending on their previous experiences
Selective perception
People block out information if it conflicts with what they believe
Value judgments
People assign an overall worth to a message prior to receiving the entire communication

17. Why Communications Break Down (cont.)
Status differences
Status in the organization is determined by position, title, pay, office size, etc.
Security
Security of the channel is an increasingly important consideration for employees
Source credibility
The amount of trust, confidence, and/or faith the receiver has in the words and actions of the communicator

18. Why Communications Break Down (cont.)
Time pressures
Managers don’t have the time to communicate frequently with every subordinate
Information overload
Managers often are deluged by information and data
Semantic problems
The same words may mean entirely different things to different people

19. Why Communications Break Down (cont.)
Poor listening skills
Most individuals listen at only a 25% level of efficiency

20. How Communications Can Be Improved

21. How Communications Can Be Improved
To become better communicators, managers must:
Improve their messages
Improve their own understanding of what other people are trying to communicate
Effective listening
Managers must listen with understanding
Following up
Managers should attempt to determine whether their intended meaning was actually received

22. How Communications Can Be Improved (cont.)
Regulating information flow
Only significant deviations from policies and procedures should be brought to the managers
Utilizing feedback
Managers should determine whether their messages have been received and if they have produced the intended responses
Empathy
Managers should put themselves into the other person’s role and assume the viewpoints and emotions of that person

23. How Communications Can Be Improved (cont.)
Simplifying language
Managers must encode messages in words, appeals, and symbols that are meaningful to the receiver
Organizational stories
Using narrative allows managers to forge relationships with diverse audiences well beyond those afforded by a technical argument

24. End of Chapter 13