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Copyright 2005 Houghton Mifflin Company. All rights reserved. PowerPoint Presentation by Charlie Cook.
Chapter Twelve
Communication inOrganizations
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Copyright 2005 by Houghton Mifflin Company. All rights reserved. 122
Chapter Outline
Communication and the Managers JobA Definition of CommunicationCharacteristics of Useful Information
The Communication Process
Forms of Communication in OrganizationsInterpersonal Communication
Communication in Networks and Work Teams
Organizational Communication
Electronic CommunicationInformation Systems
Personal Electronic Technology
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Copyright 2005 by Houghton Mifflin Company. All rights reserved. 123
Chapter Outline (contd)
Informal Communication in OrganizationsThe Grapevine
Management by Wandering Around
Nonverbal Communication
Managing Organizational CommunicationBarriers to Communication
Improving Communication Effectiveness
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Copyright 2005 by Houghton Mifflin Company. All rights reserved. 124
Learning Objectives
After studying this chapter, you should be able to:Describe the role and importance of communication in
the managers job.
Describe the role of electronic communication in
organizations.Identify the basic forms of communication in
organizations.
Discuss informal communication, including its various
forms and types.Describe how the communication process can be
managed to recognize and overcome barriers.
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Copyright 2005 by Houghton Mifflin Company. All rights reserved. 125
Communication and the Managers Job
CommunicationThe process of transmitting information from one
person to another.
Effective Communication
The process of sending amessage in such a way that themessage received is as close inmeaning as possible to the
message intended.
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Source: Barney, Jay B. and Ricky W. Griffin, TheManagement of Organizations. Copyright 1992by Houghton Mifflin Company. Used withpermission.
Managing the Flow ofInformation in Organizations
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Characteristics of Useful Information
AccurateA valid and reliable reflection of reality
TimelyAvailable in time for appropriate managerial action
CompleteA complete and undistorted picture of reality
RelevantContent which meets the needs and circumstances of
the user
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Figure 12.1The Communication Process
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The Communication Process (contd)
Steps in the Communication ProcessDeciding to transmit a fact, idea, opinion, or otherinformation to the receiver.
Encoding the meaning into a form appropriate to thesituation.
Transmitting through the appropriatechannel or medium.
Decoding the message back intoa form that has meaning to the
receiver.Noise is anything disrupting the
communication process.
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Interpersonal Communication
Form Advantages Disadvantages
Oral 1. Promotes feedbackand interchange
1. May suffer frominaccuracies
2. Is easy to use 2. Leaves no permanentrecord
Written 1. Tends to be moreaccurate
1. Inhibits feedback andexchange
2. Provides a record of
communication
2. Is more difficult and time
consuming
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Interpersonal Communication: OralCommunication
Face-to-face conversations, group discussions,telephone calls, and other situations in which the spokenwork is used to express meaning.
Advantages of oral communication Promotes prompt feedback and interchange in the form of verbal
questions and responses.
Is easy to use and can be done with little preparation.
Disadvantages of oral communication Suffers from problems with inaccuracy in meaning and details.
Leaves no time for thought and consideration and no permanentrecord of what was said.
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Interpersonal Communication: WrittenCommunication
Memos, letters, reports, notes, email, and othermethods in which the written word is used totransmit meaning.
Advantages of written communication
Is accurate and leaves a permanent recordof the exchange.
Leaves for thought and consideration,can be referenced.
Is easy to use and can be done withlittle preparation.
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Interpersonal Communication: WrittenCommunication
Disadvantages of written communication
Inhibits feedback and interchange due to burden ofthe process of preparing a physical document.
Considerable delay can occur inclarifying message meanings.
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Forms of Communication in Organizations
Choosing the Right FormThe situation determines the most appropriate
medium
Oral communication and e-mail is preferred for personal,nonroutine, or high priority communications.
Formal written communication (e.g., memos, letters, reports,and notes) are used for messages that are impersonal,routine, and lower priority.
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Forms of Communication in Organizations(contd)
Communication in Networks and Teams
Communication networkthe pattern through whichthe members of a group or team communicate.
Research suggests: When the groups task is simple and routine, centralized
networks perform with the greatest efficiency and accuracy.
When the groups task is complex and nonroutine,
decentralized networks with open communications that fosterinteraction and exchange of relevant information tend to bemost effective.
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Figure 12.2Types of Communication Networks
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Organizational Communication
Vertical CommunicationCommunication that flows up and down the
organization, usually along formal reporting lines.
Takes place between managers and subordinates and mayinvolve several levels of the organization.
