Communication
Importance of Good
Communication
• Good Communication allows a firm
to
• Learn new skills and technologies.
• Become more responsive to
customers.
• Improve Quality of their product
or service.
• Foster innovation
• Effective communication is needed
by all Managers.
The Communication Process
• Communication consists of two phases:
1. Transmission phase: information is
shared by 2 or more people.
2. Feedback phase: a common
understanding is assured.
• Starts with the Sender who wants to share
information.
• Sender must decide on a message to share
• Sender also puts the message into symbols
or language, a process called encoding.
Noise: anything harming the communication
process.
The Communication
Process
Transmission Phase
Message Encoding Medium Decoding
NOISE Receiver
Sender NOISE (now sender)
Decoding Medium Encoding Message
Feedback Phase
The Communication Process
• Messages are transmitted over a medium to a
receiver.
• Medium: pathway the message is
transmitted on (phone, letter).
• Receiver: person getting the message.
• Receiver next decodes the message.
• Decoding allows the receiver to understand
the message.
• This is a critical point, can lead to mis-
understanding.
• Feedback is started by receiver and states that
the message is understood or that it must be re-
sent.
Communication Issues
• Encoding of messages can be done verbally
or non-verbally
• Verbal: spoken or written communication.
• Nonverbal: facial gestures, body
language, dress.
• Sender and receiver communicate based on
their perception.
• Subjective perception can lead to biases
and stereotypes that hurt communication.
• Effective Managers avoid communicating
based on a pre-set belief.
Dangers of Ineffective
Communication
• Managers spend most of their time
communicating so both they and the subordinates
must be effective communicators. To be effective:
• Select an appropriate medium for each
message.
• There is no one “best” medium.
• Consider information richness: the amount
of information a medium can carry.
• Medium with high richness can carry much
information to aid understanding.
• Is there a need for a paper/electronic trail to
provide documentation?
Information Richness and
Media Type
High
Richness
Face-to-face
Face-to-face
communication
communication
Verbal
Verbalcommunication
communication
electronically
electronically
transmitted
transmitted
Personally
Personallyaddressed
addressed
written
writtencommunication
communication
Impersonal
Impersonal written
written
commun-
commun-
Low ication
Richness ication
Communication Media
Face-to-Face: highest information richness.
• Can take advantage of verbal and nonverbal signals.
• Provides for instant feedback.
• Management by wandering around takes
advantage of this with informal talks to workers.
• Video Conferences: provide much of this richness.
• Reduce travel costs and meeting times.
Verbal Communication electronically transmitted:
has next highest richness.
• Phone conversations, but no visual nonverbal cues.
• Do have tone of voice, sender’s emphasis and
quick feedback.
Communication Media
Personally Addressed Written Communication:
lower richness than the verbal forms, but still is
directed at a given person.
• Personal addressing helps ensure receiver reads it.
• Letters and e-mail are common forms.
• Cannot provide instant feedback to sender but can
get feedback later.
• Excellent for complex messages needing follow-
up.
Impersonal Written Communication: lowest richness.
• Good for messages to many receivers. Little
feedback is expected.
• Newsletters, reports are examples.
E-Mail Trends
• E-mail use is growing rapidly in large
firms, and there are even special e-mail
etiquette:
• Words in all CAPITALS are seen as
“screaming” at the receiver.
• Punctuate your messages for easy
reading and don’t ramble on.
• Pay attention to spelling and treat like
a written letter.
• E-mail has allowed telecommuting, where
workers can work from home and be in
touch with e-mail.
Communication Networks
Networks show information flows in an organization.
• Wheel Network: information flow to and from
one central member.
• Chain Network: members communicate with
people next to them in sequence.
• Wheel and Chain networks provide for little
interaction.
• Circle Network: members communicate with
others close to them in terms of expertise, office
location, etc.
• All-Channel Network: found in teams, with
high levels of communications between each
member and all others.
Communication Networks in Groups &
Teams
Wheel Network
Chain Network
All Channel Network
Circle Network
Organization Communication
Networks
Organization chart depicts formal reporting
channels.
• Communication is informal and flows
around issues, goals, and projects.
• Vertical Communication: goes up and
down the corporate hierarchy.
• Horizontal Communication: between
employees of the same level.
• Informal
communications can span levels
and departments.
• Grapevine: informal network carrying
unofficial information through the firm.
Organizational Communications
Network
Formal
Communication
Informal
Communication
Technological Advances
Internet: global system of computer networks
Many firms use it to communicate with suppliers.
World Wide Web (WWW): provides multimedia
access to the Internet.
Intranets: use the same information concepts as the
Internet, but keep the network inside the firm.
Groupware: software designed to let workers share
information and improve communication.
Best for team oriented support.
Communication Skills for
Managers as Senders
Send clear and complete messages.
Encode messages in symbols the receiver
understands.
Select a medium appropriate for the
message AND monitored by the receiver.
Avoid filtering (holding back information) and
distortion as the message passes through other
workers.
Ensure a feedback mechanism is included in
the message.
Provide accurate information to avoid
rumors.
Communication Skills for
Managers as Receivers
• Pay Attention to what is sent as a message.
• Be a good listener: don’t interrupt.
• Ask questions to clarify your understanding.
• Be empathetic: try to understand what the
sender feels.
• Understand linguistic styles: different
people speak differently.
• Speed, tone, pausing all impact
communication.
• This is particularly true across cultures.
• Managers should expect and plan for this.
RESPONSIBILITIES OF THE
SENDER
• 1. Knowing the purpose of
communicating.
• 2. Knowing the receiver.
• 3. Choosing the appropriate
medium.
• 4. Selecting
the proper time of
communicating.
RESPONSIBILITIES OF THE
RECEIVER
• 1. Tolisten to the sender or
concentrate on the message.
• 2. To
respect and understand the
sender.
• 3. To suggest the proper medium.
• 4. To react the message.
BARRIERS TO EFFECTIVE
COMMUNICATION
• 1. Individual variations in perception –
individuals with different cultural, social
and educational backgrounds tend to
vary in their perceptions.
• 2. Differences in language – some words
may register different meanings to
different individuals.
• 3. Presence
of noise – it is difficult top
clearly hear a message in a noisy
environment.
• 4. Emotional reactions – love, hate,
jealousy, anger, fear or power strongly
influence to messages.
• 5. Verbal
communication inconsistent
with non verbal communication - this
means words are not supported by
actions.
• 6. Credibility
of the sender – if the
receiver does not trust or believe the
sender because he is not credible, then
there is a communication barrier.
TEN COMMANDMENTS OF
GOOD COMMUNCIATION
• 1. Make
your ideas clear before
communicating.
• 2. Study
the true purpose of each
communication.
• 3. Consider
the total physical and
human setting whenever you
communicate.
• 4. Planyour communication with
the help of an expert.
• 5. Be aware of your voice, expression,
choice of words, content of your message,
among others, while you communicate.
• 6. Convey something of value or
immediate benefits to the receiver.
• 7. Encourage the receiver to express his
reactions.
• 8. Your communication should be
consistent with long range interests and
goals.
• 9. Support your communication with
actions; that is, do what you say.
• 10. Be a good listener.
