1. chapter sixteen Communication McGraw-Hill/Irwin
Contemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

2. The Communication Process
Communication - meaningful exchange of information through messages.
The Communication Process
A. The definition is a meaningful exchange of information through messages.
B. An important aspect of any manager’s job - spend about 80% of day communicating.
C. Important throughout the organization
D. The Process of Communication
•sender - composes the message and sends it through a communication carrier or channel
•message - is encoded, translating its meaning into understandable teams and a form that allows transmission through a chosen channel
•channel - many are available, including: written messages, face-to-face communications, electronic mail
•audience - the message receiver who decodes the message to interpret its meaning
•feedback - feedback is then related back to the sender to determine whether or not the communication was clearly interpreted by the receiver
•context - the situational or culture framework in which the communication takes place.
E. Consideration must be given to limit noise or interference that influence the transmission of messages and feedback.

3. Effective Communicators
Q. Think of someone you know who you consider a very effective communicator. What do you think makes them so effective?

4. Management Skills Required
Chief Executives, Ranking of Skills
They Believe Should Be Taught to Management Students
Frequency
Rank* Key Learning Area Indicated
1 Oral and written communication skills 25
1 Interpersonal skills 25
3 Financial/managerial account skills 22
4 Ability to think, be analytical, and make decisions 20
5 Strategic planning and goal setting—concern for long-term performance 13
6 Motivation and commitment to the firm—giving 110% 12
7 Understanding of economics 11
8 Management information systems and computer applications 9
8 Thorough knowledge of your business, culture, and overall environment 9
8 Marketing concept (the customer is king) and skills 9
11 Integrity 7
11 Knowledge of yourself: setting long- and short-term career objectives 7
13 Leadership skills 6
13 Understanding of the functional areas of the business 6
13 Time management: setting priorities—how to work smart, not long or hard 1
*is most important.
Management Skills Required .

5. Communication as a Management Skill
Managers must give direction to the people who work for them.
Managers must be able to motivate people.
Managers must be able to convince customers that they should do business with them.
Managers must be able to absorb the ideas of others.
Managers must be able to persuade other people.
Managers must understand who their audience is, what they know, and what will bring them value
McGraw-Hill/Irwin
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

6. Forms of Communication
Verbal
Nonverbal
Written
Listening .

7. Verbal Communication Skills
Effective communicators…
can comfortably speak 1:1 with anyone
are equally comfortable with any size group
are skillful question-askers
use the right words: Positive, free from misinterpretation or negative connotations
gain and keep attention
provide value when they engage
don’t interrupt!
are appropriately empathetic .

8. Nonverbal Communication Skills
Facial Expressions
Eye Contact
Posture
Proximity
Gestures
* Nonverbal skills are at least equal in importance to verbal skills and can be learned & practiced .

9. Nonverbal Communication Skills
Q. Are you consciously aware of your use of body language when communicating?
Q. Do you have certain facial expressions, gestures, or mannerisms that other people have commented on?

10. Proxemics
Proxemics refers to the way people use space; how far or close you stand to another person.
Distance from someone can be intentional or subconscious
Appropriateness of distance varies by relationship, situation, and individual preference

11. Zones of Interaction There are 4 zones of human interaction:
Intimate Zone. About arm's length or around two feet. Normally reserved for loved ones or close friends.
Personal Zone. From two feet to four feet. Used in talking to business acquaintances.
Social Zone. From four feet to twelve feet. Typical zone for talking to people you don’t know well.
Public Zone. Twelve feet or more. Used when giving a presentation to a group.

12. Kinesics
Kinesics describe body language, gestures, and movements with respect to what they communicate to other people.
People are always sending signals via body language. Some managers become expert at reading body language

13. Written Communication Skills
Writing must be clear, concise, and accurate
Must capture and retain attention
Must focus on the intended results: Action? Information? Attitude Change?
Should be certain this is the best communication media ( fighter pilots) .

14. Written Communication
Purpose
Why am I writing this document?
What action do I want the reader to take after reading it?
Audience
Who will read this document?
How much does the reader already know about this topic?
How will the reader use the document?
Main Message
What is the main message I want to convey?
How will I support that message?
McGraw-Hill/Irwin
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

15. Watch out for Multi-meaning Words
Alex Rodriguez scored a run.
Did you ever see Jesse Owens run?
I have a run in my stocking.
There is a fine run of salmon this year.
Are you going to run this company or am I?
You have the run of the place.
What headline do you want to run?
There was a run on the bank today.
Did he run the ship aground?
I have to run (drive the car) downtown.
Who will run for president this year?
Joe flies the New York–Chicago run twice a week.
You know the kind of people they run around with.
The apples run large this year.
Please run my bath water. .