Upward communication
Consists of messages from subordinates to superiors and ismore subject to distortion.
Downward communication
Occurs when information flows down the hierarchy fromsuperiors to subordinates.
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Organizational Communication (contd)
Horizontal CommunicationCommunication that flows laterally within the
organization; involves persons at the same level of theorganization.
Facilitates coordination among independent units. Useful in joint problem solving.
Plays a major role in communications among members ofwork teams drawn from different departments.
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Vertical and Horizontal Communication
Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition.Copyright 1994 by Houghton Mifflin Company. Used with permission.
VerticalCommunication
HorizontalCommunication
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Figure 12.3Formal Communication in Organizations
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Electronic Communication
Information Technology (IT)The resources used by the organization to manage
information that it needs to carryout its mission.
Getty Images
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Information Systems
Transaction Processing System (TPS)A system designed to handle routine and recurring
transactions.
Management Information System (MIS)
Supports an organizations managers by providingdaily reports, schedules, plans, and budgets.
Decision Support System (DSS)
An interactive system that automatically searches for,
manipulates, and summarizes information needed bymanagers for specific decisions.
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Information Systems (contd)
Executive Information Systems (EIS)A quick-reference, easy-access application of
information systems specially designed for instantaccess by upper-level managers.
Artificial Intelligence (AI) and Expert SystemsInformation systems designed to imitate the thought
process of human experts; are capable of learning.
Intranet and ExtranetsFirewall-protected private networks for internal
company use by employees that become extranetswhen selected outsiders (e.g., suppliers andcustomers) are given limited access.
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NewInformation
Technologies
Source: Van Fleet, David D., and TimPeterson, Contemporary Management,Second Edition. Copyright 1991 byHoughton Mifflin Company. Used withpermission.
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Electronic Communication: PersonalElectronic Technology
Technological advances have createdopportunities for quickly disseminating andcontacting others in the organization.
Fax machines, cellular telephones, copiers, personalcomputers, and personal digital assistants (PDAs)
Corporate intranets and the Internethave made possible teleconferences
and the rapid retrieval of informationfrom all corners of the globe.
Technology also creates opportunitiesfor dysfunctional employee behaviors.
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Electronic Communication: PersonalElectronic Technology (contd)
Telecommuting allows people to work at homeand transmit their work to the company bymeans of a telephone and a modem.
Disadvantages are the lack of face-to-face contact,strong personal relationships, falling behindprofessionally, and losing out in organizational politics.
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Informal Communication in Organizations
May or may not follow official reportingrelationships and/or prescribed organizationalchannels
May have nothing to do with official
organizational business. Promote a strong culture
and enhance employeeunderstanding of howthe organization works.
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Figure 12.4Informal Communication in Organizations
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Figure 12.5Common Grapevine Chains Found in
Organizations
Grapevine
An informal communication network that canpermeate an organization. Types of grapevines are:
Source: From Keith Davis andJohn W. Newstrom, HumanBehavior at Work:Organizational Behavior,Eighth Edition, Copyright 1989 by McGraw-Hill.Reprinted by permission of theMcGraw-Hill Companies.
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Informal Communication in Organizations(contd)
Management by Wandering Around
Managers keep in touch with whats going on by
wandering around and talking to people on all levels in
the organization. Informal Communications
Informal exchanges amongemployees that take place
outside the normal worksetting.
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Nonverbal Communication
Any communication exchange that does not usewords, or uses words to carry more meaningthan the strict definition of the wordsthemselves.
Much of the content of a messagemay be transmitted by facialexpression alone; othermessage content is derivedfrom inflection and tone ofthe voice. Only a small portionof the message content is due tothe words in the message.
Facialexpression
55%
Inflectionand tone
38%
Words inthe message7%
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Nonverbal Communication (contd)
Kinds of nonverbal communication practiced bymanagers:Imagesthe kinds of words people elect to use to
give emphasis and effect to what they say.
Settingsboundaries, familiarity, home turf (e.g.,
office location, size, and furnishings) are symbols ofpower and influence how people choose tocommunicate in organizations.
Body languagehow people of different cultures and
backgrounds physically position themselves and reactto the stance and body movements of others has astrong influence on communications betweenindividuals.
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Table 12.1Barriers to Effective Communication
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Barriers toEffective
Communication
Source: Van Fleet, David D., and TimPeterson, ContemporaryManagement, Third Edition.Copyright 1994 by Houghton MifflinCompany. Used with permission.
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Table 12.2Managing Organizational Communication
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Figure 12.6More and Less Effective Listening Skills