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Managers and Communications

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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Learning Outcomes Follow this Learning Outline as you read and study this chapter.14.1 The Nature and Function of CommunicationDefine communication, interpersonal communication

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Слайд 1Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
Managers

and Communications
Chapter 14
Management


Stephen P. Robbins Mary Coulter


tenth edition

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Managers and CommunicationsChapter 14Management Stephen P. Robbins

Слайд 2Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
Learning

Outcomes Follow this Learning Outline as you read and study this

chapter.

14.1 The Nature and Function of Communication
Define communication, interpersonal communication and organizational communication
Discuss the functions of communication.
14.2 Methods of Interpersonal Communication
Describe the components of the communication process.
• Discuss the criteria that managers can use to evaluate
the various communication methods.
List the communication methods managers might use.


Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Learning Outcomes Follow this Learning Outline as you

Слайд 3Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Learning

Outcomes
14.3 Effective Interpersonal Communication
• Explain the barriers to effective interpersonal
•

Discuss ways to overcome the barriers to effective
interpersonal communication.
14.4 Organizational Communication
• Contrast formal and informal communication.
• Explain communication flow in an organization.
• Describe the three common communication networks.
• Discuss how managers should handle the grapevine.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Learning Outcomes14.3 Effective Interpersonal Communication• Explain the barriers

Слайд 4Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Learning

Outcomes
14.5 Information Technology and Communication
Describe how technology affects managerial communication.
Explain

how information technology affects organizations.
14.6 Communication Issues In Today’s Organization
Discuss the challenges of managing communication in an Internet world.
Explain how organizations can manage knowledge.
Explain why communicating with customers is an important managerial issue.
Explain how political correctness is affecting communication.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Learning Outcomes14.5 Information Technology and CommunicationDescribe how technology

Слайд 5Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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What

Is Communication?
Communication
The transfer and understanding of meaning.
Transfer means the message

was received in a form that can be interpreted by the receiver.
Understanding the message is not the same as the receiver agreeing with the message.
Interpersonal Communication
Communication between two or more people
Organizational Communication
All the patterns, network, and systems of communications within an organization
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–What Is Communication?CommunicationThe transfer and understanding of meaning.Transfer

Слайд 6Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Four

Functions of Communication
Functions of Communication

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Four Functions of CommunicationFunctions of Communication

Слайд 7Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Functions

of Communication
Control
Formal and informal communications act to control individuals’ behaviors

in organizations.
Motivation
Communications clarify for employees what is to done, how well they have done it, and what can be done to improve performance.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Functions of CommunicationControlFormal and informal communications act to

Слайд 8Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Functions

of Communication (cont’d)
Emotional Expression
Social interaction in the form of work

group communications provides a way for employees to express themselves.
Information
Individuals and work groups need information to make decisions or to do their work.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Functions of Communication (cont’d)Emotional ExpressionSocial interaction in the

Слайд 9Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
Exhibit

14–1 The Interpersonal Communication Process

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Exhibit 14–1 The Interpersonal Communication

Слайд 10Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Interpersonal

Communication
Message
Source: sender’s intended meaning
Encoding
The message converted to symbolic form
Channel
The medium

through which the message travels
Decoding
The receiver’s retranslation of the message
Noise
Disturbances that interfere with communications
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Interpersonal CommunicationMessageSource: sender’s intended meaningEncodingThe message converted to

Слайд 11Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
Distortions

in Communications
Message Encoding
The effect of the skills, attitudes, and knowledge

of the sender on the process of encoding the message
The social-cultural system of the sender
The Message
Symbols used to convey the message’s meaning
The content of the message itself
The choice of message format
Noise interfering with the message
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Distortions in CommunicationsMessage EncodingThe effect of the skills,

Слайд 12Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Distortions

in Communications (cont’d)
The Channel
The sender’s choice of the appropriate channel

or multiple channels for conveying the message
Receiver
The effect of skills, attitudes, and knowledge of the receiver on the process of decoding the message
The social-cultural system of the receiver
Feedback Loop
Communication channel distortions affecting the return message from receiver to sender
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Distortions in Communications (cont’d)The ChannelThe sender’s choice of

Слайд 13Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Interpersonal

Communication Methods
Face-to-face
Telephone
Group meetings
Formal presentations
Memos
Traditional Mail
Fax machines
Employee publications
Bulletin boards
Audio- and videotapes
Hotlines
E-mail
Computer

conferencing
Voice mail
Teleconferences
Videoconferences
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Interpersonal Communication MethodsFace-to-faceTelephoneGroup meetingsFormal presentationsMemosTraditional MailFax machinesEmployee publicationsBulletin