16. Communicating in the Business World
McGraw-Hill/Irwin
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

17. Ten Commandments for Good Listening
1. Stop talking! You cannot listen if you are talking.
2. Put the talker at ease. Help the talker feel free to talk.
3. Show the talker that you Look and act interested. Do not read your mail while he or she talks.
want to listen.
4. Remove distractions. Do not doodle or shuffle papers. Shut the door?
5. Empathize with the talker. Try to put yourself in the talker’s place so that you can see his or her point of view. .

18. Ten Commandments for Good Listening
6. Be patient. Allow plenty of time. Do not interrupt the talker.
7. Hold your temper. An angry person gets the wrong meaning from words.
8. Go easy on argument
and criticism. This puts the talker on the defensive. He or she may “clam up” or get angry. Do not argue: even if you win, you lose.
9. Ask questions. This encourages the talker and shows you are listening. It helps to develop points further.
10. Stop talking! This is the first and last commandment, because all other commandments depend on it. Nature gave us two ears but only one tongue. .

19. Are you a good listener?
Are you open to what other people say to you, or do you make up your mind about things before you hear other views?
Do you become bored when other people speak?
Do you interrupt people when they are speaking?
Do you daydream while others are speaking?
Are you hesitant to ask clarifying questions?
McGraw-Hill/Irwin
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

20. Effective Communications
Achieving Communication Effectiveness “The 10 commandments of good communication”
1. Think before you speak (or write)
2. Keep in mind the true purpose of the communication
Consider the setting, such as location and timing
Consult with others when needed when preparing
5. Keep in mind your tone, expressions, and word choices
6. Take into account the receiver’s point of view
7. Seek feedback after your communication
8. Focus on the long-term impact
Walk the talk
Be a good listener .

21. Barriers To Effective Communication
Many things can negatively impact communication between people:
Uncomfortable Physical Environment
Poor Personal Chemistry
Semantics
Irritating Personal Habits
Interference or “Noise” (external or internal)
Fatigue or Mood
Lack of Empathy for the other person
Differences in Communication Style
Using Jargon unique to your group/industry

22. Formal vs. Informal Communication
Formal Organizational Communication – Follows the organizational chart…Downward, Upward, or Lateral
Mainly via “Serial” Communication:
A communicates message to B
B communicates interpretation of A’s message to C
C communicates interpretation of B’s interpretation of A’s message to D
Originator (A) and ultimate recipient of message (D) are separated by middle people .

23. Formal vs. Informal Communication
Informal Organizational Communication – Does not follow the organizational chart…friend to friend
Grapevine - the informal network:
Springs up and is used irregularly within the organization
Is not controlled by top executives, who may not even be able to influence it
Exists largely to serve the self-interests of the people within it
Responsible for about 70% of the communication at a company .

24. Formal vs. Informal Communication
How Managers Can Encourage Formal Organizational Communication (instead of relying on the Grapevine)
Ensure clear and concise statements through formal channels
Ensure that all members have free access to formal channels
Assign specific communication responsibilities to staff personnel
Be a good listener! .

25. Information Richness and Communication Media
Managers and their subordinates can become effective communicators by selecting the appropriate medium for each message — there is no one “best”
Information Richness is the amount of information that a communication medium ( , in person, etc) can carry

26. Information Richness of Communication Media
Figure 16.2

27. Communication Media Face-to-Face Has highest information richness.
Can take advantage of verbal & nonverbal signals.
Provides for instant feedback.
Management by wandering around (MWA) takes advantage of this with informal talks to workers.
Video conferences provide much of this richness and reduce travel costs and meeting times.

28. Communication Media Spoken Communication Electronically Transmitted
Has the second highest information richness.
Telephone conversations are information rich with tone of voice, sender’s emphasis, and quick feedback, but provide no visual nonverbal cues.

29. Communication Media Personally Addressed Written Communication
Has a lower richness than the verbal forms of communication, but still is directed at a given person.
Personal addressing helps ensure receiver actually reads the message—personal letters and are common forms.
Does not provide instant feedback to the sender although sender may get feedback later.
Excellent media for complex messages requesting follow-up actions by receiver.

30. Communication Media Impersonal Written Communication
Has the lowest information richness.
Good for messages to many receivers where little or feedback is expected (e.g., newsletters, reports)

31. Communication Differences Between Men & Women
Q. What types of differences have you seen between men’s and women’s communication styles:
Talking?
Listening?
Writing?
Non-Verbals?

32. Communication Differences Between Men & Women
Talk to emphasize status, power, and independence.
Complain that women talk on and on.
Communicate to fix problems.
Boast about their accomplishments.
Are more direct
WOMEN
Talk to establish connection and intimacy.
Criticize men for not listening.
Speak of problems to promote closeness.
Express empathy and understanding.
Are less direct

33. Summary - Forms of Communication