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Communicating in Organizations
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What is Communications
• Can be defined as the process by which information
is exchanged and understood by two or more people,
usually with the intent to motivate or influence
behavior.
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The Manager as Information Nerve Center
External
Information
Internal
Information
Manager as Monitor
 Information processor
 Communicator
Manager as Disseminator
 Distributes information to
subordinates
Manager as Spokesperson
Distributes information to
people outside the organization
Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.
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Communications Process Model
RECEIVER
SENDER
Message
encoded
Channel
Message
Message
decoded
Noise
Feedback
decoded
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Channel
Feedback
Feedback
encoded
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Channel Richness
The amount of information that can be transmitted during a communication episode.
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Nonverbal Communications
• Messages sent through human actions and behavior
rather through words
• Most nonverbal communication is unconscious or
subconscious
• Occurs mostly face-to-fact
• Three factors in message interpretation
 Verbal Impact, 7 percent
The Gallup
Organization
 Vocal Impact, 38 percent
 Facial Impact, 55 percent
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Three Formal Channels of Communications
Source: Adapted from Richard L. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach, 538. Copyright © 1986 by Scott, Foresman and Company.
Used by permission.
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Downward Communications
• Messages sent from top management down to
subordinates
• Most familiar and obvious flow of formal
communication
• Encompasses the following
1. Implementation of goals and strategies
2. Job instructions and rationale
3. Procedures and practices
4. Performance feedback
5. Indoctrination
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Down Communications Problems
• Drop Off
– Distortion
– Loss of message content
• Dealing with Drop Off
– Use right communication channel
– Consistency between verbal and nonverbal
messages
– Active listening
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Upward Communications
• Messages that flow from the lower to the higher
levels in the organizations
• Five types of information communicated upward
1. Problems and exceptions
2. Suggestions for improvement
3. Performance reports
4. Grievances and disputes
5. Financial and accounting information
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Horizontal Communications
• Lateral or diagonal exchange of messages among
peers or coworkers
• Purpose is to inform and request support as well as
coordinate activities
 Horizontal communications three categories
1. Intradepartmental problem solving
2. Interdepartmental coordination
3. Change initiatives and improvement
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Team Communications
• Two characteristics for consideration:
– The extent to which team communications is
centralized
– The nature of the team’s task
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Informal Communications
•
•
Are outside formal authorized channels
Do not adhere to organization’s hierarchy of
authority
• Coexists with formal communications networks
• Two types of channels
1. Management By Wondering Around
2. Grapevine
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Two Grapevine Chains
Source: Based on Keith Davis and John W. Newstrom, Human Behavior at Work: Organizational Behavior, 7th ed. (New York: McGraw-Hill, 1985).
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Dialogue and Discussion: The Differences
Conversation
Dialogue
Lack of understanding, disagreement,
divergent points of view
Discussion
Reveal feelings
Explore assumptions
Suspend convictions
Build common ground
Result
Long-term, innovative solutions
Unified group
Shared meaning
Transformed mind-sets
State positions
Advocate convictions
Convince others
Build oppositions
Result
Short-term resolution
Agreement by logic
Opposition beaten down
Mind-sets held onto
Source:Adapted from Edgar Schein, “On Dialogue, Culture, and Organization Learning,” Organizational Dynamics (Autumn 1993), 46.
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Ways to Overcome
Communications Barriers
Barriers
Individual
Interpersonal dynamics
Channels and media
Semantics
Inconsistent cues
Organizational
Status and power differences
Departmental needs and goals
Communication network unsuited
Lack of formal channels
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How to Overcome
Active listening
Selection of appropriate channel
Knowledge of other’s perspective
MBWA
Climate of Trust
Development and use of formal channels
Changing organization or group structure to
fit communication needs
Encouragement of multiple channels,
formal and informal
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