Слайд 14Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
Evaluating

Communication Methods
Feedback
Complexity capacity
Breadth potential
Confidentiality
Encoding ease
Decoding ease
Time-space constraint
Cost
Interpersonal warmth
Formality
Scanability
Time consumption

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Evaluating Communication MethodsFeedbackComplexity capacityBreadth potentialConfidentialityEncoding easeDecoding easeTime-space constraintCostInterpersonal

Слайд 15Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
Exhibit

14–2 Comparison of Communication Methods
Note: Ratings are on a 1–5 scale

where 1 = high and 5 = low. Consumption time refers to who controls the reception of communication. S/R means the sender and receiver share control.

Source: P. G. Clampitt, Communicating for Managerial Effectiveness (Newbury Park, CA: Sage Publications, 1991), p. 136.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Exhibit 14–2 Comparison of Communication MethodsNote: Ratings are on

Слайд 16Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Interpersonal

Communication (cont’d)
Nonverbal Communication
Communication that is transmitted without words.
Sounds with specific

meanings or warnings
Images that control or encourage behaviors
Situational behaviors that convey meanings
Clothing and physical surroundings that imply status
Body language: gestures, facial expressions, and other body movements that convey meaning.
Verbal intonation: emphasis that a speaker gives to certain words or phrases that conveys meaning.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Interpersonal Communication (cont’d)Nonverbal CommunicationCommunication that is transmitted without

Слайд 17Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Interpersonal

Communication Barriers
Defensiveness
National Culture
Emotions
Information Overload
Interpersonal Communication
Language
Filtering

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Interpersonal Communication BarriersDefensivenessNational CultureEmotionsInformation OverloadInterpersonal CommunicationLanguageFiltering

Слайд 18Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Barriers

to Effective Interpersonal Communication
Filtering
The deliberate manipulation of information to make

it appear more favorable to the receiver.
Emotions
Disregarding rational and objective thinking processes and substituting emotional judgments when interpreting messages.
Information Overload
Being confronted with a quantity of information that exceeds an individual’s capacity to process it.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Barriers to Effective Interpersonal CommunicationFilteringThe deliberate manipulation of

Слайд 19Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Barriers

to Effective Interpersonal Communication (cont’d)
Defensiveness
When threatened, reacting in a way

that reduces the ability to achieve mutual understanding.
Language
The different meanings of and specialized ways (jargon) in which senders use words can cause receivers to misinterpret their messages.
National Culture
Culture influences the form, formality, openness, patterns, and use of information in communications.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Barriers to Effective Interpersonal Communication (cont’d)DefensivenessWhen threatened, reacting

Слайд 20Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Overcoming

the Barriers to Effective Interpersonal Communications
Use Feedback
Simplify Language
Listen Actively
Constrain Emotions
Watch

Nonverbal Cues
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Overcoming the Barriers to Effective Interpersonal CommunicationsUse FeedbackSimplify

Слайд 21Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Exhibit

14–3 Active Listening Behaviors
Source: Based on P.L. Hunsaker, Training in Management

Skills (Upper Saddle River, NJ: Prentice Hall, 2001).
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Exhibit 14–3 Active Listening BehaviorsSource: Based on P.L. Hunsaker,

Слайд 22Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Types

of Organizational Communication
Formal Communication
Communication that follows the official chain of

command or is part of the communication required to do one’s job.
Informal Communication
Communication that is not defined by the organization’s structural hierarchy.
Permits employees to satisfy their need for social interaction.
Can improve an organization’s performance by creating faster and more effective channels of communication.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Types of Organizational CommunicationFormal CommunicationCommunication that follows the

Слайд 23Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Communication

Flows
Lateral
Diagonal
Downwa r d
Upwa r d

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Communication FlowsLateral DiagonalDownwa r dUpwa r d

Слайд 24Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
Direction

of Communication Flow
Downward
Communications that flow from managers to employees to

inform, direct, coordinate, and evaluate employees.
Upward
Communications that flow from employees up to managers to keep them aware of employee needs and how things can be improved to create a climate of trust and respect.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Direction of Communication FlowDownwardCommunications that flow from managers

Слайд 25Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Direction

of Communication Flow (cont’d)
Lateral (Horizontal) Communication
Communication that takes place among

employees on the same level in the organization to save time and facilitate coordination.
Diagonal Communication
Communication that cuts across both work areas and organizational levels in the interest of efficiency and speed.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Direction of Communication Flow (cont’d)Lateral (Horizontal) CommunicationCommunication that

