1. Communication and Information Technology
Chapter 6
Communication and Information Technology
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

2. LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter
Understanding Communication
Differentiate between interpersonal and organizational communication
Discuss the functions of communication
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

3. LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter
Interpersonal Communication
Explain how distortions occur in interpersonal communication
Review interpersonal communication channels
Explain the barriers to effective interpersonal communication and how to overcome them
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

4. LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter
Organizational Communication
Discuss formal versus informal communication
Explain the direction of communication flow in an organization
Describe organizational communication networks
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson 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 communication
Explain how information technology affects organizations
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

6. 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
Communication is the transfer and understanding of meaning.
1. If no information or ideas have been conveyed or transferred, communication hasn’t taken place.
2. For communication to be successful, the meaning must be imparted and understood.
3. Good communication does not require agreement with the message, just a clear understanding of the message.
4. Communication encompasses both interpersonal communication (between two or more people) and organizational communication (all the patterns, networks, and systems of communication within an organization).
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

7. Functions of Communication
Control
Motivation
Emotional Expression
Information
Communication serves four major functions:
1. Control: Formal and informal communications act to control individuals’ behaviours in organizations.
2. Motivation: Communications clarify for employees what is to be done, how well they have done it, and what can be done to improve performance.
3. Emotional Expression: Social interaction in the form of work group communications provides a way for employees to express themselves.
4. Information: Individuals and work groups need information to make decisions or to do their work.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

8. Interpersonal Communication
Message
The purpose to be conveyed (the sender’s meaning)
Encoding
The message is converted into symbols
Channel
The medium through which the message travels
Decoding
The receiver’s translation of the message
Noise
Disturbances that interfere with communications
Exhibit 6.1 found in ‘Interpersonal Communication’ illustrates the seven elements of the communication process: the communication source, the message, encoding, the channel, decoding, the receiver, and feedback. Note that the entire process is susceptible to noise—disturbances that interfere with the transmission, receipt, or feedback of a message.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

9. Exhibit 6.1 found in ‘Interpersonal Communication’ illustrates the seven elements of the communication process: the communication source, the message, encoding, the channel, decoding, the receiver, and feedback. Note that the entire process is susceptible to noise—disturbances that interfere with the transmission, receipt, or feedback of a message.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

10. Distortions in Communications
Sender
Message
Channel
Receiver
Feedback Loop
1. A sender initiates a message by encoding a thought. Four conditions influence the effectiveness of that encoded message: skills, attitudes, and knowledge of the sender, and the socio-cultural system.
2. The message is the actual physical product encoded by the source. It can be the written document, the oral speech, and even the gestures and facial expressions we use.
The message can be affected by the symbols used to transfer meaning, the content of the message itself, and the selecting and arranging of both the symbols and the content.
Noise can distort the communication process in any of these areas.
3. The channel chosen to communicate the message also has the potential to be affected by noise.
a. Managers need to recognize that certain channels are more appropriate for certain messages.
b. A manager might want to use multiple channels—this decreases the potential for distortion.
4. The receiver is the individual to whom the message is directed.
a. The receiver must decode the message.
b. Decoding accuracy is limited by the skills, attitudes, knowledge of the receiver, and socio-cultural system.
5. The feedback loop is the final link in the communication process.
Feedback provides a check on whether understanding has been achieved.
Because feedback can be transmitted along the same types of channels as the original message, it faces the same potential for distortion.
c. Receivers have a responsibility to become involved in communication: to give feedback. When either the sender or the receiver fails to engage in the feedback process, the communication is effectively one-way communication.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

11. Interpersonal Communication Channels
Face-to-face
Telephone
Group meetings
Formal presentations
Memos
Postal mail
Fax
Publications
Bulletin boards
Audio-/videotapes
Hot lines
Computer conference
Voice mail
Teleconference
Videoconference
Exhibit 6.2 contained in section ‘Channels for Communicating Interpersonally’ found in ‘Interpersonal Communication’ provides a comparison of the various communication methods.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

12. Fitting Communication with Circumstances
Managers can use 12 questions to evaluate the appropriate communication channel in 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?
Use these questions to determine the appropriate form of communication. See Exhibit 6.2 contained in section ‘Channels for Communicating Interpersonally’ found in ‘Interpersonal Communication’.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

13. 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?
Use these questions to determine the appropriate form of communication. See Exhibit 6.2 contained in section ‘Channels for Communicating Interpersonally’ found in ‘Interpersonal Communication’.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

14. Exhibit 6.2 contained in section ‘Channels for Communicating Interpersonally’ found in ‘Interpersonal Communication’ provides a comparison of the various communication methods.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

