Professional Documents
Culture Documents
Chapter
15 Communications
Communication
the transmission of information and meaning from one party to
another through the use of shared symbols
sender - initiates the process by conveying information
has a meaning s/he wishes to communicate
encodes the meaning into symbols
transmits the message through some channel
receiver - person for whom the message is intended
decodes the messages
attempts to interpret the sender’s meaning
may provide feedback by encoding a message in response
noise- interference in the system that blocks understanding
Process
Person A Person B
Sender Receiver
3. Communication
1. Intended meaning 4. Decoding
channel
2. Encoding 5. Perceived meaning
10. Intended meaning Sender
8. Communication
channel 6. Intended meaning
9. Decoding
(receiver) 7. Encoding
Two-way
One-way communication
communication if B sends
feedback to A
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
15 - 5
Interpersonal Communication (cont.)
One-way communication
process in which information flows in only one direction
no feedback from the receiver
more common than it should be because it is faster and easier for
sender
Two-way communication
process in which information flows in two directions
receiver provides feedback
sender is receptive to the feedback
basis for constructive exchanges
more difficult and time consuming, but more accurate
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
15 - 6
Interpersonal Communication (cont.)
Communication pitfalls
errors can occur in all stages of the communication process
perceptual and filtering processes create misinterpretations
perception - process of receiving and interpreting information
filtering - process of withholding, ignoring, or distorting
information
cannot assume the other person means what you think s/he
means or understands the intended meanings
perceptual differences interfere with achieving a shared consensus
e.g., problems arise because men and women differ in
communication style
Oral channel
includes face-to-face discussion, telephone conversations, and
formal presentations and speeches
advantages
questions can be asked and answered
feedback is immediate and direct
receiver can sense the sender’s sincerity
more persuasive
disadvantages
can lead to spontaneous, ill-considered statements
there is no permanent record of the communication
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
15 - 9
Interpersonal Communication (cont.)
Written channel
includes memos, letters, reports, and computer files
advantages
Electronic media
computers ‘talk’ with others electronically
teleconferencing - groups of people in different locations
interact
audioconferencing - using telephone lines
videoconferencing - see one another on television monitors
advantages
sharing of more information
speed and efficiency in delivering routine messages
inexpensive
Virtual office
a mobile office in which people can work anywhere, as long
as they have the tools to communicate with customers and
colleagues
substantial benefits in the short run
morale
direct supervision at the office may be necessary to maintain
messages
some companies have recognized the downsides of electronic
media overuse
Communication networks
volume of communication received depends on position in the
decision-making structure
independent, decentralized decision makers have the lowest
communication needs
centralized decision makers need and are exposed to greater
volumes of communication
some decentralized decision makers are so interconnected that
they require even more information than centralized ones
interorganizational collaborations complicate communication
networks even further
steps can be taken that simplify these networks
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
15 - 15
Three Communication Networks
Organization
Technology unit Internal network and multiple external collaborators
Media richness
degree to which a communication channel conveys
information
the richest media:
(cont.)
Nonverbal skills
signals other than those that are spoken or written
can support or undermine the stated message
(cont.)
Improving receiver skills
listening - good listening is difficult and not nearly as common as
needed
reflection - process by which a person states what s/he believes the
other person is saying
listening begins with personal contact
good listening leads to development of trust
listening more important for innovation than for routine work
reading - reading mistakes are common and costly
read memos promptly and carefully
note important points for later referral
read materials outside of your immediate concerns
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
15 - 21
Ten Keys To Effective Listening
(cont.)
Improving receiver skills (cont.)
observing
effective communicators are able to observe and interpret
nonverbal signals
personally visiting plants and other locations to get a first-hand
view of operations
must accurately interpret what is observed
(cont.)
Effective supervision
effective supervisors exhibit the following characteristics:
communicate more information
prefer asking and persuading to telling and demanding
sensitive to people’s feelings and needs
willing, empathic listeners
effective managers are “communication minded”
Downward communication
information that flows from higher to lower levels in the
organization’s hierarchy
problems:
information overload
lack of openness - withhold information even if sharing is
important
filtering - some information is left out of a message
message can be distorted by adding personal interpretation
the fewer the number of authority levels through which
communication must pass, the less information will be lost or
distorted
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Information Loss In Downward 15 - 25
Communication
100%
Board
63%
Vice presidents
56%
General managers
40%
Plant managers
30%
Supervisors
20%
Workers
Upward communication
information that flows from lower to higher levels in the
organization hierarchy
important for several reasons
Horizontal communication
information sharing among people on the same hierarchical level
may involve people outside of the organization
has several important functions
allows sharing of information among units
helps solve conflicts
provides social and emotional support to people
managing horizontal communication
direct contact among managers at conferences and meetings
transfer of people from one business unit to another
create a culture of openness, honesty, trust, and mutual obligation
Boundarylessness
boundaryless organization - organization in which there are
no barriers to information flow
ideas and information move to where they are most needed
information available as needed
concept promoted and implemented by General Electric