Communicating
Chapter 15
Bateman and Snell
Learning Objectives
After studying Chapter 15, you will know:
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important advantages of two-way communication
communication problems to avoid
when and how to use the various communication
channels
ways to become a better “sender” and “receiver of
information
how to improve downward, upward, and horizontal
communications
how to work with the company grapevine
Interpersonal Communication
Communication
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the transmission of information and meaning from one
party to another through the use of shared symbols
sender - initiates the process by conveying information
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receiver - person for whom the message is intended
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has a meaning s/he wishes to communicate
encodes the meaning into symbols
transmits the message through some channel
decodes the messages
attempts to interpret the sender’s meaning
may provide feedback by encoding a message in response
noise- interference in the system that blocks
understanding
A Model Of The
Communication Process
Person A
Sender
1. Intended meaning
Person B
Receiver
3. Communication
4. Decoding
channel
2. Encoding
10. Intended meaning
9. Decoding
(receiver)
One-way
communication
5. Perceived meaning
8.
Communication
channel
Sender
6. Intended meaning
7. Encoding
Two-way
communication
if B sends
feedback to A
Interpersonal Communication
(cont.)
One-way communication
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process in which information flows in only one
direction
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no feedback from the receiver
faster and easier for sender
Two-way communication
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process in which information flows in two
directions
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receiver provides feedback
basis for constructive exchanges
more difficult and time consuming
more accurate
Interpersonal Communication
(cont.)
Communication pitfalls
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errors can occur in all stages of the
communication process
perceptual and filtering processes create
misinterpretation
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perception - process of receiving and interpreting
information
filtering - process of withholding, ignoring, or distorting
information
cannot assume the other person means what you think
s/he means or understands the intended meanings
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e.g., problems arise because of differemces in
communication style
Interpersonal Communication
(cont.)
Mixed signals and misperception
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people do not attend to everything going on
around them
people inadvertently send mixed signals
can avoid these problems by taking the time to:
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ensure that the receiver attends to the message
consider the receiver’s frame of reference and convey
the message from that perceptual viewpoint
take concrete steps to minimize perceptual errors and
improper signals
send consistent messages
Interpersonal Communication
(cont.)
Oral channel
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advantages - questions can be asked and
answered
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feedback is immediate and direct
receiver can sense the sender’s sincerity
more persuasive
disadvantages
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can lead to spontaneous, ill-considered statements
there is no permanent record of the communication
Interpersonal Communication
(cont.)
Written channel
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advantages –
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message can be revised
provides a permanent record
message stays the same when sent to several receivers
receiver has more time to analyze the message
disadvantages –
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sender has no control over where, when, or if the
message is read
sender does not receive immediate feedback
receiver may not understand parts of the message
message must be longer to answer anticipated questions
Interpersonal Communication (cont.)
Electronic media
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computers ‘talk’ with others electronically
teleconferencing - groups of people in different
locations interact
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advantages - sharing of more information
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audioconferencing - using telephone lines
videoconferencing - see one another on television monitors
speed and efficiency in delivering routine messages
inexpensive
disadvantages - difficulty in solving complex problems
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e-mail most appropriate for routine messages
unsuitable for confidential information
Interpersonal Communication (cont.)
Virtual office
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a mobile office in which people can work anywhere, as
long as they have the tools to communicate with
customers and colleagues
many benefits in the short run
questions remain about long-term effect on productivity
and morale
Managing the electronic load - sheer volume of
communication can be overwhelming
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reliance on teams promotes increased communication
must separate important messages from the routine
discourage people from sending too many e-mail messages
Interpersonal Communication (cont.)
Media richness
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degree to which a communication channel conveys
information
the richest media:
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are more personal than technological
provide quick feedback
allow lots of descriptive language
send different types of cues
Efficiency and effectiveness
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rely on multiple channels when necessary
people must know how to use each channel properly
Improving Communication Skills
Improving sender skills
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Presentation and persuasion skills
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Writing skills - require clear, logical thinking
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redundancy - state your viewpoint in a variety of ways
powerful messages are simple and informative
strive for clarity, organization, readability, and brevity
first draft rarely is as good as it could be
be critical of your own writing
Language - word choice can enhance or interfere with
communications
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consider the receiver’s background and adjust your language
learn something about foreign language for overseas business
Improving Communication Skills
(cont.)
Nonverbal skills
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signals other than those that are spoken or written
can support or undermine the stated message
nonverbal cues may make a greater impact than other
signals
can send a positive message with nonverbal signals
by:
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using time wisely
arranging the office to foster open communication
body language
facial expression and tone of voice
Nonverbal signals in different countries
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need to correctly interpret the nonverbal signals of
others
Improving Communication Skills
(cont.)
Improving receiver skills
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Listening - good listening is difficult and not
nearly as common as needed
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reflection - process by which a person states what s/he
believes the other person is saying
listening begins with personal contact
good listening leads to development of trust
Reading - reading mistakes are common and
costly
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read memos as soon as possible
note important points for later referral
read materials outside of your immediate concerns
Improving Communication Skills
(cont.)
Improving receiver skills (cont.)
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Observing
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effective communicators able to observe and interpret
nonverbal signals
personally visiting plants and other locations to get a firsthand view of operations
must accurately interpret what is observed
Effective supervision
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communicate more information
prefer asking and persuading to telling and demanding
are sensitive to people’s feelings and needs
are willing, empathic listeners
Organizational
Communication
Downward communication
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information that flows from higher to lower levels
in the organization’s hierarchy
problems:
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information overload
lack of openness - withhold information even if sharing
is important
filtering - some information is left out
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message can be distorted by adding personal
interpretation
the fewer the number of authority levels through which
communication must pass, the less information will be lost
or distorted
Organizational Communication
(cont.)
Downward communication (cont.)
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Coaching - important form of downward
communication
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dialogue with a goal of helping another be more effective and
achieve her/his full potential on the job
used to deal with performance problems or to help person
change behavior
coaches for executives sometimes hired from outside the firm
often incumbent on managers to coach themselves
Downward communication in difficult times
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communication important during mergers and acquisitions
full communication helps employees deal with anxiety
signals care and concern for employees
Organizational Communication
(cont.)
Downward communication (cont.)
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Open-book management
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practice of sharing with employees at all levels of the
organization vital information previously meant for
management’s eyes only
practice is controversial
done properly, complete communications system makes
sense to people on the shop floor just as it does to the
top executives
potentially impacts motivation and care for business
results
Organizational Communication
(cont.)
Upward communication
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information that flows from lower to higher levels in the
organization hierarchy
important for several reasons
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managers learn what’s going on
employees gain from the opportunity to communicate upward
facilitates downward communication
problems similar to those for downward communication
Managing upward communication
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managers should facilitate upward communication
managers must motivate people to provide valid information
upward communication can use informal channels
Organizational Communication
(cont.)
Horizontal communication
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information sharing among people on the same
hierarchical level
has several important functions
Managing horizontal communication
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direct contact among managers
integrative roles, task forces, and project teams
management information systems
create a culture of openness, honesty, trust, and mutual
obligation
Organizational Communication
(cont.)
Formal and informal communication
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formal communication - official, organizationsanctioned episodes of information transmission
informal communication - more unofficial
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grapevine - the social network of informal communications
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helps people to interpret the organization
conveys information that the formal system leaves unsaid
Managing informal communication
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managers need to work with the grapevine
talk to the key people
prevent rumors from starting
neutralize rumors once they have started