© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
15Chapter
Managing CommunicationManaging Communication
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Learning ObjectivesAfter reading this chapter, you should be able to:
Understand the process of communication.Eliminate barriers that distort the meaning of information.Analyze the basic patterns of organizational
communication.Develop the skills of organizing and running effective
meetings.Master electronic forms of communication such as e-mail
and know when to use them.Work with an organization’s informal communication.Improve assertive communication, presentation, nonverbal,
and listening skills.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
The Process of Communication
Communication is a process that involves the transmission of meaningful information from one party to another through the use of shared symbols.
Communication is successful when meaning is understood.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
The Process of Communication (continued)
Two forms of information are sent and received in communication:Facts – bits of information that can be objectively measured
or described.Feelings – an individual’s emotional responses to decisions
made or actions taken by other people.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Skills for Managing Communication
Presentation Skills
Nonverbal Communication
Skills
Listening Skills
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Assertive Communication
Skills
The Communication Process
FeedbackFeedbackNoise
NoiseCommunication Channel
Sender(encodes message)
Receiver(decodes message)
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
The Communication Process: Feedback
Feedback allows the sender to clarify the message if its true meaning is not received.
Two-way Communications – communication channels that provide for feedback.
One-way Communications – communication channels that provide no opportunity for feedback.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
The Communication Process:Barriers to Effective
CommunicationBarriers can disrupt the accurate transmission of
information.These barriers take different forms:
Sender barrierEncoding barrierCommunication channel barrierDecoding barrierReceiver barrierFeedback barrierNoise barrierPerception barrier
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Patterns of Organizational Communications
Communications in organizations can be complex.
Possible barriers to communication includes:Differences in employee status and powerDiversityDifferences in interests
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Patterns of Organizational Communications
Downward Communication
Upward Communication
Horizontal Communication
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Constructive Feedback
Focus your feedback on specific behaviors that were successful or that were unsuccessful.
Keep personality traits out of your feedback by focusing on what rather than who.
Investigate whether the employee had control over the results before giving feedback about unsuccessful behaviors.
Feedback should be given as soon as possible.Ensure privacy when giving feedback about
negative behaviors.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Communication Channels Ranked by Information
RichnessRichest Channel Leanest Channel
Physical presence (face-to-face, meetings)
Interactive channels (telephone, electronic media, voice mail, e-mail)
Personal static channels (memos, letters, reports tailored to receiver)
Impersonal static channels (fliers, bulletins, generalized reports)
Best for non-routine, ambiguous, difficult messages
Best for routine, clear, simple messages
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Managing Organizational Communications
Face-to-Face Communication
Written Communication
Electronic Communication
Informal Communication
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Steps you can take to make meetings more productive
Ask yourself if it’s important even to schedule a meeting.
Schedule the meeting for an appropriate place. Create an agenda for the meeting and distribute
it ahead of time. Establish rules for participation. Follow the agenda’s time limits for each topic. Leave some open time for topics not on the
agenda. End the meeting with a plan of action.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Informal Communication
Also called the grapevine – informal communication that takes place at the workplace.
can be about promotions and other personnel decisions can be about company events (new products, downsizing) must be managed so that negative rumors do not hurt
morale
Management by Wandering Around (MBWA) – dropping in unannounced for spontaneous conversations
builds levels of trust stops harmful rumors
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Assertive Communication Skills
Assertive communication skills—communicate in ways that meet one’s own needs while at the same time respecting the needs and rights of others
Several less effective styles people tend to use because they are indirect or not mindful of needs:Passive communication – an individual does not let others
know directly what he or she wants or needs.Aggressive communication – a forceful approach that expresses
dominance or anger.Passive-aggressive communication – avoids giving direct
responses but rather tries to “get even” with others.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Presentation Skills
Basic guidelinesPrepare objectivesOrganize the presentationStructure the presentationTailor the presentationEstablish credibilitySpeak in a responsive and conversational styleUse visual aidsPractice presentation skillsRestate key ideas
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Nonverbal Communication Skills
Nonverbal communication is sending and decoding messages with emotional content.
Dimensions of nonverbal communication:Body movements and gesturesEye contactTouchFacial expressionsPhysical distanceTone of voice
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Listening Skills
Help create understanding between both partiesAre an active rather than passive activityUse of nonverbal indicators, like eye contact, tone
of voice, or touch Are an invaluable skill for managers
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Guidelines for Active Listening
Do create a supportive atmosphere.
Do listen for feelings as well as words.
Do note cues. Do occasionally test for
understanding. Do demonstrate acceptance and
understanding. Do ask exploratory, open-ended
questions.
Do create a supportive atmosphere.
Do listen for feelings as well as words.
Do note cues. Do occasionally test for
understanding. Do demonstrate acceptance and
understanding. Do ask exploratory, open-ended
questions.
Don’t try to change the other’s views.
Don’t solve the problem for the speaker.
Don’t give advice. Don’t pass judgment. Don’t explain or interpret others’
behavior. Don’t give false reassurances. Don’t attack if the speaker is
hostile. Don’t ask “why” the feelings.
Don’t try to change the other’s views.
Don’t solve the problem for the speaker.
Don’t give advice. Don’t pass judgment. Don’t explain or interpret others’
behavior. Don’t give false reassurances. Don’t attack if the speaker is
hostile. Don’t ask “why” the feelings.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Applications of Management Perspectives—For the Manager
Use your listening skills when dealing with an employee who has an issue that is emotional in nature.
Try to understand the issue from the employee’s perspective.
If it is necessary to give negative feedback, make sure that the behavior being criticized is one the employee is able to control.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Applications of Management Perspectives—For Managing Teams
If you are part of a virtual team it is important to schedule periodic face-to-face meetings in order to build team spirit and trust.
Without trust, there can be misunderstandings and teams are likely to be short-lived.
Make sure individual team members and the team as a whole receive performance feedback.
Give team members customer feedback.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Applications of Management Perspectives—For Individuals
Look for ways to practice presentation skills by
speaking to different audiences.
Find ways to enhance your credibility so that
people want to listen to what you have to say.
Act with integrity around other employees.
Make sure your actions are consistent with your
verbal messages.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Top Related