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Copyright 2005 Houghton Mifflin Company. All rights reserved. PowerPoint Presentation by Charlie Cook.

Chapter Twelve

Communication inOrganizations


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Copyright 2005 by Houghton Mifflin Company. All rights reserved. 122

Chapter Outline

Communication and the Managers JobA Definition of CommunicationCharacteristics of Useful Information

The Communication Process

Forms of Communication in OrganizationsInterpersonal Communication

Communication in Networks and Work Teams

Organizational Communication

Electronic CommunicationInformation Systems

Personal Electronic Technology


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Chapter Outline (contd)

Informal Communication in OrganizationsThe Grapevine

Management by Wandering Around

Nonverbal Communication

Managing Organizational CommunicationBarriers to Communication

Improving Communication Effectiveness


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Learning Objectives

After studying this chapter, you should be able to:Describe the role and importance of communication in

the managers job.

Describe the role of electronic communication in

organizations.Identify the basic forms of communication in

organizations.

Discuss informal communication, including its various

forms and types.Describe how the communication process can be

managed to recognize and overcome barriers.


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Communication and the Managers Job

CommunicationThe process of transmitting information from one

person to another.

Effective Communication

The process of sending amessage in such a way that themessage received is as close inmeaning as possible to the

message intended.


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Source: Barney, Jay B. and Ricky W. Griffin, TheManagement of Organizations. Copyright 1992by Houghton Mifflin Company. Used withpermission.

Managing the Flow ofInformation in Organizations


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Characteristics of Useful Information

AccurateA valid and reliable reflection of reality

TimelyAvailable in time for appropriate managerial action

CompleteA complete and undistorted picture of reality

RelevantContent which meets the needs and circumstances of

the user



Figure 12.1The Communication Process



The Communication Process (contd)

Steps in the Communication ProcessDeciding to transmit a fact, idea, opinion, or otherinformation to the receiver.

Encoding the meaning into a form appropriate to thesituation.

Transmitting through the appropriatechannel or medium.

Decoding the message back intoa form that has meaning to the

receiver.Noise is anything disrupting the

communication process.



Interpersonal Communication

Form Advantages Disadvantages

Oral 1. Promotes feedbackand interchange

1. May suffer frominaccuracies

2. Is easy to use 2. Leaves no permanentrecord

Written 1. Tends to be moreaccurate

1. Inhibits feedback andexchange

2. Provides a record of

communication

2. Is more difficult and time

consuming



Interpersonal Communication: OralCommunication

Face-to-face conversations, group discussions,telephone calls, and other situations in which the spokenwork is used to express meaning.

Advantages of oral communication Promotes prompt feedback and interchange in the form of verbal

questions and responses.

Is easy to use and can be done with little preparation.

Disadvantages of oral communication Suffers from problems with inaccuracy in meaning and details.

Leaves no time for thought and consideration and no permanentrecord of what was said.



Interpersonal Communication: WrittenCommunication

Memos, letters, reports, notes, email, and othermethods in which the written word is used totransmit meaning.

Advantages of written communication

Is accurate and leaves a permanent recordof the exchange.

Leaves for thought and consideration,can be referenced.

Is easy to use and can be done withlittle preparation.



Interpersonal Communication: WrittenCommunication

Disadvantages of written communication

Inhibits feedback and interchange due to burden ofthe process of preparing a physical document.

Considerable delay can occur inclarifying message meanings.



Forms of Communication in Organizations

Choosing the Right FormThe situation determines the most appropriate

medium

Oral communication and e-mail is preferred for personal,nonroutine, or high priority communications.

Formal written communication (e.g., memos, letters, reports,and notes) are used for messages that are impersonal,routine, and lower priority.



Forms of Communication in Organizations(contd)

Communication in Networks and Teams

Communication networkthe pattern through whichthe members of a group or team communicate.

Research suggests: When the groups task is simple and routine, centralized

networks perform with the greatest efficiency and accuracy.

When the groups task is complex and nonroutine,

decentralized networks with open communications that fosterinteraction and exchange of relevant information tend to bemost effective.



Figure 12.2Types of Communication Networks



Organizational Communication

Vertical CommunicationCommunication that flows up and down the

organization, usually along formal reporting lines.

Takes place between managers and subordinates and mayinvolve several levels of the organization.

Upward communication

Consists of messages from subordinates to superiors and ismore subject to distortion.

