A. What Is Communication?

Communication: the process by which information is exchanged between a sender and a

receiver.
The message: data, thoughts, feelings.
2 types of communication, according to its nature:
Interpersonal communication (person to person.
!rgani"ational communication (function to function or unit to unit.
B. Basic Components of Communication
#ender: the initiator of the message.
$ncoding: the process of translating the intended meaning into words and gestures (or
other codes.
%essage: the encoding&process outcome, which consists of verbal and nonverbal
symbols that have been developed to convey meaning to the receiver.
%edium: the method used to convey the message to the intended receiver.
'eceiver: the person with whom the message is exchanged.
(ecoding: the process of translating the symbols into the interpreted message.
)oise: any factor in the communication process that interferes with exchanging
messages and achieving common meaning.
*eedbac+: receiver,s basic response to the interpreted message.
Basic Components of Communication (2) [see slide]
Steps in the Communication Process
-. Thin+ing
2. $ncoding
.. Transmitting
/. 0erceiving
1. (ecoding
2. 3nderstanding
Communication Contet
0hysical context: place, room, microclimate, sounds, light, colors etc.
Cultural context: mentalities, values, attitudes, beliefs, traditions, life styles etc.
#ocial context: social statuses, type of relationship (official 4 informal, situation etc.
Time context: the moment and the order of transmitting messages.
!"pes of Communication
-. 5erbal communication: the written or oral use of words to communicate 6 explicitly,
voluntary7 standardi"ed codes.
2. )onverbal communication: by means of elements and behaviors that are not coded
into words.
Basics of #r$ani%ational Communication
Chain of command: lines of authority and formal reporting relationships 8 !C should stic+ to
this CC.
(ownward communication: information that flows from the top of the organi"ation toward
the bottom.
3pward communication: information that flows from the bottom of the organi"ation toward
the top.
9ori"ontal communication: information that flows between departments or functional units,
usually as a means of coordinating effort.
(eficiences in the Chain of Command
Informal communication: the chain of command fails to consider informal communication
between members 6 not all the informal communication benefits the organi"ation (informal
grapevine a.s.o..
*iltering: the tendency for a message to be watered down or stopped during transmission.
!pen door policy: the opportunity for employees to communicate directly with a manager
without going through the chain of command.
#lowness: especially for hori"ontal communication between departments.
Cross&functional teams, empowerment.
#r$ani%ational Communication Channels [see slide]
&roup Communication 'et(or)s [see slide]
C. *ana$er+Su,ordinate Communication
0erceptions that managers are good communicators tend to be correlated positively with
organi"ational performance.
%anagers and employees often differ in their perceptions of the following issues:
9ow employees should and do allocate time.
9ow long it ta+es to learn a :ob.
The importance employees attach to pay.
The amount of authority the employee has.
The employee,s s+ills and abilities.
The employee,s performance and obstacles to good performance.
The manager,s leadership style.
Barriers to -ffecti.e *+S Communication
Conflict role demands
The boss must simultaneously direct and control the employee,s wor+ and be attentive to the
emotional needs and desires of the employee. %any managers have difficulties balancing
these two role demands.
The mum effect: the tendency to avoid communicating unfavorable news to others.
/. !he &rape.ine
;rapevine: an organi"ation,s informal communication networ+.
;rapevine does not restrict to communicating information by word of mouth. It may
encompass written notes, e&mail, and fax messages.
!rgani"ations often have several grapevine systems, some of which may be loosely
coordinated.
The grapevine can transmit information relevant to the performance of the
organi"ation as well as personal gossip (many times, it is difficult to distinguish
between the two.
Pros and Cons of the &rape.ine
0ros:
It can +eep employees informed about important organi"ational matters, such as :ob
security.
It can provide a test of employee reactions to proposed changes without ma+ing
formal commitments.
Cons:
It becomes a constant pipeline for rumors <rumor. an unverified belief that is in general
circulation=.
-. !he 0er,al 1an$ua$e of Wor)
>argon: speciali"ed language used by :ob holders or members of particular occupations or
organi"ations.
?ocal :argon might be a barrier to clear communication between departments.
)ew organi"ational members often find the use of :argon especially intimidating and
confusing.
>argon is a communication barrier to those outside the organi"ation or profession.
2. !he 'on.er,al 1an$ua$e of Wor)
@inesic behavior: body movements, such as gestures, facial expressions, eye movements, and
posture.
0roxemics: the influence of proximity and space on communication.
0aralanguage: vocal aspects of communication that relate to how something is said rather than
to what is said.
!b:ect language: the communicative use of material things, including clothing, cosmetics,
furniture, and architecture
&. &ender /ifferences in Communication
;ender differences in communication have their origin in childhood:
;irls see conversations as a way to develop relationships and networ+s of connection
and intimacy.
Aoys view conversations as a way for them to achieve status within groups and to
maintain independence.
3e" /ifferences in *ale and 2emale Communication
;etting credit.
Confidence and boasting.
Bs+ing Cuestions.
Bpologies.
*eedbac+.
Compliments.
'itual opposition.
%anaging up and down.
Indirectness.
4. Cross+Cultural Communication
The ma:or issues 8 problems:
?anguage differences.
)on&verbal communication across cultures.
$tiCuette and politeness across cultures.
#ocial conventions across cultures.
Cultural context 8 high&context 4 low&context cultures.
4i$h+Contet Cultures
9igh&context cultures: most information drawn from surroundings7 very little must be
explicitly transferred.
)onverbal important.
Information flows freely.
0hysical context relied upon for information.
$nvironment, situation, gestures, mood 6 all ta+en into account.
%aintain extensive information networ+s.
1o(+Contet Cultures
?ow&context cultures: information must be provided explicitly, usually in words.
?ess aware of nonverbal cues, environment and situation.
?ac+ well&developed networ+s.
)eed detailed bac+ground information.
Tend to segment and compartmentali"e information.
Control information on a Dneed to +nowE basis.
0refer explicit and careful directions from someone who D+nowsE.
@nowledge is a commodity.
-ffects of Cultural Contet
0eople from 9CCs want to +now about you and your company you represent in great
detail (this provides a context for understanding your messages.
;etting to the point Cuic+ly is not valued in 9CCs. ?onger presentations and meetings
allow people to get to +now one another and to consider a proposal in a series of
stages.
Fhen communicating with people from a 9CC, one must give careful consideration to
the age and ran+ of the communicator. Bge and seniority tend to be valued in 9CCs,
and the status of the communicator is an important contextual factor that gives
credibility to a message. ?CCs: Dit,s the message that countsE.
0eople from ?CCs tend to favor very detailed business contracts. *or them, the
meaning is in the message itself. 9CCs place less emphasis on lengthy contracts
because the context in which the deal is sealed is critical.
I. Personal Approaches to Impro.in$ Communication
Aasic principles of effective communication:
Ta+e the time.
Ae accepting of the other person.
(o not confuse the person with the problem.
#ay what you feel.
?isten actively.
;ive timely and specific feedbac+.
Assume cultural differences until you know otherwise.
Recognize differences within cultures.
Watch your language (and theirs).
5. #r$ani%ational Approaches to Impro.in$ Communication
.2G degree feedbac+.
$mployee surveys and survey feedbac+.
#uggestion systems and Cuery systems.
Telephone hotlines, T5 networ+s, and intranets.
%anagement training.