Unit 11 Communication

8/3/2019 Unit 11 Communication

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Unit 11: Communication in

Organizations

-An Insight


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An Overview

Communication- The Importance Communication-Definition

Interpersonal Communication

The Communication Process Communication in Organizations-

Influencing Factors

Types of Communication Communication by Organizations-

Negotiation


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Communication- The Importance

Provides a commonthread for themanagement processesof POLC

Effective communicationskills help managers tomake use of the culturallydiverse workforce

The fact that managersspent majority of theirtime in communicatingspeaks volumes of itsimportance

Acts to control memberbehavior

Encourages motivationby clarifying what is to be

done, how well they aredoing and what can bedone to improveperformance

Communication providesinformation to enableindividuals and groupsget things done


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Communication- The Meaning

The process by which people attempt toshare meaning via the transmission osymbolic messages

The Transfer and understanding ofmeaning

Encompasses both interpersonal &

Organizational Communication


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Interpersonal Communication & The

Communication Process

Communicationbetween two or morepeople

Sender

Message

Encoding

The Channel/Medium

Decoding

The Receiver

Feedback


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The elements of Communication

process

Sender: The initiatorof communication

Message: The

purpose to beconveyed

Encoding: Convertinga message into

symbols

Channel/Medium: Themedium a messagetravels along

Decoding: Theinterpretation a ndtranslation ofmessage into

meaningfulinformation


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Elements of Communication

Receiver: Theindividual whosesenses perceive the

senders message Feedback: return the

message to thesender and provides a

check on whetherunderstanding hasbeen achieved

Noise: Anydisturbance thatinterfere with the

transmission, receiptor feedback of amessage


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Methods of Interpersonal

Communication

Face-to face

Telephone

Group Meetings

Formal Presentations

Memos

Postal Mail

Fax Publications

Bulletin Boards

Audio/Video tapes

Email

Computer Conference

Voice mail

Tele/VideoConference


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Nonverbal Communication

Communication transmitted withoutwords

Body language: gestures, facial

expressions and other body movementsthat convey meaning


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Barriers to Effective Communication

Differing Perceptions Filtering

Emotions

Inconsistencies

between verbal andnon-verbalcommunications

Prior trust/distrustbetween parties

Information Overload

Defensiveness Language

National Culture


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Overcoming Barriers

Use Feedback

Simplify Language

Listen Actively

Constrain Emotions

Watch Non-Verbal Cues


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Organizational Communication

All the patterns, networks, and systems ofcommunication within an organization


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Factors Influencing Organizational

Communication

The Formal channels of communication:that is endorsed and controlled bymanagers- newsletters, regular memos,

reports, staff meetings The Organizations authority structure

Job Specialization

Information Ownership: An Individualpossess unique information andknowledge about their jobs.


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Job Specialization- The Facilitator of

communication

Job specialization usually leads to bettercommunication within specialized groups.These employees are likely to share the

same jargon, goals and tasks and thuscommunicate easily about their work


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Vertical Communication

Any communication that moves up ordown the chain of command

Downward Communication: Starts with topmanagement and flows down throughmanagement levels to line workers and nonsupervisory personnel

Purpose: To advise, inform, direct, instruct

and evaluate employees and to provideorganization members with information aboutgoals and policies.


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Upward Communication

Main function: To supply information to theupper levels about what is happening at thelower levels.

Includes progress reports, suggestions,explanations and requests for aid ordecisions


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Vertical Communication- Problems Downward

Communication:Likely to be filtered,modified, or haltedat each level as

managers decidewhat should bepassed down totheir employees

Do not provide info

to employees theyneed to carry outtasks effectively

Upward Communication:Likely to be filtered,condensed, or altered bymiddle managers who seeit as part as part of their job

to protect uppermanagement from non-essential data originating atthe lower levels

Keep with them as wellinformation that wouldreflect unfavorably on them


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Lateral Communication

Communication between differentdepartments of an organization thatgenerally follows the work flow ratherthan the chain of command, and thusprovides a direct channel for coordinationand problem solving

Communication that takes place among

employees on the same organizationallevel


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Informal Communication & Grapevine

Communication thatis not defined by theorganizations

structural hierarchy

Communicationwithin an organizationwhich is not officially

sanctioned

Grapevine: Theinformal

Communication

network

The various pathsthrough whichinformal

communication ispassed through anorganization


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Grapevine-Types

Single strand chain

Gossip chain

Probability chain

Cluster chain


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Communication by Organizations

To Customers

Other stakeholders of business


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Negotiation- The Tool to manage

conflicts

Negotiation

The use ofcommunication skills

and bargaining tomanage conflict andreach mutuallysatisfying outcomes

Conflict

Disagreement aboutthe allocation of

scarce resources orclashes regardinggoals, values and soon; can occur on the

interpersonal ororganizational level


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Negotiation Situations- Lewicki &

Litterer

1. Conflict of interest between two or moreparties

2. No fixed or established set of rules or

procedures for resolving the conflict, orthe parties prefer to work outside of a setof rules and procedures to invent theirown solution to the conflict

3. The parties (for the moment) prefer tosearch for agreement rather than to fightopenly


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Factors important to Negotiation

1. Whether the parties see their interests asdepending on each other

2. The extent of trust/distrust between theparties

3. Each partys ability to communicateclearly and to persuade or coerce theother party to accept its point of view

4. The personalities and idiosyncrasies ofthe actual people involved

5. The goals and interests of the parties


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Negotiation Process- Types

Integrative

Distributive


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Integrative Process

Negotiation process in which theprospects for both parties gains are

encouraging; also known as a win-win

situation Parties attempt to reconcile their stakes-

are characterized by open, emphatic

communications


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Distributive Process

Negotiation process in which each of theparties tends to seek maximum gains andwants to impose maximum losses on the

other; also known as a win-lose situationor zero sum

Documents

Unit 11 Communication