Professional Documents
Culture Documents
Communicating in Organizations
Communicating in Organizations
Perception and
Communication
Message is constructed from past events,
experiences, expectations, and current
motivations
Receiver relies on his or her frame of
reference for decoding and
understanding message.
Perception and
Communication
Perception = Process we use to make sense
out of the environment
Perceptual selectivity = objects and stimuli
are screened and selected
Perceptual organization = Categorizing
stimuli according to our frame of reference
Communication Channels
Channel Selection
Nonroutine messages concern novel
events and have great potential for
misunderstanding--Use rich channels
Routine messages convey information
managers already agree on and
understand--Can use channel low in
richness.
Nonverbal Communication
Listening
The skill of receiving messages accurately
Requires attention, energy, and skill.
Organizational
Communication
Formal Communication Channels = flow
within the chain of command.
Downward communication
Upward communication
Horizontal communication
Informal communication channels
Downward Communication
1. Implementation of goals, strategies, and
objectives
2. Job instructions and rationale
3. Procedures and practices
4. Performance feedback
5. Indoctrination.
Upward Communication
1. Problems and exceptions
2. Suggestions for improvement
3. Performance reports
4. Grievances and disputes
5. Financial and accounting information
Horizontal Communication
Exchange Across Peers or Co-Workers
1. Intradepartmental problem solving
2. Interdepartmental coordination
3. Staff advice to line departments.
Informal Communication
Channels
Management by wandering around
(MBWA)
The Grapevine (informal, personal, unofficial)
Managing Organizational
Communications
Barriers to communication
Managing organization communications
Barriers to Communication
Organizational Barriers
Status and power differences between lower
and higher levels
Differences across departments of needs and
goals
The communication flow may not fit the
group's or organization's task
Formal channels may not be available for
upward, downward, and horizontal
communications.
Overcoming Communication
Barriers
Individual Skills
- Active listening
- Select the appropriate channel for the
message
- Make a special effort to understand each
other's perspective
- Managers should practice MBWA.
Overcoming Communication
Barriers
Organizational Actions
- Create a climate of trust and openness
- Develop and use formal information channels
in all directions
- Encourage the use of multiple channels
including formal and informal communications
- The organizational structure should fit
communication needs.