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Chapter 6 Communication and Information Technology Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-1 LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter • Understanding Communications – Differentiate between interpersonal and organizational communication – Discuss the functions of communication Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-2 LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter • Interpersonal Communication – Explain all the components of the communication process – List the communication methods managers might use – Describe nonverbal communication and how it takes place – Explain the barriers to effective interpersonal communication and how to overcome them Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-3 LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter • Organizational Communication – Explain how communication can flow in an organization – Describe the three common communication networks – Discuss how managers should handle the grapevine Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-4 LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter • Understanding Information Technology – Describe how technology affects managerial communication – Define electronic data interchange, teleconferencing, videoconferencing, intranet, and extranet – Explain how information technology affects organizations Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-5 What Is Communication? • Communication – The transfer and understanding of meaning – Interpersonal communication • Communication between two or more people – Organizational communication • All the patterns, network, and systems of communications within an organization Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-6 Functions of Communication • • • • Control Motivation Emotional Expression Information Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-7 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 Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-8 Exhibit 6.1 The Interpersonal Communication Process Message Channel Decoding Encoding Sender Receiver Noise Message Feedback Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-9 Distortions in Communications • • • • • Sender Message Channel Receiver Feedback Loop Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-10 Channels for Communicating Interpersonally • • • • • • Feedback Complexity capacity Breadth potential Confidentiality Encoding ease Decoding ease • Time-space constraint • Cost • Interpersonal warmth • Formality • Scanability • Time of consumption Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-11 Fitting Communication with Circumstances Managers can use 12 questions to help them evaluate appropriate communication methods for different circumstances. 1. Feedback. How quickly can the receiver respond to the message? 2. Complexity capacity. Can the method effectively process complex messages? 3. Breadth potential. How many different messages can be transmitted using this method? 4. Confidentiality. Can communicators be reasonably sure their messages are received only by those for whom they’re intended? 5. Encoding ease. Can the sender easily and quickly use this channel? Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-12 Fitting Communication with Circumstances (cont’d) 6. Decoding ease. Can the receiver easily and quickly decode messages? 7. Time–space constraint. Do senders and receivers need to communicate at the same time and in the same space? 8. Cost. How much does it cost to use this method? 9. Interpersonal warmth. How well does this method convey interpersonal warmth? 10. Formality. Does this method have the needed amount of formality? 11. Scanability. Does this method allow the message to be easily browsed or scanned for relevant information? 12. Time of consumption. Does the sender or receiver exercise the most control over when the message is dealt with? Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-13 Interpersonal Communication Methods • • • • • • • • Face-to-face Telephone Group meetings Formal presentations Memos Postal mail Fax Publications • • • • • • • • Bulletin boards Audio-/videotapes Hot lines E-mail Computer conference Voice mail Teleconference Videoconference Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-14 Exhibit 6.2 Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-15 Nonverbal Communication • Communication that is transmitted without words – Sounds – Images – Situational behaviours – Clothing and physical surroundings • Body language: gestures, facial expressions, and other body movements that convey meaning • Verbal intonation (paralinguistics): emphasis that a speaker gives to certain words or phrases that conveys meaning Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-16 Interpersonal Communication Barriers National Culture Language Filtering Emotions Interpersonal Communication Defensiveness Information Overload Selective Perception Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-17 Barriers to Effective Interpersonal Communication • Filtering – The deliberate manipulation of information to make it appear more favourable 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 Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-18 Barriers to Effective Interpersonal Communication (cont’d) • Selective Perception – Individuals interpret “reality” based on their own needs, motivations, experience, background, and other personal characteristics • Defensiveness – When threatened, reacting in a way that reduces the ability to achieve mutual understanding Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-19 Barriers to Effective Interpersonal Communication (cont’d) • 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 Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-20 Overcoming the Barriers to Effective Interpersonal Communications • • • • • Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-21 Exhibit 6.3 Active Listening Behaviours Avoid interrupting speaker Paraphrase Avoid distracting actions or gestures Don't overtalk Active Listening Ask questions Be empathetic Make eye contact Exhibit affirmative head nods and appropriate facial expressions Source: Based on P.L. Hunsaker, Training in Management Skills (Upper Saddle River, NJ: Prentice Hall, 2001). Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-22 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 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 Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-23 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 Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-24 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 Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-25 Suggestions for Giving Feedback • Relate feedback to existing performance goals and clear expectations • Give specific feedback tied to observable behaviour or measurable results • Channel feedback toward key result areas • Give feedback as soon as possible • Give positive feedback for improvement, not just final results • Focus feedback on performance, not personalities • Base feedback on accurate and credible information Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6th Ed. (New York: McGraw Hill/Irwin, 2004), p. 335. Reprinted by permission of McGraw Hill Education. Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-26 Types of 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 – Communication flows freely among all members of the work team Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-27 Exhibit 6.4 Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria Criteria Speed Accuracy Emergence of leader Member satisfaction Chain Wheel All-Channel Moderate High Moderate Moderate Fast High High Low Fast Moderate None High Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-28 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 Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-29 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 co-workers Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-30 Information Technology (cont’d) • Networked Computer Systems – Linking individual computers to create an organizational network for communication and information sharing • • • • • • E-mail Instant messaging Voice-mail and fax Electronic data exchange (EDI) Teleconferencing and videoconferencing Intranets and extranets Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-31 Tips for Sending E-mails • Always use the subject line • Be careful using emoticons and acronyms for business communication • Write clearly and briefly • Copy e-mails to others only if they really need the information • Sleep on angry e-mails before sending Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-32 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 capabilities Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-33 How IT Affects Organizations • 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 Chapter 6, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 6-34