Principles of Management MGT 2010 Chapter 11 Communication: Interpersonal & Organizational Communication • • Process through which people and organizations

accomplish goals. Through communication we share: Attitudes Values Emotions Ambitions Wants Needs Successful communication is well planned and thoughtfully executed. Failed plans are often the result of failed attempts at communicating. Communication can avoid waste and confusion

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Communication Process Communication is transmission of information. • The goal is common understanding. • Sender = the initiator of communication. • Receiver = the person or group who gets the communication. • Message = the information that is transmitted. • Medium = channel or means chosen by the sender to transmit the message. • Feedback = information from receiver showing how they received the sender’s message. Mediums of Communication Verbal 1) Traditional Printed matter 2) Electronic Delivery systems 3) Conversations should be used when it is intended for one person and it requires personal contact. 4) Choice of Medium is influenced by: Content of message. Importance of feedback. The number of intended receivers. The receiver’s & sender’s preferences in communication. The environment of the sender and receiver. The technologies available.

a profession.4 • Teams are a growing trend in business. Stereotypes are predetermined beliefs about a group of people. • Counseling and coaching an employee. Differing perceptions. Appropriate when: • Discussing matters that require discussion. They exchange views. Jargon is the specialized or technical language of a trade. Semantics is the meaning of words and how people interpret the meaning or the abstract concept. . Transmit information. Preconceived notions by the receiver which cause them to shut out the message. they tend to tune them out. • Performance appraisals.Consists of messages transmitted without the use of words. • Committee meetings. Expectations of Familiarity. Everyone needs to keep an open mind. Discuss work. subculture or other group. • Brainstorming sessions. Communication & Teams Page 367 Figure 11. The source lacks credibility. Perception is ways in which people observe and the bases for their judgments about the stimuli they experience.Nonverbal Communication . Barriers to Interpersonal Communication • • • • • • • Diction is the choice and use of words in speech and writing that significantly affects communication. If receivers are familiar with speaker’s thoughts. This type of person tends to have limited growth and development. • Letters • Memos • Outlines • Reports • Pictures Interpersonal Communication Face to face or voice to voice conversations that takes place in real time and allows for instant feedback. Deliberate on a problem or issue.

Breakdowns. Change. • It can be supportive or an obstacle to management. Companies that are secretive about information or do not trust their workers will have difficulty communicating. Timing. Formal Channels Downward • Figure 11. Emotions interfere with reason and understanding. • Accessible to every person in the organization. Barriers to Organizational Communication • • • • • • • • • Overload. Noise is anything in the environment that interferes with the sending and receiving of messages. If a manager supervises more people than time and energy permit. Filtering Levels. Managers’ Interpretations. Communications that must pass through several hands can delay the process. Inappropriate Span of Control. • Difficult to stop or counter. Status hinders some employees from communicating openly. Rank or Status in the Company.6 Page 372 Informal Communication Channels Grapevine • Can penetrate security. Lack of Trust & Openness. How a manager perceives the world is how they will react to it. To much information or information people do not want.• • • Conflicting nonverbal communication is when a person’s physical appearance sends a different message from their words. • Tends to only have anonymous sources. Electronic Noise. overloads and systems “going down” add more problems to communication. Change often hinders communication. Management levels can become barriers as they interpret information and pass it along. . Organizational Communication Formal Channels • Management designates a pipeline running up and down the organization for official communication. communication suffers. • It is fast.

Page 387 Application Case “Alcoa’s Open Work Spaces . 2) Know the receiver and construct the message accordingly. 4) Initiate feedback Ten Commandments of Good Communication Page 383 Figure 11.Improvement of Communication Responsibility of Senders 1) Be Certain of Intent. 3) Receivers can facilitate communication by stating a preference for a certain medium. 5) Seeking and giving feedback. 4) Timing the transmission.11 Homework. 3) Select the proper medium. Responsibilities of Receivers 1) Listen Actively 2) Be sensitive to the Sender.