Chapter

Chapter 33

The
The Communicating
Communicating Process
Process

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
1 Upper Saddle River, NJ 07458
 Variables
Variables Affecting
Affecting the
the Communication
Communication Process
Process

1. Nature of the message

2. Background of sender
3. Background of receiver
4. Relationship between sender and receiver
5. Time of day
6. Unusual circumstances of those communicating

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
2 Upper Saddle River, NJ 07458
 Elements
Elements of
of the
the Communication
Communication Process
Process

Noise Sender

Feedback Receiver

Channel Message

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
3 Upper Saddle River, NJ 07458
 Is a process that involves
translating the thoughts or
Encoding information into words,
signs, or symbols.

Occurs when the receiver

interprets the message
Decoding and gives it meaning
from his or her own
perspective.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
4 Upper Saddle River, NJ 07458
 Communication
Communication Flows
Flows

Horizontally
Upward (Laterally) Downward
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
5 Upper Saddle River, NJ 07458
 Downward Communication

Is used by administrative office managers to:

1. Keep their subordinates informed.

2. Give them job-related instructions.
3. Provide subordinates with feedback
regarding their job performance.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
6 Upper Saddle River, NJ 07458
 Factors
Factors to
to Consider
Consider in
in Selecting
Selecting Appropriate
Appropriate
Downward
Downward Medium
Medium

Permanency of record
Formality

Immediacy

Need for evidence of understanding or feedback

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
7 Upper Saddle River, NJ 07458
 Factors
Factors That
That Affect
Affect the
the Success
Success of
of
Downward
Downward Communication
Communication

1. Appropriateness of communication channel

2. Timing and clarity of the message
3. Attitudes of those involved in the communication
process

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
8 Upper Saddle River, NJ 07458
 Is used by employees to convey to their supervisors
their feelings, ideas, aspirations, and attitudes

Upward Communication

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
9 Upper Saddle River, NJ 07458
 Factors
Factors to
to Consider
Consider In
In Selecting
Selecting Appropriate
Appropriate
Downward
Downward Medium
Medium

Permanency of record
Formality

Immediacy

Need for evidence of understanding or feedback

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
10 Upper Saddle River, NJ 07458
 Variables
Variables That
That Affect
Affect the
the Success
Success of
of
Upward
Upward Communication
Communication
1. The nature of the relationship between the
subordinate and the manager.
2. The quality of the subordinate’s presentation
of the message.
3. The extent to which the content of the message
is positive or negative.
4. The timeliness of the message.
5. The extent to which the substance of the message
is useful.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
11 Upper Saddle River, NJ 07458
 Takes place
between
Horizontal Communication
individuals of
equal hierarchical
rank and is more
informal than
either downward
or up communi-
cation.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
12 Upper Saddle River, NJ 07458
 Functions
Functions of
of Horizontal
Horizontal Communication
Communication

1. It helps employees fulfill their socialization

needs.
2. It helps employees and departments coordinate
their activities with one another.
3. It helps others better understand individual and
departmental responsibilities.
4. It helps individuals solve their own problems
before others have to become involved.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
13 Upper Saddle River, NJ 07458
 The
The Grapevine
Grapevine

Is a type of informal communication

It is often a fast and surprisingly accurate

communication process.

Management sometimes uses the grapevine to

assess employee reaction to a proposed change.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
14 Upper Saddle River, NJ 07458
 Reasons
Reasons People
People Join
Join Small
Small Groups
Groups

Power
Power or
or Strength
Strength
Security
Security in
in Numbers
Numbers

Morale
Morale Ready
Ready Access
Access
Support
Support to
to Advice
Advice
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
15 Upper Saddle River, NJ 07458
 Nonverbal
Nonverbal Cues
Cues Impact
Impact the
the Communication
Communication
Process
Process By:
By:
Confirming: These cues confirm a verbal message.
Replacing: These cues replace spoken words.
Contradicting: These cues contradict the verbal
message, adding an element of
confusion to the communication
process.
Emphasizing: These cues support the verbal
message.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
16 Upper Saddle River, NJ 07458
 Nonverbal
Nonverbal Communication
Communication isis Expressed
Expressed By
By

Body Language

Time Paralanguage

Proxemics
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
17 Upper Saddle River, NJ 07458
 Body
Body Language
Language Involves
Involves

Eye contact
Gestures
Kinesics
(posture)
Occulesics
(facial expressions) Tactilics
(touch)
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
18 Upper Saddle River, NJ 07458
 Paralanguage
Paralanguage Involves
Involves

Speaking range Intrusions

Pitch
Speaking rate

Pauses
Volume
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
19 Upper Saddle River, NJ 07458
 Proxemics Involves

Structure of territory
and space Seating arrangement

Ambience of
Artifacts and
the room
objects in the room
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
20 Upper Saddle River, NJ 07458
 Time
Time of
of Day
Day Involves
Involves

Time of day in which

communication takes place
Promptness with which
an appointment gets underway

Meeting deadlines

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
21 Upper Saddle River, NJ 07458
 Barriers
Barriers to
to Effective
Effective Communication
Communication

1. Taking things or people for granted.

2. Incorrect assumptions regarding subordinate
interest.
3. Characteristics of upward, downward, and
horizontal communication.
4. Semantics (word meanings).
5. Perception of something.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
22 Upper Saddle River, NJ 07458
 Elements
Elements of
of the
the Listening
Listening Process
Process
(1
(1 of
of 3)
3)

Internal The listener has to be able to

Elements hear the message.

The listener has to be able to attach

proper meaning to the words in the
message.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
23 Upper Saddle River, NJ 07458
 Elements
Elements of
of the
the Listening
Listening Process
Process
(2
(2 of
of 3)
3)

Contextual Are concerned with the

Elements environment in which
communication occurs.

Are affected by noise, time

constraints, accessibility of
sender and receiver to each other
and to the communication channel
being used.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
24 Upper Saddle River, NJ 07458
 Elements of the Listening Process
(3 of 3)

Relationship A cordial relationship

Elements enhances the listening
process.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
25 Upper Saddle River, NJ 07458
 Steps
Steps in
in the
the Decision-Making
Decision-Making Process
Process

1. Defining and limiting the problem (or situation).

2. Analyzing the problem (or situation).
3. Defining criteria to be used in evaluating various
solutions.
4. Gathering the data/information.
5. Identifying and evaluating possible solutions.
6. Selecting the best solution.
7. Implementing the solution.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
26 Upper Saddle River, NJ 07458
 Steps
Steps in
in the
the Nominal
Nominal Group
Group Technique
Technique

Listing

Final Voting Recording

Discussing Voting

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
27 Upper Saddle River, NJ 07458
 Sources
Sources of
of Conflict
Conflict

1. Limited resources that must be shared.

2. Incompatibility of goals.
3. Organizational reward systems thought to
treat some unfairly.
4. Changes in the organizational environment.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
28 Upper Saddle River, NJ 07458
 Types
Types of
of Change
Change Confronting
Confronting
Administrative
Administrative Office
Office Managers
Managers

Planned Is proactive
Planned Change
Change
Is a result of careful planning,
developing, and implementing

Is forced change
Reactive
Reactive Change
Change
Is a result of events that
make change necessary
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
29 Upper Saddle River, NJ 07458
 Steps
Steps Involved
Involved in
in Implementing
Implementing Change
Change

1. Recognize the need for change.

2. Plan the change.
3. Recommend a plan.
4. Decide about the plan.
5. Implement the plan.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
30 Upper Saddle River, NJ 07458