1. 16-1 Communication Chapter 16

2. . 16-2 Learning Objectives 1. Explain why communication is essential for effective management 2. Describe the communication process and explain the role of perception in communication. 3. Define information richness and describe the information richness of communication mediums. 4. Describe how nonverbal behavior and listening affect communication among people. Explain the keys to effective listening. 5. Describe both formal and informal organizational communications and the importance of each for management.

3. . 16-3 What is Communication? Sharing of information between two or more individuals or groups to reach a common understanding. Communication is not just proclaiming information – it is sharing information The emphasis on sharing is crucial for successful management

4. . 16-4 The Communication Process

5. . 16-5 Interpersonal Communications Factors which can Hinder or Enhance Effective Communication  Choice of the Communication Medium  Perceptions  Nonverbal Behavior  Listening Skills of Sender and Receiver

6. . 16-6 Information Richness of Communication Medium Information Richness Depends on: Ability to establish personal focus Availability of multiple cues (verbal, nonverbal, graphs) Ability for rapid, two-way feedback

7. . 16-7 Nonverbal Communication In direct, interpersonal communications, nonverbal actions send significant messages Most nonverbal communication is unconscious or subconscious. Some nonverbal cues include Gestures Facial expressions Voice tones Physical distance to receiver If verbal and nonverbal message is contradictory, receiver gives more weight to nonverbal cues.

8. . 16-8 Listening Skills About 75% of effective communication is listening Rather than listening, we are often focused on what we are going to say next Good listening focuses on empathizing with the other person, and not thinking so much about yourself.

9. . 16-9 Keys to Effective Listening Listen Actively – maintain eye contact, show that you are listening attentively (nodding, encouraging statements) Resist Distractions – concentrates on sender and message, overlooks delivery errors Find Areas of Interest – does not tune out dry or difficult subject, looks for knowledge to be gained Ask Questions and Reflect Message – summarize message to confirm meaning, reflect feelings as well Hold Your Fire – avoid evaluating message until it is complete

10. . 16-10 Organizational Communications Communications within organizations flow downward, upward, and horizontally. Managers use Formal communications channels Informal communications

11. . 16-11 Downward Communication Messages sent from top management down to subordinates. Most familiar and obvious flow of formal communication. Major problem is drop off or loss of information. Major function is to inform Helps minimize the spread of rumors about higher level intentions.

12. . 16-12 Upward Communication Messages that flow from the lower to the higher levels in the organizations. Upward communications mechanisms: Suggestion boxes. Employee surveys. MIS reports. Face to face conversations – manage by walking around. Status effects can interfere with upward communication

13. . 16-13 Horizontal Communication Lateral or diagonal exchange of messages among peers or coworkers. Horizontal communication’s three categories: 1. Problem solving within department 2. Coordination between departments 3. Change initiatives and improvements.

14. . 16-14 Personal or Informal Communications Coexists with formal communication channels Primary way in which work gets accomplished Tend to operate in horizontal direction within company rather than upward or downward.

15. . 16-15 Personal or Informal Communications Boundary Spanner People who have more contacts across the organization have greater influence and get more accomplished. Managers need to be aware of informal communication networks and be sure they are in sync with company goals.

16. . 16-16 Personal or Informal Communications Centralized networks are efficient for simple tasks. In centralized networks, the person at the center is often perceived as the leader. Decentralized networks are more efficient for complex tasks. They encourage problem-solving activities.

17. . 16-17 The Grapevine  Employees use the grapevine to fill in information gaps  About 80% of topics are business related.  About 70-90% of details of grapevine are accurate.  Can become a dominant force if formal channels of communication are closed  Managers need to pay particular attention to downward communications so that grapevine is not only source of information.