MAN 4151 Org. Behavior - MLO Ch. 11 PDF

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Mini-lecture notes and chapter outlines for MAN 4151, Summer 2018 with Professor Dana Farrow....

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Chapter 11 Communication Chapter Overview

PPT 11.2

In order to be successful, managers must be able to communicate effectively. This chapter describes the communication process and the various ways managers communicate to employees. Additionally, barriers to communication are presented. Chapter Objectives After studying this chapter, the student should be able to: 1. Describe the communication process and formal and informal PPT 11.3 communication. 2. Contrast downward, upward, and lateral communication. 3. Compare and contrast formal small-group networks and the grapevine. 4. Contrast oral, written, and nonverbal communication. 5. Show how channel richness underlies the choice of communication channel. 6. Differentiate between automatic and controlled processing of persuasive messages. 7. Identify common barriers to effective communication. 8. Show how to overcome the potential problems in cross-cultural communication.

I. A. II. A. B.

C.

INTRODUCTION No individual, group, or organization can exist without communication (the transference and understanding of meaning). THE COMMUNICATION PROCESS Before communication can take place, it needs a purpose, expressed as a message to be conveyed. The message passes between a sender and receiver. The message is encoded (converted to a symbolic form) and passed by way of some PPT 11.4 medium (channel) to the receiver, who retranslates (decodes) the message. Successful communication results in the transference of meaning from one person to another. Exhibit 11-1 Exhibit 11-1 Shows the Communication Process’s Key Components 1. Sender: the person who initiates a message by encoding a thought. PPT 11.5 2. Encoding: converting the thought into symbols and language. 3. Message: the actual physical product the sender is encoding. It is the encoded thought to be transferred. 4. Channel: the sender-selected medium through which the message travels. There are two basic channels for communication in organizations: a. Formal Channels. The path follows the authority chain of the organization. The messages sent by these channels normally relate to the professional activities of the members of that organization.

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b. Informal Channels. Spontaneous channels that emerge as a response to individual choices. Messages sent through these channels are often personal or social. 5. Receiver: the person to whom the message is directed. 6. Decoding: converting a message from symbols and language back into thought. 7. Noise: communication barriers that distort the clarity of the message, such as perceptual problems, information overload, semantic difficulties, or cultural differences. 8. Feedback: information sent from the receiver back to the sender to indicate how successful the transference was. III. DIRECTION OF COMMUNICATION PPT 11.6 A. Communication can flow vertically or laterally. Vertical communications can be upward or downward from a person's position in an organization. 1. Downward Communication. Communication that flows from one level of a group or organization to a lower level in that organization. PPT 11.7 a. Typically used by leaders and managers to assign goals, provide job instructions, inform employees of policies and procedures, point out problems that need attention, and offer feedback about performance. b. Downward communication can be an effective means for managers to explain the reasons why a decision was made. Such explanations can dramatically increase employee commitment to change. c. Downward communication is one way: from manager to employee. The effectiveness of downward communication can be increased if it includes a request for upward communication (feedback, opinions, or advice) from those they supervise. 2. Upward Communication. Communication that moves upward through the organization's hierarchy. PPT 11.8 a. Used to provide feedback to organizational superiors, inform superiors of progress toward goals, to relay current problems, and solicit employee suggestions. 1) Effective upward communication requires: a) Reduction of distractions. b) Communicating in “headlines,” not “paragraphs.” c) Supporting headlines with actionable items. d) Preparation and use of an agenda. 3. Lateral Communication. Communication that takes place among members of the same work group, among members of work groups of the same PPT 11.9 level of the hierarchy, among managers at the same level, or between any horizontally equivalent personnel. a. Such communications help to facilitate coordination and save time. These lateral relationships may be formally sanctioned or, more often, they are informally created to short-circuit the vertical hierarchy and expedite action. b. Such communication can be good or bad depending on whether it conflicts or enhances the formal vertical channels of communication. IV. ORGANIZATIONAL COMMUNICATION PPT 11.10 A. Formal Small-Group Networks. 1. This text will demonstrate three basic types of networks: the chain,

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wheel, and all-channel. a. Chain. These networks rigidly follow the formal chain of command. This can be seen in traditional, bureaucratic organizations. b. Wheel. These networks rely on a central figure to be the conduit for all of the group's communication. This type of network is often seen in teams with strong leaders, with the leader acting as the conduit. c. All-Channel. In this network, all group members actively communicate with each other with no leader present. An example of this type of network is self-managed work teams. 2. Effectiveness. The effectiveness of each network hinges upon which

