Promoting

Effective
Communication

chapter sixteen

McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
 Learning Objectives
1. Explain why effective communication helps
an organization gain a competitive
advantage.
2. Describe the communication process, and
explain the role of perception in
communication.
3. Define information richness, and describe
the information richness of communication
media available to managers.

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 Learning Objectives (cont.)
4. Describe the communication networks that
exist in groups and teams.
5. Explain how advances in technology have
given managers new options for managing
communications.
6. Describe important communication skills
that managers need as senders and receivers
of messages and why it is important to
understand differences in linguistic styles

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Communication and Management
Communication
 The sharing of
information between
two or more
individuals or groups
to reach a common
understanding.

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 The Communication Process
Figure 16.1

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The Role of Perception in
Communication
Biases
 systematic tendencies
to use information
about others in ways
that can result in
inaccurate perceptions

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 Information Richness of
Communication Media
Figure 16.2

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Face-to-Face Communication
Face-to-Face
 Has highest
information richness.
 Can take advantage of
verbal and nonverbal
signals.

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 Impersonal Written
Communication
 Impersonal Written Communication
 Has the lowest information richness.
 Good for messages to many receivers where little
or feedback is expected (e.g., newsletters,
reports)

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 Communication Networks in
Groups and Teams
Figure 16.3

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 Formal and Informal Communication
Networks in an Organization
Figure 16.4

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 Groupware and Collaboration
Software
 Groupware
 Computer software that enables members of
groups and teams to share information with each
other to improve
communication
and performance

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 Communication Skills for Managers
as Senders
Table 16.2

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Communication Skills for Managers
as Senders
 Jargon
 specialized language that members of an
occupation, group, or organization develop to
facilitate communication among themselves
 should never be used when communicating with
people outside the occupation, group, or
organization

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Communication Skills for Managers
as Senders
 Filtering
 Withholding part of a message because of the
mistaken belief that the receiver does not need or
will not want the information.
 Information distortion
 Changes in the meaning of a message as the
message passes through a series of senders and
receivers.

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