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 Chapter Three

Managing Communications

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 Chapter Objectives
 To understand:
• The two-way communication process
• Barriers to communication
• Factors leading to effective communication
• Downward and upward communications
problems
• The roles of questioning and listening
• The impact of electronic communications
• Organizational grapevines and rumors

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 Introduction
 Communication is…
• An ever-present activity
• How people relate to one another and combine
their efforts
• Necessary for the health of the organization
 Communication travels…
• Upward, downward, laterally
 Listening and humility are important parts of
the communication process

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 Communication Fundamentals
 Communication transfers information and
understanding from person to person
• The goal is for receivers to understand the
message as it was intended
• Two people are required…
 There is no communication until a message is…
• Received
• Interpreted
• Understood

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 The Importance of Communication
 Organizations cannot exist without
communication
• Coordination of work
• Input to management
• Instructions
• Cooperation
• Feelings and needs
 Every act of communication influences the
organization in some way
• Effective communication encourages better
performance
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 The Importance of Communication
 Open communication is better than restricted
communication
• Informed employees usually respond favorably
• Open-book management is open and transparent
 Managers…
• Initiate communications
• Pass messages on
• Interpret communications for employees
• Need timely, useful information to make sound
decisions

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 The Two-Way Communication Process

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 Potential Problems
 Two-Way Communication Drawbacks
• Polarization
• Defensive reasoning
• Cognitive dissonance
• Self-revelation
• Face-saving
• Threat to self-image
• Regrettable messages

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 Communication Barriers (Noise)
 Personal barriers
 Psychological distance
 Physical barriers
 Proxemics
 Semantics
• Jargon (acronyms)
• Slang
• Translation
• Inference

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 Communication Symbols
 Words
• Context provides meaning
 Social Cues
• Positive or negative
 Readability
 Pictures

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 Non-Verbal Communication (Action)
 Key Points
• Failure to act is a way of communicating
• Actions speak louder than words
• Credibility gaps cause problems
• Body language provides meaning

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 The Impact of Barriers

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 Downward Communication
 Managers who communicate successfully are…
• Sensitive to human needs
• Open to true dialog with employees
 Flashy but often ineffective communication
methods…
• Colorful booklets
• PowerPoint presentations
• Elaborately planned meetings

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 Downward Communication
 Prerequisites
• Develop a positive communication attitude
• Get informed
• Plan for communication
• Develop trust
 Problems
• Communication overload
• Acceptance of communication
 Quality is preferable to quantity

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 Downward Communication
 Communication Needs
• Job instruction
• Realistic job previews
• Performance feedback
• News
• Social support

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 Upward Communication
 Difficulties
• Delay
• Filtering
• Silence
• Need for a response
• Distortion

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 Upward Communication
 Upward Communication Practices
• Questioning
• Listening
• Employee meetings
• Open-door policy
• Management by walking around
• Participation in social groups

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 Guidelines for Effective Listening
 Stop talking!
 Put the talker at ease
 Show that you want to listen
 Remove distractions
 Empathize with a talker
 Be patient
 Hold your temper
 Go easy on argument and criticism
 Ask relevant questions
 Stop talking!
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 Other Forms of Communication
 Lateral Communication
• Cross-communication
• Boundary spanners
• Networking
• Ombudsperson
 Electronic Communication
• Electronic mail
• Blogs
• Telecommuting
• Virtual offices
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 Informal Communication
 The Grapevine
• Coexists with the formal communication system
• Includes all informal communication
• Can be both inside and outside the organization
 Electronic Grapevine
• Speeds up transmission of information
• Will not replace the traditional grapevine

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 Features of the Grapevine
 Cluster Chain
• Liaison individuals
 Factors that Encourage Grapevine Activity
• Excitement and insecurity
• Involvement of friends and associates
• Recent information
• Procedure that brings people into contact
• Work that allows conversation
• Job that provides information desired by others
• Personality of communicator
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 Features of the Grapevine
 The Grapevine is Influential
• 53% of managers and white-collar employees
view the grapevine as negative
• 27% see it as positive
• Contrary to common perceptions, over 3/4ths
of grapevine information is accurate

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 Rumor
 Rumor is…
• Often used as a synonym for “grapevine”
• Information communicated without verification
• Generally incorrect
• Prompted by interest and ambiguity
• Subject to filtering and elaborating
 Types of Rumors
• Historical and explanatory
• Spontaneous and action-oriented
• Positive or negative
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 Guidelines for Control of Rumor
 Remove its causes
 Apply efforts primarily to serious rumors
 Refute rumor with facts
 Deal with rumor as soon as possible
 Emphasize face-to-face supply of facts, confirmed
in writing if necessary
 Provide facts from reliable sources
 Refrain from repeating rumor while refuting it
 Encourage assistance of informal and union leaders
 Listen to all rumors in order to understand what
they may mean
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