PPT 11.11

dependent variable needs to be emphasized in the organization. No Exhibit 11-3 single network structure is best for all occasions. B. The Grapevine. 1. In addition to the formal network systems of communication in organizations, there exists an informal one that is just as important: PPT 11.12 the grapevine. 2. Rumors emerge as a response to situations that are: a. important to us, b. when there is ambiguity, and c. under conditions that arouse anxiety. 3. The fact that work situations frequently contain these three elements explains why rumors flourish in organizations. 4. The secrecy and competition that typically prevail in large organizations— around the appointment of new bosses, the relocation of offices, downsizing decisions, or the realignment of work assignments—encourage and sustain rumors on the grapevine. 5. A rumor will persist either until the wants and expectations creating the uncertainty are fulfilled, or the anxiety has been reduced. 6. Certainly it’s an important part of any group or organization communication network and is well worth understanding. a. It gives managers a feel for the morale of their organization, identifies issues employees consider important, and helps tap into employee anxieties. b. The grapevine also serves employees’ needs: 1) Small talk creates a sense of closeness and friendship among those who share information. 2) Research suggests it often does so at the expense of those in the “out” group. 7. Can managers entirely eliminate rumors? Exhibit 11-4 a. No. b. What they should do, however, is minimize the negative consequences of rumors by limiting their range and impact. V. MODES OF COMMUNICATION PPT 11.13 A. There are three basic methods of communication: oral, written, and nonverbal. 1. Oral Communication. This is the chief means of PPT 11.14 conveying messages. It may be in the form of speeches, formal one-on-one and group discussions, or talk along Copyright ©2016 Pearson Education, Inc.

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the grapevine. a. Advantages. Oral communications are quick and feedback can be received just as quickly, making corrections relatively simple. b. Disadvantages. Oral communications are subject to personal interpretation, and when passed through a number of people, the message received at the final destination may not be the one that was originally sent. (Remember the childhood game of telephone?) 2. Written Communication. This form of communication PPT 11.15 includes any method that conveys written words or symbols and dates back thousands of years, and since we have samples from these earliest writings, written communication is thus the longest-lasting form of communication. a. Written communication today is usually conducted via letters, e-mail, instant messaging, social media, and blogs. 3. Nonverbal Communication. This form of communication includes body movements, the intonations or emphasis PPT 11.16 given to words, facial expressions, and the physical distance between the sender and the receiver. a. Forms of Nonverbal Communication: 1) Body Movement. Any movement of the body can have meaning. Such body language conveys two important messages: a) the degree of like or interest in another (or the person's ideas) and b) the perceived status differences between sender and receiver. c) Body language both enhances and complicates verbal communication. 2) Intonation. This is the emphasis given to words or phrases in verbal communication. Changing the intonation of a set of words can completely change their meaning. 3) Facial Expressions. Similar to intonation, facial expressions can change the meaning of the words communicated. Facial expressions allow people to add an emotional component to the words they use. 4) Physical Distance. While highly dependent on cultural norms, the space between people can convey meaning. Typically, the closer two people are, the more intimate they are. Formal relationships and disinterest are often demonstrated by a greater distance between two people. VI. CHOICE OF COMMUNICATION CHANNEL A. Why do people choose one channel of communication over others? A PPT 11.17 model of media richness helps explain channel selection among managers. Exhibit 11-5 B. Channel Richness. 1. Channels differ in terms of their capacity to convey information. Some are rich in that they can: a. Handle multiple cues simultaneously, b. Facilitate rapid feedback, and c. Be very personal. 2. Others are lean in that they score low on these factors. 3. As Exhibit 11-5 illustrates, face-to-face conversation scores highest in channel richness because it transmits the most information per episode – multiple Copyright ©2016 Pearson Education, Inc.

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information cues (words, postures, facial expressions, gestures, intonations), immediate feedback (both verbal and nonverbal), and the personal touch of being physically present. 4. Impersonal written media such as formal reports and bulletins rate the lowest in richness. C. Choosing Communication Methods. PPT 11.18 1. The choice of channel depends on whether the message is routine. a. Routine messages tend to be straightforward and have minimal ambiguity, so channels low in richness can carry them efficiently. b. Non-routine communications are likely to be complicated and have the potential for misunderstanding. 2. Managers can communicate them effectively only by selecting rich channels. 3. Often, a variety of modes of communication work best to convey important ideas. 4. Channel richness is a helpful framework for choosing your mode of communication. It is not always easy to know when to choose oral rather than written communication, for instance. 5. Experts say oral communication or “face time” with coworkers, PPT 11.19 clients, and upper management is key to success. However, if you seek the CEO out just to say hello, you may be remembered as an annoyance rather than a star, and signing up for every meeting on the calendar to increase your face time is counterproductive to getting the work of the organization done. a. Your communication choice is worth a moment’s thought: Is the message you need to communicate better suited to a discussion, or a diagram? 6. Whenever you need to gauge the receiver’s receptivity, oral communication is usually the better choice. 7. Also consider the receiver’s preferred mode of communication; some individuals focus on content better over the phone than in person. The pace of your work environment matters, too. a. If your manager requests a meeting with you, you may not want to ask for an exchange of emails instead. A fast-paced work place may thrive on pop-by meetings, while a deadline heavy team project may progress faster with scheduled Skype videoconferences. Sometimes we cannot choose between a face-to-face meeting and a telephone meeting because of distance. Other times, there is an option. 8. Much of what we communicate face-to-face is in the delivery, so consider your speaking skills when choosing your communication method. Research indicates that the sound of your voice is twice as important as what you are saying. 9. Written communication is generally the most reliable mode for complex and lengthy communications, and it can be the most efficient method for short messages, as when a two-sentence text can PPT 11.20 take the place of a 10-minute phone call. a. But keep in mind that written communication can be limited in its emotional expression. 10. Choose written communication when you want the information to be tangible and verifiable. Both you and the receiver(s) will have a record of the message.

