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Chapter 15
Managing Communication
Learning Objectives
After reading this chapter, you should be able to:
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Understand the communication process.
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Eliminate barriers that distort the meaning
of information.
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Recognize the basic patterns of
organizational communication.
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Understand how to organize and run
effective meetings.
Master electronic forms of communication.
Work with an organization’s informal
communication system.
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The Process of
Communication
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Communication is a process
that involves the
transmission of meaningful
information from one party
to another through the use
of shared symbols.
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Communication is
successful when meaning is
understood.
The Process of
Communication (continued)
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Two forms of information are sent
and received in communication:
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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.
Skills for Managing
Communication
Assertive
Communication Skills
Presentation Skills
Listening Skills
Nonverbal
Communication Skills
The Communication
Process
Communication
Channel
Noise
Sender
Receiver
(encodes message)
(decodes message)
Feedback
Noise
The Communication Process:
Feedback
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Feedback allows the sender to clarify the
message if its true meaning is not
received.
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Two-way Communications – communication
channels that provide for feedback.
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One-way Communications – communication
channels that provide no opportunity for
feedback.
The Communication Process:
Barriers to Effective Communication
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Barriers can disrupt the accurate transmission
of information.
These barriers take different forms:
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Sender barrier
Encoding barrier
Communication channel barrier
Decoding barrier
Receiver barrier
Feedback barrier
Noise barrier
Perception barrier
Video: The Entrepreneurial Mom
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Describe the model of communication that
Tamara Monoseff recommends in the video
for would-be inventors and moms. Is this
a one-way or two-way communication?
Patterns of Organizational
Communications
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Communications in organizations can be
complex.
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Possible barriers to communication
includes:
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Differences in employee status and power
Diversity
Differences in interests
Patterns of Organizational
Communications
Downward Communication
Upward Communication
Horizontal Communication
Organizational Communication Patterns
Constructive Feedback
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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.
Communication Channels
Ranked by Information Richness
Richest Channel
Physical
presence (faceto-face,
meetings)
Best for nonroutine,
ambiguous,
difficult messages
Leanest Channel
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 routine,
clear, simple
messages
Managing Organizational
Communications
Face-to-Face
Communication
Written
Communication
Electronic
Communication
Informal
Communication
Steps you can take to make
meetings more productive
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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.
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
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Management by Wandering Around (MBWA) – dropping in
unannounced for spontaneous conversations
 builds levels of trust
 stops harmful rumors
Assertive
Communication Skills
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Assertive communication skills —communicate in ways
that meet one’s own needs while at the same time
respecting the needs and rights of others
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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.
Presentation Skills
Basic Guidelines
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Prepare objectives
Organize the presentation
Structure the presentation
Tailor the presentation
Establish credibility
Speak in a responsive and conversational style
Use visual aids
Practice presentation skills
Restate key ideas
Nonverbal
Communication Skills
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Nonverbal communication is sending and
decoding messages with emotional content.
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Dimensions of nonverbal communication:
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Body movements and gestures
Eye contact
Touch
Facial expressions
Physical distance
Tone of voice
Listening Skills
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Help create understanding between both
parties
An active rather than passive activity
Use of nonverbal indicators, like eye contact,
tone of voice, or touch
Are an invaluable skill for managers
Guidelines for Active Listening
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Do create a supportive
atmosphere.
Do listen for feelings
as well as words.
Do note cues.
Do occasionally test
for understanding.
Do demonstrate
accept-ance and
understanding.
Do ask exploratory,
open-ended questions.
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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.
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.
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Management Minicase 15.2
Individual/Collaborative Learning 15.1