Communication

Content of the chapter

A. The Importance and Definition of Communication
B. Functions of Communication
C. The Communication Process
D. Nonverbal communication
E. Communicating Within Organizations:
Directions of Communication
F. Communication and Technology
G. Information or Media Richness
H. The Grapevine: An Informal Communication Channel
I. Interpersonal Communications
J. Barriers to Effective Communication and Improving Communication in Organizations
K. Emotional Contagion
L. Active Listening Process
& Strategies
M. Communication in Org. Hierarchies
N. Communication issues in today’s organization
A. The Importance and Definition of Communication
A. Communicating pervades all that managers do

B. Every manager must be a communicator.

C. Despite the tremendous advances in
communication and information technology,
communication among people in organizations
leaves much to be desired.
 Definition of Communication (cont)

 The process by which

information is
transmitted and
understood between
two or more people
 Transmitting the sender’s
intended meaning (not
just symbols) is the
essence of good
communication Courtesy of Sun Microsystems
Communication include

9-5
 B. Functions of Communication

 Coordinating work activities

 motivation
 Fulfilling the drive
to bond
 Knowledge management
 Decision making
 Emotional Expression
 Information
 Others
 C. The Communication Process
 Communication process is defined as “the transmission of information and understanding through
the use of common symbols.”

Who... says what... in what way... to whom...

Communicator Message Medium Receiver

Feedback

...with what effect

Communication Process Model

Sender Receiver
Transmit
Message
Receive
Form Encode Decode
encoded
message message message
message

Noise

Decode Receive Encode Form

feedback feedback feedback feedback
Transmit
Feedback
 Process of communication (cont)
The elements of communication are:

1. Communicator - a person with ideas, intentions, and a purpose for communicating.

2. Encoding - translating the communicator's ideas into a systematic set of symbols and
language that expresses the communicator's purpose.
3. Message - the result of the encoding process (in a verbal or nonverbal form). The message
can be intended or unintended.
4. Medium - the message carrier (e.g., telephone, group meeting, memos, reward systems).
5. Decoding - the receiver's thought processes, which interpret the message in terms
understandable to the receiver.
6. Feedback - from the receiver to the communicator that enables the communicator to
determine whether the message was received and produced the intended effect.
 Provided in two-way, but not one-way communication.
 Provided in many forms (e.g., directly via verbal exchanges and indirectly via
productivity declines, absenteeism increases).
7. Noise - factors that distort the intended message. May occur in each of the elements of
communication.
C. Nonverbal communication – Messages sent
with body posture, facial expressions, and hand
and eye movements.
Non Verbal Communication.mp4
It is as important as verbal communication.
Hand Gestures around the World.mp4
Body language can be classified into five types of
expression:
a. Emblems - gestures (i.e., the OK sign, the V sign for
victory).
b. Illustrators - gestures that give a picture of what is being
said (i.e., extended hands to illustrate the size of an
object).
c. Regulators - movements that regulate a conversation
(i.e., arched eyebrow signaling clarification).
d. Adaptors - subconscious expressions used to adjust
psychologically to the interpersonal climate of a situation
(i.e., drumming fingers on a table, tugging a strand of
hair).
e. Affect displays - subconscious expressions that directly
communicate an individual’s emotions.
 D. Communicating Within Organizations:
Directions of Communication

 Downward communication – communication that

flows from higher to lower levels in an organization.
 Includes: management policies, instructions, and official
memos
 Upward communication – communication flowing
from lower levels to higher levels in an organization.
 Includes: suggestion boxes, group meetings, and
grievance procedures.
 Communicating Within Organizations:
Directions of Communication (continued)
 Horizontal communication – communication that flows across
functions in an organization.
 Necessary for coordinating and integrating diverse organizational
functions.
 Diagonal communication – communication that cuts across
functions and levels in an organization.
 Important when members cannot communicate through upward,
downward, or horizontal channels.
E. Communication and Technology
The Internet and World
Wide Web Intranet