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11. People are usually forced to think more thoroughly about what they want to convey in a written message than in a spoken one, so written communications can be well thought out and clear. a. But be aware that, as with oral communication, your delivery is just as important as the content. Managers report that grammar mistakes and lack of business formality are unprofessional and unacceptable. 12. Finally, in choosing a communication channel, it’s important to be alert to nonverbal aspects of your communication and consider your body language cues as well as the literal meaning of your words. 13. You should be particularly aware of contradictions between the verbal and nonverbal messages, as a sender and as a receiver. D. Information Security. 1. Security is a huge concern for nearly all organizations with private or proprietary information about clients, customers, and employees. Organizations worry about the security of the electronic information they seek to protect, such as hospital patient data, the physical information they still keep in file cabinets, and the security of the information they entrust their employees with knowing. 2. The recent adoption of cloud-based electronic data storage has brought a new level of worry; 51 percent of managers in a recent survey were considering cloud-based human resource software. a. Early research indicates that fears about cloud computing seem unwarranted, so its business use will likely increase. 3. As we’ve discussed, most companies actively monitor employee Internet use and e-mail records, and some even use video surveillance and record phone conversations. a. Necessary as they may be, such practices can seem invasive to employees. An organization can relieve employee concerns by engaging them in the creation of information-security policies and giving them some control over how their personal information is used. VII. PERSUASIVE COMMUNICATION A. Automatic and Controlled Processing. PPT 11.21 1. To understand the process of communication, it is useful to consider two different ways that we process information. Consider the last time you bought a can of soda. Did you carefully research brands, or did you choose the can that had the most appealing advertising images? If we’re honest, we’ll admit glitzy ads and catchy slogans do indeed influence our choices as consumers. 2. We often rely on automatic processing, a relatively superficial consideration of evidence and information making use of heuristics. a. Automatic processing takes little time and minimal effort, so it makes sense to use it for processing persuasive messages related to topics you don’t care much about. The disadvantage is that it lets us be easily fooled by a variety of tricks, like a cute jingle or a glamorous photo. 3. Now consider the last time you chose a place to live. You probably researched the area, gathered information about prices from a variety of sources, and considered the costs and benefits of renting versus buying. Here, you’re relying on more effortful controlled processing, a detailed consideration of evidence and information relying on facts, figures, and logic.

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a. Controlled processing requires effort and energy, but it’s harder to fool someone who has taken the time and effort to engage in it.

4. So what makes someone engage in either automatic or controlled processing? B.

C.

D.

E.

VIII. A.

There are a few rules of thumb for determining what types of processing an audience will use. Interest Level. PPT 11.22 1. One of the best predictors of whether people will use an automatic or controlled process for reacting to a persuasive message is their level of interest in the outcome. a. Interest levels reflect the impact a decision is going to have on your life. When people are very interested in the outcome of a decision, they’re more likely to process information carefully. That’s probably why people look for so much more information when deciding about something important than something relatively unimportant. Prior Knowledge. 1. People who are very well informed about a subject area are more likely to use controlled processing strategies. They have already thought through various arguments for or against a specific course of action, and therefore they won’t readily change their position unless very good, thoughtful reasons are provided. a. On the other hand, people who are poorly informed about a topic can change their minds more readily, even in the face of fairly superficial arguments presented without a great deal of evidence. b. Overall, then, a better-informed audience is likely to be much harder to persuade. Personality. 1. Those who are lower in need for cognition are more likely to use automatic processing strategies, relying on intuition and emotion to guide their evaluation of persuasive messages. Message Characteristics. 1. Another factor that influences whether people use an automatic or controlled processing strategy is the characteristics of the message itself. a. Messages provided through relatively lean communication channels, with little opportunity for users to interact with the content of the message, encourage automatic processing. b. Conversely, messages provided through richer communication channels tend to encourage more deliberative processing. 2. The most important implication is to match your persuasive message to the type of processing your audience is likely to use. When the audience is not interested in a persuasive message topic, when they are poorly informed, when they are low in need for cognition, and when information is transmitted through relatively lean channels, they’ll be more likely to use automatic processing. a. In these cases, use messages that are more emotionally laden and associate positive images with your preferred outcome. b. On the other hand, when the audience is interested in a topic, when they are high in need for cognition, or when the information is transmitted through rich channels, then it is a better idea to focus on rational arguments and evidence to make your case. BARRIERS TO EFFECTIVE COMMUNICATION. Filtering. Copyright ©2016 Pearson Education, Inc.

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1. Refers to senders purposely manipulating information so it will be seen more favorably by the receiver.

2. Upward communication, especially of bad news, is often B.

C.

D.

E.

F.

G.