Downward communication

Occurs when information flows down the hierarchy fromsuperiors to subordinates.



Organizational Communication (contd)

Horizontal CommunicationCommunication that flows laterally within the

organization; involves persons at the same level of theorganization.

Facilitates coordination among independent units. Useful in joint problem solving.

Plays a major role in communications among members ofwork teams drawn from different departments.



Vertical and Horizontal Communication

Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition.Copyright 1994 by Houghton Mifflin Company. Used with permission.

VerticalCommunication

HorizontalCommunication



Figure 12.3Formal Communication in Organizations



Electronic Communication

Information Technology (IT)The resources used by the organization to manage

information that it needs to carryout its mission.

Getty Images



Information Systems

Transaction Processing System (TPS)A system designed to handle routine and recurring

transactions.

Management Information System (MIS)

Supports an organizations managers by providingdaily reports, schedules, plans, and budgets.

Decision Support System (DSS)

An interactive system that automatically searches for,

manipulates, and summarizes information needed bymanagers for specific decisions.



Information Systems (contd)

Executive Information Systems (EIS)A quick-reference, easy-access application of

information systems specially designed for instantaccess by upper-level managers.

Artificial Intelligence (AI) and Expert SystemsInformation systems designed to imitate the thought

process of human experts; are capable of learning.

Intranet and ExtranetsFirewall-protected private networks for internal

company use by employees that become extranetswhen selected outsiders (e.g., suppliers andcustomers) are given limited access.



NewInformation

Technologies

Source: Van Fleet, David D., and TimPeterson, Contemporary Management,Second Edition. Copyright 1991 byHoughton Mifflin Company. Used withpermission.



Electronic Communication: PersonalElectronic Technology

Technological advances have createdopportunities for quickly disseminating andcontacting others in the organization.

Fax machines, cellular telephones, copiers, personalcomputers, and personal digital assistants (PDAs)

Corporate intranets and the Internethave made possible teleconferences

and the rapid retrieval of informationfrom all corners of the globe.

Technology also creates opportunitiesfor dysfunctional employee behaviors.



Electronic Communication: PersonalElectronic Technology (contd)

Telecommuting allows people to work at homeand transmit their work to the company bymeans of a telephone and a modem.

Disadvantages are the lack of face-to-face contact,strong personal relationships, falling behindprofessionally, and losing out in organizational politics.


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Informal Communication in Organizations

May or may not follow official reportingrelationships and/or prescribed organizationalchannels

May have nothing to do with official

organizational business. Promote a strong culture

and enhance employeeunderstanding of howthe organization works.


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Figure 12.4Informal Communication in Organizations


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Figure 12.5Common Grapevine Chains Found in

Organizations

Grapevine

An informal communication network that canpermeate an organization. Types of grapevines are:

Source: From Keith Davis andJohn W. Newstrom, HumanBehavior at Work:Organizational Behavior,Eighth Edition, Copyright 1989 by McGraw-Hill.Reprinted by permission of theMcGraw-Hill Companies.


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Informal Communication in Organizations(contd)

Management by Wandering Around

Managers keep in touch with whats going on by

wandering around and talking to people on all levels in

the organization. Informal Communications

Informal exchanges amongemployees that take place

outside the normal worksetting.


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Nonverbal Communication

Any communication exchange that does not usewords, or uses words to carry more meaningthan the strict definition of the wordsthemselves.

Much of the content of a messagemay be transmitted by facialexpression alone; othermessage content is derivedfrom inflection and tone ofthe voice. Only a small portionof the message content is due tothe words in the message.

Facialexpression

55%

Inflectionand tone

38%

Words inthe message7%


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Nonverbal Communication (contd)

Kinds of nonverbal communication practiced bymanagers:Imagesthe kinds of words people elect to use to

give emphasis and effect to what they say.

Settingsboundaries, familiarity, home turf (e.g.,

office location, size, and furnishings) are symbols ofpower and influence how people choose tocommunicate in organizations.

Body languagehow people of different cultures and

backgrounds physically position themselves and reactto the stance and body movements of others has astrong influence on communications betweenindividuals.


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Table 12.1Barriers to Effective Communication


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Barriers toEffective

Communication

Source: Van Fleet, David D., and TimPeterson, ContemporaryManagement, Third Edition.Copyright 1994 by Houghton MifflinCompany. Used with permission.


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Table 12.2Managing Organizational Communication


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Figure 12.6More and Less Effective Listening Skills

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