Conferencing

Electronic Mail and

Instant Messaging

Mobile Telephone, Voice Mail

whatsapp, and Personal
Digital Assistants
Communication and Technology (con’t)

9-17
 Technology and communication (cont)
 Network system- members of organization are linked by
computer system, can be connected anywhere. Eg email,
twitter, teleconference
 Wireless capabilities in sharing information- e.g phone,
and other pocket communication devices
 Technology affect the way organizational members
communicate
Communicating Through Social Media

Internet/mobile-based channels with user-generated,

interactive content
– Blogs, wikis, tweets, personal sites (e.g. Facebook)
– More conversational and interactive
– Most can develop a public identity
– Encourage communities -- links, interactivity, feedback
Serves diverse functions
– Presenting and enabling conversations, etc
Admiral Warns Staff of E-mail Faults

Courtesy of Admiral Insurance

Executives at Admiral Insurance are concerned that e-

mail is making staff at the Welsh company less polite.
Along with reminding employees of e-mail’s limitations,
Admiral holds 'no email days’, encouraging employees
to increase face-to-face communication.
 Problems with Email

• Communicates emotions poorly

• Reduces politeness and respect
(flaming)
• Inefficient for ambiguous, complex,
novel situations
• Increases information overload

9-21
 G. Information or Media Richness
Refer to the amount of information that can be
transmitted in an effective manner.
• Very rich/high –example face to face
• high - Telephone conversation, Video
conference
• Low – memo, letter faxes
• Very low - financial report, email, flyer etc.
Hierarchy of Media Richness
Rich

Overloaded
Zone

Media
Richness

Oversimplified
Zone

Lean

Nonroutine/
Routine/clear Situation Ambiguous
 H. The Grapevine: An Informal Communication Channel

 The grapevine is a powerful means of communication that

cuts across channels of communication.
 Many employees listen to the assortment of facts,
opinions, suspicions, and rumors the grapevine provides.
 An organization has several grapevine systems.
 The information normally does not travel through the organization’s
formal channels.
1. Grapevines that serve as a constant source of
rumors can be troublesome.
2. A rumor has three components:
 The target: is the object of the rumor.
 The allegation: is the rumor's point about the
target.
 The source: is the original communicator of the
rumor.
3. Some grapevine rumors are true; some are not.
Regardless of validity, rumors tend to flourish and
can be divided into four categories:
 Types of Rumors
Express the wishes and hopes of
Pipe dreams those who spread rumors

Come from employees’ fears and

Bogie rumors anxieties; causes general
uneasiness

Motivated by aggression or hatred;

Wedge drivers the most damaging type of rumor

Anticipatory rumors, occurring after

Home-stretchers waiting for an announcement.
 4. Grapevines, rumors, and gossip are deeply ingrained in
organizational life. Managers must be tuned in and listen to what
is said.
 Managers must be tuned to what is being said.
 Managers must also seek to keep employees informed about what is
going on.
 5. Informal communications systems can provide another
communications vehicle to keep the work force informed about
job‑related matters.
 Organizational Grapevine
 Early research findings
 Transmits information rapidly in all directions
 Follows a cluster chain pattern
 More active in homogeneous groups
 Transmits some degree of truth
 Changes due to internet
 Email becoming the main grapevine medium
 Social networks are now global
 Public blogs and forums extends gossip to everyone
 I. Interpersonal Communications

 Interpersonal communications – communications that

flow between individuals in face-to-face and group
situations.
 Primary means of managerial communication
 Over three-fourths of a manager’s communications
occur in face-to-face interactions
 The problems that arise when managers attempt to
communicate with other people can be traced to:
 Perceptual differences: example manager may
perceive something based on his experience and
knowledge, preferences, personality, frame of
reference and attitude.
 The Johari Window: Interpersonal Styles and
Communications

Feedback
Less More
Known Unknown
Less
Arena Blind spot Known
Known by others
Exposure

