Chapter
15
Managing Communication
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Learning Objectives
After reading this chapter, you should be able to:
 Understand
 Eliminate
the process of communication.
barriers that distort the meaning of information.
 Analyze
the basic patterns of organizational
communication.
 Develop
the skills of organizing and running effective
meetings.
 Master
electronic forms of communication such as e-mail
and know when to use them.
 Work with an organization’s informal communication.
 Improve assertive communication, presentation, nonverbal,
and listening skills.
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The Process of Communication
 Communication
is a process that
involves the transmission of
meaningful information from one
party to another through the use of
shared symbols.
 Communication
is successful when
meaning is understood.
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The Process of Communication
(continued)
 Two
forms of information are sent and received in
communication:
– bits of information that can be objectively measured
or described.
 Feelings – an individual’s emotional responses to decisions
made or actions taken by other people.
 Facts
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Skills for Managing Communication
Assertive
Communication Skills
Presentation Skills
Listening Skills
Nonverbal
Communication Skills
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16.2
The Communication Process
Receiver provides
verbal and nonverbal
responses to sender
Sender
has idea
Sender
encodes
idea into
message
Sender's response
to feedback may
trigger additional
feedback to receiver
Message
channels
and
Noise
Receiver
perceives
&
decodes
message
Adapted from Figure 16.1
The Communication Process:
Feedback
 Feedback
allows the sender to clarify the message if its
true meaning is not received.
 Two-way
Communications – communication channels that provide for
feedback.
Communications – communication channels that provide no
opportunity for feedback.
 One-way
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The Communication Process:
Barriers to Effective Communication
 Barriers
can disrupt the accurate transmission of
information.
 These barriers take different forms:
 Sender
barrier
 Encoding barrier
 Communication channel barrier
 Decoding barrier
 Receiver barrier
 Feedback barrier
 Noise barrier
 Perception barrier – selective perception/prejudgment
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Patterns of Organizational
Communications
 Communications
 Possible
in organizations can be complex.
barriers to communication includes:
 Differences
in employee status and power
 Diversity
 Differences
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in interests
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Patterns of Organizational
Communications
Downward Communication
Upward Communication
Horizontal Communication
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Constructive Feedback
 Focus
your feedback on specific behaviors that
were successful or that were unsuccessful.
 Keep personality traits out of your feedback by
focusing on what rather than who.
 Investigate whether the employee had control over
the results before giving feedback about
unsuccessful behaviors.
 Feedback should be given as soon as possible.
 Ensure privacy when giving feedback about
negative behaviors.
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Communication Channels Ranked
by Information Richness
Richest Channel
Physical
presence (faceto-face,
meetings)
Best for nonroutine,
ambiguous,
difficult messages
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Leanest Channel
Interactive
channels
(telephone,
electronic media,
voice mail, e-mail)
Personal static
channels (memos,
letters, reports
tailored to
receiver)
Impersonal static
channels (fliers,
bulletins,
generalized
reports)
Best for routine,
clear, simple
messages
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Managing Organizational
Communications
Face-to-Face
Communication
Written
Communication
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Electronic
Communication
Informal
Communication
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Steps you can take to make
meetings more productive

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Ask yourself if it’s important even to schedule a
meeting.
Schedule the meeting for an appropriate place.
Create an agenda for the meeting and distribute
it ahead of time.
Establish rules for participation.
Follow the agenda’s time limits for each topic.
Leave some open time for topics not on the
agenda.
End the meeting with a plan of action.
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Informal Communication
called the grapevine – informal communication
that takes place at the workplace.
 Also
 can
be about promotions and other personnel decisions
 can be about company events (new products, downsizing)
 must be managed so that negative rumors do not hurt
morale
by Wandering Around (MBWA) –
dropping in unannounced for spontaneous
conversations
 Management
 builds
levels of trust
 stops harmful rumors
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Assertive Communication Skills
 Assertive
communication skills—communicate in ways
that meet one’s own needs while at the same time respecting the
needs and rights of others
 Several
less effective styles people tend to use
because they are indirect or not mindful of needs:
 Passive
communication – an individual does not let others know
directly what he or she wants or needs.
 Aggressive
communication – a forceful approach that expresses
dominance or anger.
 Passive-aggressive
communication – avoids giving direct
responses but rather tries to “get even” with others.
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Presentation Skills
Basic guidelines
 Prepare objectives
 Organize the presentation
 Structure the presentation
 Tailor the presentation
 Establish credibility
 Speak in a responsive and conversational style
 Use visual aids
 Practice presentation skills
 Restate key ideas
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Nonverbal Communication Skills
 Nonverbal
communication is sending and decoding
messages with emotional content.
 Dimensions
of nonverbal communication:
 Body
movements and gestures
 Eye contact
 Touch
 Facial expressions
 Physical distance
 Tone of voice
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Listening Skills
 Help
create understanding between both parties
 Are an active rather than passive activity
 Use of nonverbal indicators, like eye contact, tone
of voice, or touch
 Are an invaluable skill for managers
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Guidelines for Active Listening

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Do create a supportive
atmosphere.
Do listen for feelings as well as
words.
Do note cues.
Do occasionally test for
understanding.
Do demonstrate acceptance and
understanding.
Do ask exploratory, open-ended
questions.
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
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Don’t try to change the other’s
views.
Don’t solve the problem for the
speaker.
Don’t give advice.
Don’t pass judgment.
Don’t explain or interpret others’
behavior.
Don’t give false reassurances.
Don’t attack if the speaker is
hostile.
Don’t ask “why” the feelings.
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Applications of Management
Perspectives—For the Manager
 Use
your listening skills when dealing with an
employee who has an issue that is emotional in
nature.
 Try to understand the issue from the employee’s
perspective.
 If it is necessary to give negative feedback, make
sure that the behavior being criticized is one the
employee is able to control.
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Applications of Management
Perspectives—For Managing Teams
 If
you are part of a virtual team it is important to
schedule periodic face-to-face meetings in order to
build team spirit and trust.
 Without
trust, there can be misunderstandings and
teams are likely to be short-lived.
 Make
sure individual team members and the team
as a whole receive performance feedback.
 Give
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team members customer feedback.
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Applications of Management
Perspectives—For Individuals
 Look
for ways to practice presentation skills by
speaking to different audiences.
 Find
ways to enhance your credibility so that
people want to listen to what you have to say.
 Act
with integrity around other employees.
 Make
sure your actions are consistent with your
verbal messages.
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