15. Nonverbal Communication
Communication that is transmitted without words
Sounds
Images
Situational behaviours
Clothing and physical surroundings
Nonverbal Communication is communication transmitted without words.
Sounds with specific meanings or warnings
Images that control or encourage behaviours
Situational behaviours that convey meanings
Clothing and physical surroundings that imply status
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

16. Nonverbal Communication (cont’d)
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 a meaning
The best-known types of nonverbal communication are body language and verbal intonation.
a. Body language refers to gestures, facial expressions, and other body movements that convey meaning. Keep in mind that the message that is transmitted through body language may be quite different than the verbal message. This “nonspoken” language is most often more accurate than what is being said.
b. Verbal intonation refers to the emphasis someone gives to words or phrases that convey meaning.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

17. Interpersonal Communication Barriers
Filtering
National Culture
Emotions
Language
Interpersonal Communication
Information Overload
In addition to the general distortions identified in the communication process, managers face other barriers to effective communication as this diagram illustrates. The following 3 slides detail these barriers.
Selective
Perception
Defensiveness
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

18. Barriers to Effective Interpersonal Communication
Filtering
Deliberate manipulation of information to make it appear more favourable to the receiver
Emotions
Substituting emotional judgments for rational and objective thinking when interpreting messages
Information Overload
Being confronted with a quantity of information that exceeds an individual’s capacity to process it
1. Filtering is the deliberate manipulation of information to make it appear more favourable to the receiver.
a. As information is communicated up through the organizational levels, it’s condensed and synthesized, and those doing the condensing filter communication through their personal interests and perceptions of what is important.
b. The more that organizational cultural rewards emphasize style and appearance, the more that managers will be motivated to filter communications in their favour.
2. Emotions influence how a receiver interprets a message when it is received. It’s best to avoid reacting to a message when the receiver is upset because he/she is not likely to be thinking clearly
3. Information overload happens when the information we have to work with exceeds our processing—such as 600 waiting messages in the in box.
a. Receivers tend to select out, ignore, pass over, or forget information when they have too much information.
b. Or, receivers may put off further processing until the overload situation is over—still ineffective communication.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

19. 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
4. Selective Perception––people don’t see reality; people interpret what they perceive and call it “reality.” As a result, the reality that people construct is based on individual needs, motivations, experience, background, and other personal characteristics.
5. Defensiveness—engaging in behaviours such as verbally attacking others, making sarcastic remarks, being overly judgmental, and questioning others’ motives—happens when people feel that they’re being threatened.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

20. Barriers to Effective Interpersonal Communication (cont’d)
Language
Different meanings and specialized ways (jargon) in which senders use words can result in misinterpretation
National Culture
Influences form, formality, openness, patterns, and use of information in communications
6. Language—words mean different things to different people.
a. Age, education, and cultural background can influence language use and definition given to words.
b. Jargon is specialized terminology or technical language that members of a group use to communicate among themselves.
7. National culture can affect the way a manager chooses to communicate.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

21. Overcoming the Barriers to Effective Interpersonal Communications
Use Feedback
Simplify Language
Listen Actively
Constrain Emotions
Watch Nonverbal Cues
1. Use feedback. This feedback can be verbal or nonverbal.
2. Simplify language.
3. Listen actively.
a. Listening is an active search for meaning, whereas hearing is passive.
b. Active listening is listening for full meaning without making premature judgments or interpretations, and demands total concentration.
c. Active listening is enhanced by developing empathy with the sender—placing yourself in the sender’s position.
d. Exhibit 6.3 contained in section ‘Overcoming the Barriers’ found in ‘Interpersonal Communication’ lists other specific behaviours that active listeners demonstrate.
4. Constrain emotions. A manager who is emotionally upset over an issue is more likely to misconstrue incoming messages and fail to communicate clearly and accurately. The manager should refrain from communicating until he/she has regained composure.
5. Watch nonverbal cues—actions speak louder than words. The effective communicator watches their nonverbal cues to ensure that they convey the desired message.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

22. Active listening is enhanced by developing empathy with the sender—that is, by placing yourself in the sender’s position. Specific behaviours that active listeners demonstrate are listed in Exhibit 6.3 contained in section ‘Overcoming the Barriers’ found in ‘Interpersonal Communication’.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

23. Types of Organizational Communication
Formal Communication
Follows the official chain of command or is part of the communication required to do one’s job
Informal Communication
Is not defined by the organization’s hierarchy
Satisfies employees’ needs for social interaction
Can improve an organization’s performance by creating faster and more effective communication channels
1. Formal communication refers to communication that follows the official chain of command or is part of the communication required to do one’s job.
2. Informal communication is organizational communication that is not defined by the organization’s structural hierarchy.
a. Informal communication systems permit employees to satisfy their need for social interaction.
b. Informal communication systems can improve an organization’s performance by creating alternative, and frequently faster and more efficient, channels of communication.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