Facade Unknown Unknown

Unknown by others
More
Known by self Unknown by self
The Johari (Joe Luft, ,Harry Ingham) Window presents one conceptualization
of interpersonal communication styles and effectiveness. Figure above
represent Johari Window. It gives different combinations of knowing and not
knowing situations.
1. The Arena - the region most conducive to effective interpersonal
relationships and communication. The area where all information necessary for
effective communication is known to the communicator (self) and receivers
(others). For communication to be in the arena the parties involve must share
identical feeling
a. The larger the Arena, the more effective interpersonal communication.
2. Blind sport - the area where relevant information is known to others but not
to the self.
a. A handicap for the self who cannot understand behaviors and decisions of
others.
3. Façade - when information known by the self is unknown to others.
4. Unknown - the portion of the relationship where relevant information is not
known by the self or others (i.e., “I don't understand them and they don't
understand me.”).
Interpersonal Communication Strategies

Exposure Feedback

32
Interpersonal communication can be improved by using two interpersonal strategies:
 1. Exposure - increases the Arena by reducing the facade in being open and honest in
sharing information with others.
 2. Feedback - reducing the Blindspot by being willing to give and receive feedback
Getting your message across
1. Empathize
- think about how receiver will decode message
2. Repeat the message
- state message in a different way
3. Use timing effectively
- find a time when receiver not distracted
4. Be descriptive
- focus on the problem, not on the person
.
J. Barriers to Effective Communication/ Improving
Communication in Organizations
Communication gap
Frame of reference
Selective listening
Value judgments
Source credibility
Semantic problems
Filtering

Field of experience Field of experience

Communicator Encoding Message Decoding Receiver(s)

In-group language
Status differences
Proxemic behavior
Time pressures
Communication overload
 Barriers to Effective Communication (cont)
A. Frame of reference - People can encode/decode messages differently
because of different frames of reference which are a product of different
individual backgrounds and experiences
 Produces distorted communication.
 Individuals at different organizational levels often have different frames of
reference which produces unintentional distortions.
B. Selective listening - A form of selective perception where individuals perceive
only information that affirms beliefs and block out new and disconfirming
information.
C. Value judgments - The receiver assigns an overall worth to the message
based on his/her evaluation of the message's anticipated meaning, the
communicator, or previous experiences with the communicator.
D. Source credibility - Trust, confidence, and faith that the receiver has in the
communicator's words/actions. Directly impacts message reception and
reaction by the receiver.
E. Semantic problems - Arise when words and terms used to communicate the message are
not understood (and are often misread) by the receiver.
 F. Filtering - The communicator manipulates the information so the receiver hears it as
positive (“telling the boss what he wants to hear”). Frequently occurs in upward
communication.
G. In-group language - Language (jargon) developed by a particular group (e.g., researchers,
engineers) that is meaningful/understandable only to the members.
H. Status differences - Can be perceived as threats by those lower in the organizational
hierarchy and can prevent/distort communication.
I. Proxemic behavior - An individual's use of space when interpersonally communicating with
others. People have four zones of informal space: intimate zones, personal zones, social
zones, and public zones. Proxemics create a barrier when the proxemic behavior of the sender
and receiver differs.
J. Time pressures - Can produce short‑circuiting wherein someone has been left out of the
formal channel of communication that normally would be included.
K. Communication overload - Occurs because of the deluge of information with which
managers must contend. Overloaded, the manager cannot absorb/adequately respond to all
messages which results in “screening out” (never decoding) many messages.
 J. Barriers to Effective Communication:
Improving Communication in Organizations
Following up
Empathy
Repetition
Effective listening

Field of experience Field of experience

Communicator Encoding Message Decoding Receiver(s)

Encouraging mutual trust

Effective timing
Simplifying language
Utilizing feedback
 Improving Communication in Organizations (cont)