Слайд 26Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Types

of Organizational Communication Networks
Chain Network
Communication flows according to the

formal chain of command, both upward and downward.
Wheel Network
All communication flows in and out through the group leader (hub) to others in the group.
All-Channel Network
Communications flow freely among all members of the work team.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Types of Organizational Communication Networks Chain NetworkCommunication flows

Слайд 27Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
Exhibit

14–4 Three Common Organizational Communication Networks and How

They Rate on Effectiveness Criteria
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Exhibit 14–4 Three Common Organizational

Слайд 28Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
The

Grapevine
An informal organizational communication network that is active in almost

every organization.
Provides a channel for issues not suitable for formal communication channels.
The impact of information passed along the grapevine can be countered by open and honest communication with employees.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–The GrapevineAn informal organizational communication network that is

Слайд 29Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Understanding

Information Technology
Benefits of Information Technology (IT)
Increased ability to monitor individual

and team performance
Better decision making based on more complete information
More collaboration and sharing of information
Greater accessibility to coworkers
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Understanding Information TechnologyBenefits of Information Technology (IT)Increased ability

Слайд 30Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Information

Technology (cont’d)
Networked Computer Systems
Linking individual computers to create an organizational

network for communication and information sharing.

E-mail
Instant messaging (IM)
Blogs
Wikis
Voicemail
Fax machines
Electronic Data Exchange (EDI)
Teleconferencing
Videoconferencing
Web conferencing

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Information Technology (cont’d)Networked Computer SystemsLinking individual computers to

Слайд 31Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Information

Technology (cont’d)
Types of Network Systems
Intranet
An internal network that uses Internet

technology and is accessible only to employees.
Extranet
An internal network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders such as customers and vendors.
Wireless (WIFI) capabilities
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Information Technology (cont’d)Types of Network SystemsIntranetAn internal network

Слайд 32Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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How

IT Affects Organization
Removes the constraints of time and distance
Allows widely

dispersed employees to work together.
Provides for the sharing of information
Increases effectiveness and efficiency.
Integrates decision making and work
Provides more complete information and participation for better decisions.
Creates problems of constant accessibility to employees
Blurs the line between work and personal lives.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–How IT Affects OrganizationRemoves the constraints of time

Слайд 33Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Current

Communication Issues
Managing Communication in an Internet World
Legal and security issues
Inappropriate

use of company e-mail and instant messaging
Loss of confidential and proprietary information due to inadvertent or deliberate dissemination or to hackers.
Lack of personal interaction
Being connected is not the same as face-to-face contact.
Difficulties occur in achieving understanding and collaboration in virtual environments.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Current Communication IssuesManaging Communication in an Internet WorldLegal

Слайд 34Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Current

Communication Issues (cont’d)
Managing the Organization’s Knowledge Resources
Build online information databases

that employees can access.
Create “communities of practice” for groups of people who share a concern, share expertise, and interact with each other.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Current Communication Issues (cont’d)Managing the Organization’s Knowledge ResourcesBuild

Слайд 35Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Communication

and Customer Service
Communicating Effectively with Customers
Recognize the three components of

the customer service delivery process:
The customer
The service organization
The service provider
Develop a strong service culture focused on the personalization of service to each customer.
Listen and respond to the customer.
Provide access to needed service information.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Communication and Customer ServiceCommunicating Effectively with CustomersRecognize the

Слайд 36Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
“Politically

Correct” Communication
Do not use words or phrases that stereotype, intimidate,

or offend individuals based on their differences.
However, choose words carefully to maintain as much clarity as possible in communications.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–“Politically Correct” CommunicationDo not use words or phrases

Слайд 37Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Terms

to Know
communication
interpersonal communication
organizational communication
message
encoding
channel
decoding
communication process
noise
nonverbal communication
body language
verbal intonation
filtering
selective perception
information overload
jargon
active

listening
formal communication
informal communication
downward communication
upward communication
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Terms to Knowcommunicationinterpersonal communicationorganizational communicationmessageencodingchanneldecodingcommunication processnoisenonverbal communicationbody languageverbal

Слайд 38Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
Terms

to Know (cont’d)
lateral communication
diagonal communication
communication networks
grapevine
e-mail
instant messaging (IM)
blog
wiki
voicemail
fax
electronic data interchange

(EDI)

teleconferencing
videoconferencing
Web conferencing
intranet
extranet
communities of practice

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–Terms to Know (cont’d)lateral communicationdiagonal communicationcommunication networksgrapevinee-mailinstant messaging

Слайд 39Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
14–
All

rights reserved. No part of this publication may be reproduced,

stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall14–All rights reserved. No part of this publication

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