24. Direction of Communication Flow
Downward Communication
Flows from managers to employees to inform, direct, coordinate, and evaluate employees
Upward Communication
Flows from employees to managers to keep them aware of employee needs
Managers rely on it for ideas for improvement creating a climate of trust and respect
1. Downward communication—flows from a manager to employees and is used to inform, direct, coordinate, and evaluate employees
2. Upward communication—flows from employees to managers
a. Upward communication can be used in order to keep managers aware of how employees feel about their jobs, their co-workers, and the organization in general.
The organizational culture influences the extent of upward communication. A climate of trust, respect, and participative decision making will encourage considerable upward communication. A highly mechanistic and authoritarian environment will severely limit upward communication in both style and content.
Examples of upward communication include performance reports prepared by employees, suggestion boxes, employee attitude surveys, grievance procedures, manager-employee discussions and informal group sessions.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

25. Direction of Communication Flow (cont’d)
Lateral Communication
Takes place among employees on the same organizational level
Saves time and facilitates coordination
Diagonal Communication
Cuts across work areas and organizational levels in the interest of efficiency and speed
3. Lateral communication—takes place among employees on the same organizational level
4. Diagonal communication—communication that cuts across both work areas and organizational levels
a. The increased use of facilitates diagonal communication.
b. Diagonal communication has the potential to create problems if employees don’t keep their managers informed.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

26. Types of Communication Networks
Chain Network
Communication flows according to the formal chain of command, both downward and upward
Wheel Network
Communication flows between the leader (hub) and others in the group
All-Channel Network
Communication flows freely among all members of the work team
Exhibit 6.4 contained in section ‘Organizational Communication Networks’ found in ‘Organizational Communication’ illustrates three common communication networks:
a. The chain network represents communication flowing according to the formal chain of command, both downward and upward.
b. The wheel network represents communication flowing between a clearly identifiable and strong leader and others in a work group or team. The leader serves as the hub through which all communication passes.
c. The all-channel network represents communication flowing freely among all members of a work team.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

27. Exhibit 6.4 contained in section ‘Organizational Communication Networks’ found in ‘Organizational Communication’ illustrates three common communication networks.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

28. The Grapevine
An informal communication network active in almost every organization
Provides a channel for issues not suitable for formal communication channels
The negative impact of information passed on the grapevine can be countered by open and honest communication with employees
It should be “managed” as an important information network
The grapevine is the informal organizational communication network.
a. The grapevine is active in almost every organization. One survey reported that 75% of employees hear about matters first through rumours on the grapevine.
The grapevine can act as both a filter and a feedback mechanism.
Since the grapevine cannot be eliminated, managers should “manage” it as an important information network.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

29. Understanding Information Technology
How Information Technology (IT) affects communication
Increased ability to monitor individual and team performance
Faster decision making based on more complete information
More collaboration and sharing of information
Enables employees to be fully accessible
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

30. Understanding Information Technology (cont’d)
Significant IT impacts on managerial communication
Instant messaging
Social networking websites such as Facebook and LinkedIn
Several developments in information technology seem to be having the most significant impact on current managerial communication: , instant messaging and social networking websites such as Facebook and LinkedIn.
is a quick and convenient way for organizational members to share information and communicate. However, many people complain of overload and it is not always used effectively.
Instant messaging (IM): 2007 survey by AP and AOL reported that 27% of IM users use instant messaging at work and over half of that is for personal, rather than business use. There are drawbacks to IM in that it requires users to be logged onto the organization’s network leaving the network open to security breaches.
Social Networking Websites such as Facebook, MySpace and LinkedIn have drawn millions of subscribers who post information about themselves. Employers are starting to check the postings of clients and employees to see if there is anything questionable in their character. Some employers post job offerings or recruitment videos. Users of such websites need to consider the lack of privacy of such sites as once something is posted or written to the web, it’s difficult to erase.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

31. Tips for Sending Effective Emails
Always use the subject line
Be careful using emoticons and acronyms for business communication
Write clearly and briefly
Copy s to others only if they really need the information
Sleep on angry s before sending
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.

32. 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 for employees
Blurs the line between work and personal lives
1. Communication and the exchange of information among organizational members are no longer constrained by geography or time.
2. However, managers must not forget to address the psychological drawbacks, such as the cost of an employee being constantly accessible, pressure to “check in” even during off hours, and the separation of work lives and personal lives.
3. Information technology also creates opportunities for organizations, such as the ability for universities and colleges to offer on-line courses.
Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Sixth Canadian Edition
Copyright © 2011 Pearson Canada Inc.