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Chapter 10
Communication and Information
Technology
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
5
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter.
• Communication Issues in Today’s Organizations
– Discuss how Internet employee gripe sites affect
communication.
– Explain how organizations can manage their knowledge
resources.
– Explain why communicating with customers is an
important managerial issue.
– Explain how political correctness is affecting
communication.
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Functions of Communication
•
•
•
•
Control
Motivation
Emotional Expression
Information
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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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
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Exhibit 10.1 The Interpersonal
Communication Process
Message
Channel
Decoding
Encoding
Sender
Receiver
Noise
Message
Feedback
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Distortions in Communications
•
•
•
•
•
Sender
Message
Channel
Receiver
Feedback Loop
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Evaluating Communication
Methods
•
•
•
•
•
•
Feedback
Complexity capacity
Breadth potential
Confidentiality
Encoding ease
Decoding ease
• Time-space
constraint
• Cost
• Interpersonal warmth
• Formality
• Scanability
• Time of consumption
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
12
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
13
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
14
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Exhibit 10.2 Interpersonal
Communication Methods
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Interpersonal Communication Barriers
National
Culture
Language
Filtering
Emotions
Interpersonal
Communication
Defensiveness
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
Information
Overload
Selective
Perception
18
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
19
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
20
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Overcoming the Barriers to Effective
Interpersonal Communications
• Use Feedback
• Simplify Language
• Listen Actively
• Constrain Emotions
• Watch Nonverbal Cues
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Exhibit 10.3 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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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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
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
24
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
25
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
27
Exhibit 10.4 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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
34
Ethical Concerns for E-mail and
Voice-mail Use
• Not necessarily private
– Employer has access to them.
• The federal Privacy Act and the Access to Information Act apply to
all federal government departments, most federal agencies, and
some federal crown corporations.
• Many private sector employees are not covered by privacy
legislation.
– Only Quebec’s privacy act applies to the entire private sector.
• Managers need to clearly convey:
– Whether communications will be monitored
– Company policies on personal Internet and e-mail use
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
35
Current Communication Issues
• Being Connected Versus Being Concerned
– Managing Internet gripe sites is a valuable resource for
unique insights into the organization
• Employee complaints (“hot-button” issues)
• Customer complaints
– Responding to Internet gripe sites
•
•
•
•
•
Recognize them as a valuable source of information
Post messages that clarify misinformation
Take action to correct problems noted on the site
Set up an internal gripe site
Continue to monitor the public gripe site
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
36
Current Communication Issues
(cont’d)
• Managing the Organization’s Knowledge
Resources
– Build on-line 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
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
37
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
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
38
“Politically Correct”
Communication
• Do not use words or phrases that stereotype,
intimidate, or offend individuals based on their
differences
• Choose words carefully to maintain as much
clarity as possible in communications
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
39