A. Effective communicators strive to be understood by others.

Strategies can be used to improve communication effectiveness:
1. Following up - attempting to determine whether your intended
message was actually received.
2. Regulating information flow:
a. Eliminates communication overload.
b. Regulating information quantity and quality using the exception
principle
3. Utilizing feedback - to check on whether a message has been
received and has produced the intended response.
4. Developing empathy - the ability to place yourself in the shoes of
the receiver to anticipate how the message will be decoded.
5. Repetition - Introducing repetition into communications to be sure
that the message is understood. An accepted learning principle.
6. Encouraging mutual trust - between managers and subordinates.
Can facilitate communication.
7. Following up on each communication.
8. Effective timing - timing a communication so it does not compete
with other messages being sent to a receiver.
9. Simplifying language - encoding messages into words and
symbols that the receiver understands.
10. Effective listening - entails listening with understanding-removing
distraction, putting the speaker at ease, showing that you want to
listen, and asking questions.
K. Active Listening Process
& Strategies
Sensing
• Postpone evaluation
• Avoid interruptions
• Maintain interest

Active
Listening
Responding Evaluating
• Show interest • Empathize
• Clarify the message • Organize information
Active listening
Active listening – three components
•Sensing
-Postpone evaluation -- avoids screening out information
-Avoid interruptions -- give speaker opportunity to complete the
message
-Maintain interest -- assume something of value in conversation
•Evaluating
-Empathize -- see message from speaker’s perspective
-Organize information when getting ahead of speaker
•Responding
-Show interest -- use eye contact and back channel signals (e.g. “I
see”)
-clarify the message—rephrase speaker’s ideas
 L. Emotional Contagion

 The automatic process of sharing another

person’s emotions by mimicking their facial
expressions and other nonverbal behavior
 Emotional contagion serves three purposes:
1.Provides continuous feedback to speaker
2.Increases emotional understanding of the
other person’s experience
3.Communicates a collective sentiment --
sharing the experience
M. Communication in Org. Hierarchies
Need to encourage communication flow so that work units do not become ‘silos of knowledge’
1. Workspace design
• Fewer walls increase communication
• But also increases stress --distractions, lack of privacy
• Need to provide a balance
2. E-zines, blogs, and wikis
• Newsletters, Intranet e-zines, videos, blogs, wikis
• Multi-pronged communication strategy
• Online sources offer instant communication
• Print sources offer more portability
3. Employee Surveys
• Provide feedback, employee involvement, evaluate executive performance
4. Direct communication with management
– Management by walking around (MBWA)
• Executives meet face-to-face with employees
• MBWA phrase originated at Hewlett-Packard
• Minimizes filtering
• Many forms – visit production floor, sports with staff
 Communication in Org. Hierarchies:
MANAGERIAL COMMUNICATION STYLES
Type A: Autocratic managers, often aloof,
cold, & poor interpersonal communicators.
Type B: Managers who seek good
interpersonal relationships with employees
but are unable to openly express feelings.
Type C: Managers interested only in their own
ideas, not those of others.
Type D: Managers who are able to express
their own feelings & have others express their
feelings.
Communication in Org. Hierarchies: Gender
Communication Differences
Male communication
• Men tend to assert status and power
• give advice using direct statements
• reluctant to receive advice
• Report talk -- impersonal and efficient info exchange
Female communication
• More “rapport talk” -- communicate for relationship
• Less likely to assert status -- use indirect statements, apologize
more often
• More sensitive to nonverbal cues
 N. Communication issues in today’s organization

Being effective communicator in today’s organization mean being connected

 5 communication issues that significance in today’s manager
 Managing communication in an internet world- legal and security issues (electronic
communication can be court evidences), personal interaction (less personal interaction)
 Managing the organization’s knowledge resources- make employee easy to share
knowledge by creating for example employee interactive facilities
 In customer services- how to communication and what to communicate are very important in
providing customer services i.e customer satisfaction
 Getting employee input- in facing challenging environment organizations need input from
employees
 Communicating ethically- company’s communication effort need to be ethical including
ethical business communication


 Thank you