1. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 1 Chapter 10 Communication and Information Technology

2. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 2 LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter. Understanding Communications –Differentiate between interpersonal and organizational communication. –Discuss the functions of communication.

3. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 3 LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter. Interpersonal Communication –Explain all the components of the communication process. –List the communication methods managers might use. –Describe nonverbal communication and how it takes place. –Explain the barriers to effective interpersonal communication and how to overcome them.

4. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 4 LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter. Organizational Communication –Explain how communication can flow in an organization. –Describe the three common communication networks. –Discuss how managers should handle the grapevine.

5. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 5 LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter. Understanding Information Technology –Describe how technology affects managerial communication. –Define electronic data interchange, teleconferencing, videoconferencing, intranet, and extranet. –Explain how information technology affects organizations.

6. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 6 LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter. Communication Issues in Today’s Organizations –Discuss how Internet employee gripe sites affect communication. –Explain how organizations can manage their knowledge resources. –Explain why communicating with customers is an important managerial issue. –Explain how political correctness is affecting communication.

7. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 7 What Is Communication? Communication –The transfer and understanding of meaning –Interpersonal communication Communication between two or more people –Organizational communication All the patterns, network, and systems of communications within an organization

8. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 8 Functions of Communication Control Motivation Emotional Expression Information

9. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 9 Interpersonal Communication Message –Source: sender’s intended meaning Encoding –The message converted to symbolic form Channel –The medium through which the message travels Decoding –The receiver’s retranslation of the message Noise –Disturbances that interfere with communications

10. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 10 Exhibit 10.1 The Interpersonal Communication Process Receiver Message Channel Noise Encoding Decoding Feedback Message Sender

11. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 11 Distortions in Communications Sender Message Channel Receiver Feedback Loop

12. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 12 Evaluating Communication Methods Feedback Complexity capacity Breadth potential Confidentiality Encoding ease Decoding ease Time-space constraint Cost Interpersonal warmth Formality Scanability Time of consumption

13. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 13 Fitting Communication with Circumstances Managers can use 12 questions to help them evaluate appropriate communication methods for different circumstances. 1. Feedback. How quickly can the receiver respond to the message? 2. Complexity capacity. Can the method effectively process complex messages? 3. Breadth potential. How many different messages can be transmitted using this method? 4. Confidentiality. Can communicators be reasonably sure their messages are received only by those for whom they’re intended? 5. Encoding ease. Can the sender easily and quickly use this channel?

14. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 14 Fitting Communication with Circumstances (cont’d) 6. Decoding ease. Can the receiver easily and quickly decode messages? 7. Time–space constraint. Do senders and receivers need to communicate at the same time and in the same space? 8. Cost. How much does it cost to use this method? 9. Interpersonal warmth. How well does this method convey interpersonal warmth? 10. Formality. Does this method have the needed amount of formality? 11. Scanability. Does this method allow the message to be easily browsed or scanned for relevant information? 12. Time of consumption. Does the sender or receiver exercise the most control over when the message is dealt with?

15. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 15 Interpersonal Communication Methods Face-to-face Telephone Group meetings Formal presentations Memos Postal mail Fax Publications Bulletin boards Audio-/videotapes Hot lines E-mail Computer conference Voice mail Teleconference Videoconference

16. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 16 Exhibit 10.2 Interpersonal Communication Methods

17. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 17 Nonverbal Communication Communication that is transmitted without words –Sounds –Images –Situational behaviours –Clothing and physical surroundings Body language: gestures, facial expressions, and other body movements that convey meaning Verbal intonation (paralinguistics): emphasis that a speaker gives to certain words or phrases that conveys meaning

18. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 18 Interpersonal Communication Barriers Defensiveness National Culture Emotions Information Overload Interpersonal Communication Language Filtering SelectivePerception

19. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 19 Barriers to Effective Interpersonal Communication Filtering –The deliberate manipulation of information to make it appear more favourable to the receiver Emotions –Disregarding rational and objective thinking processes and substituting emotional judgments when interpreting messages Information Overload –Being confronted with a quantity of information that exceeds an individual’s capacity to process it

20. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 20 Barriers to Effective Interpersonal Communication (cont’d) Selective Perception –Individuals interpret “reality” based on their own needs, motivations, experience, background, and other personal characteristics Defensiveness –When threatened, reacting in a way that reduces the ability to achieve mutual understanding

21. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 21 Barriers to Effective Interpersonal Communication (cont’d) Language –The different meanings of and specialized ways (jargon) in which senders use words can cause receivers to misinterpret their messages National Culture –Culture influences the form, formality, openness, patterns, and use of information in communications

22. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 22 Overcoming the Barriers to Effective Interpersonal Communications Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues

23. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 23 Exhibit 10.3 Active Listening Behaviours Source: Based on P.L. Hunsaker, Training in Management Skills (Upper Saddle River, NJ: Prentice Hall, 2001). Don't overtalk Ask questions Be empathetic Exhibit affirmative head nods and appropriate facial expressions Avoid distracting actions or gestures Make eye contact Paraphrase Avoid interrupting speaker Active Listening

24. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 24 Types of Organizational Communication Formal Communication –Communication that follows the official chain of command or is part of the communication required to do one’s job Informal Communication –Communication that is not defined by the organization’s hierarchy Permits employees to satisfy their need for social interaction Can improve an organization’s performance by creating faster and more effective channels of communication

25. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 25 Direction of Communication Flow Downward –Communications that flow from managers to employees to inform, direct, coordinate, and evaluate employees Upward –Communications that flow from employees up to managers to keep them aware of employee needs and how things can be improved to create a climate of trust and respect

26. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 26 Direction of Communication Flow (cont’d) Lateral (Horizontal) Communication –Communication that takes place among employees on the same level in the organization to save time and facilitate coordination Diagonal Communication –Communication that cuts across both work areas and organizational levels in the interest of efficiency and speed

27. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 27 Types of Communication Networks Chain Network –Communication flows according to the formal chain of command, both upward and downward Wheel Network –All communication flows in and out through the group leader (hub) to others in the group All-Channel Network –Communication flows freely among all members of the work team

28. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 28 Exhibit 10.4 Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria Chain Moderate High Moderate Speed Accuracy Emergence of leader Member satisfaction Criteria Fast High Low Fast Moderate None High WheelAll-Channel

29. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 29 The Grapevine An informal organizational communication network that is active in almost every organization –Provides a channel for issues not suitable for formal communication channels –The impact of information passed along the grapevine can be countered by open and honest communication with employees

30. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 30 Information Technology Benefits of Information Technology (IT) –Increased ability to monitor individual and team performance –Better decision making based on more complete information –More collaboration and sharing of information –Greater accessibility to co-workers

31. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 31 Information Technology (cont’d) Networked Computer Systems –Linking individual computers to create an organizational network for communication and information sharing E-mail Instant messaging Voice-mail and fax Electronic data exchange (EDI) Teleconferencing and videoconferencing Intranets and extranets

32. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 32 Tips for Sending E-mails Always use the subject line. Be careful using emoticons and acronyms for business communication. Write clearly and briefly. Copy e-mails to others only if they really need the information. Sleep on angry e-mails before sending.

33. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 33 Information Technology (cont’d) Types of Network Systems –Intranet An internal network that uses Internet technology and is accessible only to employees –Extranet An internal network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders, such as customers and vendors –Wireless capabilities

34. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 34 How IT Affects Organizations Removes the constraints of time and distance –Allows widely dispersed employees to work together Provides for the sharing of information –Increases effectiveness and efficiency Integrates decision making and work –Provides more complete information and participation for better decisions Creates problems of constant accessibility to employees –Blurs the line between work and personal lives

35. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 35 Ethical Concerns for E-mail and Voice-mail Use Not necessarily private –Employer has access to them. The federal Privacy Act and the Access to Information Act apply to all federal government departments, most federal agencies, and some federal crown corporations. Many private sector employees are not covered by privacy legislation. –Only Quebec’s privacy act applies to the entire private sector. Managers need to clearly convey: –Whether communications will be monitored –Company policies on personal Internet and e-mail use

36. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 36 Current Communication Issues Being Connected Versus Being Concerned –Managing Internet gripe sites is a valuable resource for unique insights into the organization Employee complaints (“hot-button” issues) Customer complaints –Responding to Internet gripe sites Recognize them as a valuable source of information Post messages that clarify misinformation Take action to correct problems noted on the site Set up an internal gripe site Continue to monitor the public gripe site

37. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 37 Current Communication Issues (cont’d) Managing the Organization’s Knowledge Resources –Build on-line information databases that employees can access –Create “communities of practice” for groups of people who share a concern, share expertise, and interact with each other

38. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 38 Communication and Customer Service Communicating Effectively with Customers –Recognize the three components of the customer service delivery process: The customer The service organization The service provider –Develop a strong service culture focused on the personalization of service to each customer: Listen and respond to the customer Provide access to needed service information

39. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 39 “Politically Correct” Communication Do not use words or phrases that stereotype, intimidate, or offend individuals based on their differences Choose words carefully to maintain as much clarity as possible in communications