I. Introduction.

A. Interpersonal communication.
 Important to managerial effectiveness.
 Tasks carried out through interpersonal
communication.
 Face-to-face interpersonal communication best
way to process issues.
 Immediate feedback
 Simultaneously observe multiple cues.
 More quickly identify and use natural and
personal language.
I. Introduction.

B. Definitions.
 Information richness-potential
information-carrying capacity of
data.
 Data-the output of a communication
channel.
 Data become information when they
reinforce or change understanding of
receivers.
II. The Basic Communication
Process.
A.Sender and receiver.
 Instant shifting of roles particularly
important for managers.
 Characteristics of each influence
the process.
 When one antagonistic toward goals of
other, distortion and
misunderstanding likely.
 The less goals involve attitudes and
values, the less probability of distortion.
II. The Basic Communication
Process.

B. Transmitters and receptors.

 The means available for sending and receiving.
 Verbal and non-verbal.
C. Messages-data transmitted and coded symbols.
 Sender hopes message received as intended.
 No communication without some shared
understanding.
D. Channels-means by which messages travel.
E. Noise-any interference with the intended message.
 May be overcome by repeating or increasing
intensity
II. The Basic Communication
Process.

F. Meaning-a person's ideas, facts, opinions,

attitudes.
G. Encoding-sender's translation of meanings into
messages that can be transmitted.
 Should be transmitted in form receiver can
understand.
H. Decoding-translating received messages into
interpreted meanings.
 Ideal state is where intended meaning is same as
interpreted meaning.
 Feedback-receiver's response to message from
sender.
III. Communication Networks.

A. Interpersonal communication network.

 Focuses on relationships rather than individuals.
B. Role of networks.
 Networks emphasize patterns of signal flow.
 Rather than whether signal received as intended.
 Networks can influence this match.
 Vertical and lateral networks exist in the workplace.
 Group size places limits on possible networks within group.
 Networks increase geometrically as size increases
arithmetically.
 Status, etc., may also limit directions of communication.
 Even if open communication is encouraged.
 Types of networks and their uses important in
understanding:
 Power and control relationships.
 Rates of innovation.
III. Communication Networks.

C. Managerial guidelines and implications.

 Levels of complexity.
 Simple-few demands on network members.
 In collecting, Categorizing, and evaluating.
 In generating goals or objectives.
 In developing or evaluating alternatives.
 In coping with human problems associated with tasks
at hand.
 Complex-high degree of one or more of above demands.
 Appropriate networks.
 Simple networks for simple problems.
 All-channel (open) networks for more complex problems.
 Complex problems usually require member
interdependence.
 The greater the interdependence, more likely open
networks most effective.
III. Communication Networks.

C. Managerial guidelines and implications.

 No single network best in all situations.
 Even if simple network looks right, individuals
may leave or lose motivation.
 Where high interdependence needed, groups may:
 Not share information appropriately.
 Not adequately evaluate alternatives.
 Trade-off in using all-channel network.
 Inefficient if tasks require little interdependence.
 Members feel time wasted.
 More hours spent on all-channel network.