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Communication in Organizations
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The Nature of Communication
in Organizations
Communication
The social process in which two or more parties
exchange information and share meaning
The transference and the understanding of meaning
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Three Purposes of Organizational Communication
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Communication Across Cultures
Interpersonal Relations
Issues in Communications
Language
Dif ferent word
meanings
Nonverbal
communicat ion
Coordination
Time zones
Communicat ion
systems
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Methods of Communication
Primary Organizational Communication MethodsWritten
Oral
Nonverbal Choice Considerations
Audience (physical or not physical presence)
Nature of the message (urgency and secrecy)Costs of transmission
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Methods of Communication in Organizations
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Interpersonal Communication
Oral CommunicationAdvantages: Speed and feedback
Disadvantage: Distortion of the message
Written Communication
Advantages: Tangible and verifiableDisadvantages: Time-consuming and lacks feedback
Nonverbal Communication
Advantages: Supports other communications and provides
observable expression of emotions and feelingsDisadvantage: Misperception of body language or gestures
can influence receivers interpretation of message
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The Communication Process
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Elements of the Communication Process
Source Individual/group/organization interested in communicating
something to another party
Encoding The process by which the message is translated from an
idea/thought into transmittable symbols
Transmission The process through which the symbols that represent the
message are sent to the receiver; the medium is the channel
or path through which the message is transmitted
Decoding The process by which the message receiver interprets its
meaning
Receiver Individual/group/organization that perceives the encoded
symbols
Feedback The process in which the receiver returns a message to the
sender that indicates receipt of the message
Noise Any disturbance in the communication process that
interferes with or distorts communication
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Digital Information Processing
and Telecommunications
Workplace
Changes Due to
Technology
Innovation
Organizational intranetsand extranets
The Internet
New types of
telecommunication systems
Computerized information
processing systems
Combinations of all these
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Digital Information Processing and
Telecommunications (contd)
Todays Office of the Future
Virtual offices link managers, clerical employees,
professional workers, sales personnel, suppliers,
customersAdvantages
Computerized data storage, retrieval, transmission systems
Improves productivity
Increases idea sharing/knowledge sharingRisks
Reduction in face-to-face meetings leads to depersonalization
Reduction of office social structures
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Barriers to Effective Communication
FilteringA senders manipulation of information so that it will be
seen more favorably by the receiver
Selective Perception
People selectively interpret what they see on the basis oftheir interests, background, experience, and attitudes
Information Overload
A condition in which information inflow exceeds an
individuals processing capacity
Emotions
How a receiver feels at the time a message is received will
influence how the message is interpreted.
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More Barriers to Effective Communication
LanguageWords have different meanings to different people.
Communication Apprehension
Undue tension and anxiety about oral communication,
written communication, or both
Gender Differences
Men tend to talk to emphasize status while women talk
to create connections
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Communication Networks
Communication links individualsand groups in a social system
Stages of organizational
communication link development
Task-related communication links
Small group communication networks
Larger organizational networks
Function of communication networks
Structure flow/communication content
Support organizational structure, culture,
beliefs, value systems
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Small-Group Communication Networks
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Small Group Network Effectiveness
Small group effectiveness depends on thedesired outcome variable
TYPES OF NETWORKS
Criteria Chain Wheel All Channel
Speed Moderate Fast Fast
Accuracy High High Moderate
Emergence of a leader Moderate High NoneMember satisfaction Moderate Low High
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The Grapevine
Three Main Grapevine Characteristics:
1. Informal, not controlled by management
2. Perceived by most employees as being more believableand reliable than formal communications
3. Largely used to serve the self-interests of those who
use it Results from:
Desire for information about important situations
Ambiguous conditions
Conditions that cause anxiety Insightful to managers
Serves employees social needs
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Reducing Rumors
1. Announce timetables for making importantdecisions
2. Explain decisions and behaviors that mayappear inconsistent or secretive
3. Emphasize the downside, as well as the upside,of current decisions and future plans
4. Openly discuss worst-case possibilitiestheyare almost never as anxiety-provoking as theunspoken fantasy
11-18
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Communication Networks (contd)
Characteristics of Communication Networks
Networks form spontaneously as interactions among
workers continue
Networks rarely are permanent
Task is crucial to the choice of a network patternEnvironment affects the frequency and types of
interactions among members
Personal factors and group performance factors
influence communication networksNetworks strongly influence group effectiveness
Electronic groups that have little face-to-face
communication are an emerging trend
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Communication Networks (contd)
Organizational Communication NetworksCommunication and information flows do not
necessarily follow the lines of an organization chart
Downward communication provides directions
Upward communication provides feedback
Horizontal communication is related to task performance
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2015 Cengage Learning India Pvt. Ltd. All rights reserved.
Communication Networks (contd)
Gatekeeper
Isolate/
Isolated
Dyad
Liaison Cosmopolite
Roles in an
Organizational Network
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Comparison of an Organization Chart and
the Organizations Communication Network
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Managing Communications
Improving the Communication ProcessCommunication fidelity
The degree of correspondence between the message
intended by the source and the message understood by the
receiver
Typical problem areas:
Source
Encoding/Decoding
Receiver
Feedback (verification)
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Managing Communications (contd)
Area Symptom/Problem Solution
Source Information filtering Understand underlying basis
Encoding-
Decoding
Lack of common
experience base
Improve semantics
Reduce jargon
Receiver Selective attention,
value judgments, source
credibility, overload
Reduce dissonance and overload
Feedback Lack of feedback leads
to improper response
Source must be more concerned
with message, symbols, medium,receiver feedback. Receiver needs
to be source oriented
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Table 13.1 Improving the Communication Process
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Managing Communications (contd)
Reduce noise(rumor grapevine)
Foster
informal
communication
Develop a
balanced info
network (to balanceinfo overload and info
processing capacities)
Improving Organizational
Factors in Communication