Download Communicating In Organizations

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Eighteen
Communicating in Organizations
© 2000 by Harcourt, Inc.
Developed by Stephen M.Peters
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What is Communication?
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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Developed by Stephen M.Peters
Copyright © 2000 by Harcourt, Inc. All rights reserved.
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.
Developed by Stephen M.Peters
Copyright © 2000 by Harcourt, Inc. All rights reserved.
Capacity of Information Channel
Influenced by Three Characteristics
1. The ability to handle multiple cues
simultaneously
2. The ability to facilitate rapid, two-way
feedback
3. The ability to establish a personal focus for
the communication
Developed by Stephen M.Peters
Copyright © 2000 by Harcourt, Inc. All rights reserved.
A Model of the Communication
Process
RECEIVER
SENDER
Message
encoded
Channel
Message
Message
decoded
Noise
Feedback
decoded
Developed by Stephen M.Peters
Channel
Feedback
Feedback
encoded
Copyright © 2000 by Harcourt, Inc. All rights reserved.
Nonverbal Communication
• 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
The Gallup
Organization
 Verbal Impact, 7 percent
 Vocal Impact, 38 percent
 Facial Impact, 55 percent
Developed by Stephen M.Peters
Copyright © 2000 by Harcourt, Inc. All rights reserved.
Downward Communication
• 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
The Rykodisc
Company
3. Procedures and practices
4. Performance feedback
5. Indoctrination
Developed by Stephen M.Peters
Copyright © 2000 by Harcourt, Inc. All rights reserved.
Upward Communication
• 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
Developed by Stephen M.Peters
Copyright © 2000 by Harcourt, Inc. All rights reserved.
Horizontal Communication
• Lateral or diagonal exchange of messages among peers
or coworkers
• Horizontal communications three categories
1. Intradepartmental problem solving
2. Interdepartmental coordination
3. Change initiatives and improvements
NECX
Developed by Stephen M.Peters
Copyright © 2000 by Harcourt, Inc. All rights reserved.
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.
Developed by Stephen M.Peters
Copyright © 2000 by Harcourt, Inc. All rights reserved.
Communication Barriers &
Ways to Overcome Them
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
Developed by Stephen M.Peters
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
Copyright © 2000 by Harcourt, Inc. All rights reserved.