1. CHAPTER 13 MANAGERIAL COMMUNICATION
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

2. LECTURE OUTLINE Nature of managerial communication
Influences on individual communication & interpersonal processes
Group communication networks
Organisational communication channels
Page 430
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

3. MANAGERIAL COMMUNICATION
Nature of communication:
Exchange of messages between people to achieve common meanings.
Unless meanings are shared, managers cannot influence others.
Therefore communication is critical to a manager’s job.
Managers spend up to 85% of their time communicating.
Good organisational communication and interpersonal processes are crucial to organisational effectiveness.
Effective communication is vital to all major management functions; it is especially important to the leading function as it is the channel for interaction with and impact upon others.
Further discussion can be found on pages
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

4. MANAGERIAL COMMUNICATION
Types of communication:
Verbal:
Written or oral use of words to communicate
Non-verbal:
Communication by means of elements and behaviours that are not coded into words
Page 433
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

5. MANAGERIAL COMMUNICATION
Written (verbal) communication:
Forms
Letters, memos, reports, newsletters, manuals
Advantages
Provides a record, easily circulated, time to consider content
Disadvantages
Cost, poor writing skills, unintended effect, impersonality
Despite its advantages, written communication costs are high; the cost of producing a single memo is estimated to be $81.90!
Given the advantages and disadvantages of written and oral communication, it is not surprising that managers use both types.
Further discussion can be found on page 433.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

6. MANAGERIAL COMMUNICATION
Non-verbal communication:
Kinesic behaviour (body language)
Proxemics (proximity & space)
Paralanguage (vocal aspects)
Object language (use of objects to communicate)
Pages
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

7. MANAGERIAL COMMUNICATION
Managers spend much time communicating in some form. Studies show that they prefer oral to written communication, largely because oral communication is more informal and timely. Managers serve as communication centres through the managerial roles such as monitor, disseminator and spokesperson.
Further discussion can be found on page 434.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

8. MANAGERIAL COMMUNICATION
Components of communication:
Sender
Encoding
Message
Receiver
Decoding
Noise
Feedback
Pages
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

9. MANAGERIAL COMMUNICATION
Sender/receiver
Noise
Noise
Encoding message
Feedback
Medium
Feedback
As well as the normal communication difficulties of encoding, decoding, noise and subordinate reluctance to give negative information, situational stresses may cause communication breakdown.
Further discussion can be found on pages
Decoding message
Noise
Sender/receiver
Noise
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

10. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Perceptual processes
Attribution processes
Semantics
Cultural context
Communication skills
Page 436
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

11. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Perceptual processes:
Processes individuals use to acquire and make sense out of information from the environment
Three stages:
Selecting, organising, interpreting
Distortions:
Stereotyping, halo effect, projection, perceptual defence
How is it that some people get a particular communication and others do not? While miscommunications may be caused by misdirected mail and lost messages, they may also result from individual factors influencing organisational communication.
Further discussion can be found on pages
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

12. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Three stages of perception:
Selecting
Filtering of stimuli so that only some information gets our attention
Organising
Patterning of information to match familiar patterns
Interpreting
Giving meaning to selected and organised information
Pages
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

13. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Distortions:
Stereotyping
Tendency to attribute characteristics to an individual on the basis of an assessment of the group to which they belong
Halo effect
Tendency to use a general impression based on one or a few characteristics of an individual
Page 437
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

14. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Distortions:
Projection
Tendency of an individual to assume others share their thoughts, feelings and characteristics
Perceptual defence
Tendency to block out or distort information one finds threatening
Page 437
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

15. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Attribution process
Theory attempting to explain how individuals make judgments or attributions about the cause of another’s, or their own, behaviour
Fundamental attribution error:
Tendency to underestimate situational influences & to overestimate dispositional influences.
Self-serving bias:
Attributing oneself as responsible for successes & others for failures.
Attribution theory is one way to understand how perceptions influence managerial communication and interpersonal processes. It explains how people make judgments or attributions about causes of the behaviour of another or themselves. These judgments form a basis for later actions.
Further discussion can be found on pages
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

16. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Semantics
Semantic net
Network of words and word meanings a given individual has available for recall
Semantic blocks
Blockages or communication difficulties arising from word choices
Words are symbols, so their meanings differ for everyone. Semantics is the study of meanings and word choice.
Within organisations, a common cause of semantic blocks is the use of professional jargon, or language related to a specific profession but unfamiliar to outsiders.
Further discussion can be found on pages
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

17. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Cultural context
Culture also influences communication and interpersonal processes.
High-context cultures
Emphasis in communication is the establishment & strengthening of relationships
Low-context cultures
Emphasis is on exchanging information
One means of cultural influence is the importance of the communication context. Context includes situational factors such as participants’ roles, existing relationships, and non-verbal communication.
Further discussion can be found on pages
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

18. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Low- Germany USA S. America Asia High-
context context
cultures Australia France Saudi China cultures
Arabia
Page 441
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

19. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Communication skills
Listening skills
Active listening
Feedback
Giving & receiving
Positive & negative feedback
Page 441
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

20. INDIVIDUAL COMMUNICATION & INTERPERSONAL PROCESSES
Communication skills:
Active listening: ‘…listener
actively participates in
attempting to grasp facts &
the speaker’s feelings’
Effective
communication
Feedback: both giving &
receiving is important.
Deal with ‘…specific,
observable behaviour,
not generalities.’
Importance of seeking
customer feedback
Page 441
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

21. GROUP COMMUNICATION NETWORKS
Pattern of information flow among task-group members
Centralised networks
Decentralised networks
When tasks need several people’s input, managers must look at the communication network, the information flow patterns among task group members.
Further discussion can be found on pages
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

22. GROUP COMMUNICATION NETWORKS
Centralised X
Chain Y X Y X
Wheel
All-channel
Decentralised
Circle
Three networks are fairly centralised, as most messages pass through one person. The last two networks are decentralised since communication flows readily between members.
For simple, routine tasks, centralised networks are faster and more accurate.
For complex tasks, decentralised networks are faster and more accurate.
It is interesting to note that morale was found to be higher in decentralised networks, regardless of task type.
Further discussion can be found on pages
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

23. ORGANISATIONAL COMMUNICATION CHANNELS
Patterns of organisational communication flow representing potential established conduits through which managers and other organisation members can send and receive information
Vertical communication
Horizontal communication
Informal communication
When information does not reach individuals needing it, effectiveness and efficiency problems emerge. Organisational communication patterns are called channels as they are ways managers and other members can send and receive information.
Further discussion can be found on page 444.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

24. ORGANISATIONAL COMMUNICATION CHANNELS
Vertical communication:
Message exchange between two or more levels of the organisational hierarchy.
Page 445
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

25. ORGANISATIONAL COMMUNICATION CHANNELS
Vertical communication:
Downward communication
Can be distorted by faulty message due to sender error
Managers overuse downward communication
Filtering (deliberate or accidental)
Upward communication
Can be distorted by ‘only’ favourable messages going up
Managers don’t encourage upward flow
Page 445
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

26. ORGANISATIONAL COMMUNICATION CHANNELS
Horizontal communication:
Lateral or diagonal message exchange within work-unit boundaries, involving peers reporting to the same supervisor, or across work-unit boundaries, involving individuals who report to different supervisors.
Impeding factors:
Rivalry
Indifference to work of others
Low motivation due to discouragement of horizontal communication
Page 446
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

27. ORGANISATIONAL COMMUNICATION CHANNELS
Informal communication (grapevine):
Communication which takes place without regard to hierarchical or task requirements
Problems:
Can carry gossip/distorted information
Benefits:
Valuable tool for continuation/propagation of culture
Vertical and horizontal communication patterns are formal patterns that follow hierarchy and structure. In contrast, informal communication, or the grapevine, occurs without reference to hierarchy or task requirements; i.e. it relates to personal, not positional, issues.
All organisations have grapevines and the patterns can be both vertical and horizontal.
Overall, grapevines are fast, carry large amounts of information, and yield data that is between 50 and 90 per cent accurate.
Further discussion can be found on page 448.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

28. ORGANISATIONAL COMMUNICATION CHANNELS
Using electronics to communicate:
Electronic mail systems
Voice mail
Teleconferencing
Videoconferencing
Page 450
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

29. ORGANISATIONAL COMMUNICATION CHANNELS
Electronic mail
Groupware
Electronic
communication
Internet
Electronic advances have given managers new communication methods, channels and concerns. Anyone with a computer terminal can write and send a message to anyone else with a computer mailbox. In an early study, managers said they saved about seven hours a week, as their electronic mail system increased decision-making speed.
Further discussion can be found on page 450.
Voice mail
Videoconferencing
Teleconferencing
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

30. LECTURE SUMMARY Nature of managerial communication
Verbal, non-verbal
Individual communication & interpersonal processes
Attribution process
Semantics
Cultural context
Communication skills
Page 454
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

31. LECTURE SUMMARY Group communication
Networks
Organisational communication channels
Vertical
Horizontal
Informal
Page 454
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin