Communication and Management

 Communication
 The sharing of information between two or more
individuals or groups to reach a common
understanding.
 Importance of Good Communication
 Increased efficiency in new technologies and skills
 Improved quality of products and services
 Increased responsiveness to customers
 More innovation through communication
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 The Communication Process
Phases of the Communication Process:
 Transmission phase in which information is
shared by two or more people.
 Feedback phase in
which a common
understanding is
assured.

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 The Communication Process

Figure 16.1 16-3

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Verbal & Nonverbal Communication
 Verbal Communication
 The encoding of messages into words,
either written or spoken
 Nonverbal
 The encoding of messages by means of
facial expressions, body language, and
styles of dress.

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 The Role of Perception in
Communication
Perception – process through which
people select, organize, and interpret
sensory input to
give meaning and
order to the world
around them

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 The Role of Perception in
Communication
 Biases – systematic tendencies to use
information about others in ways that
can result in inaccurate perceptions
 Stereotypes – often inaccurate beliefs
about the characteristics of particular
groups of people
 Can interfere with the encoding and
decoding of messages

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 The Dangers of Ineffective
Communication
Managers and their subordinates can
become effective communicators by:
 Selecting an appropriate medium for each
message—there is no one “best” medium.
 Considering information richness
 A medium with high richness can carry much
more information to aid understanding.

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 Information Richness
 The amount of information that a
communication medium can carry
 The extent to which the medium
enables the sender and receiver to
reach a common understanding

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 Communication Media
Face-to-Face
 Has 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 and
reduce travel costs and
meeting times.

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 Communication Media
Spoken Communication Electronically
Transmitted
 Has the second highest information
richness.
 Telephone conversations are information rich
with tone of voice, sender’s emphasis, and quick
feedback, but provide no visual nonverbal cues.

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 Communication Media
 Personally Addressed Written Communication
 Has a lower richness than the verbal forms of
communication, but still is directed at a given
person.
 Personal addressing helps ensure receiver actually reads
the message—personal letters and e-mail are common
forms.
 Does not provide instant feedback to the sender although
sender may get feedback later.
 Excellent media for complex messages requesting follow-
up actions by receiver.

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 E-Mail Dos and Don’ts
 E-mail allows telecommuting employees to
work from home and keep in contact.
 The use of e-mail is growing rapidly and e-
mail etiquette is expected:
 Typing messages in all CAPITALS is seen as
“screaming” at the receiver.
 Punctuate your messages for easy reading and
don’t ramble on.
 Pay attention to spelling and treat the message like
a written letter.
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 Communication Media
Impersonal Written Communication
 Has the lowest information richness.
 Good for messages to many receivers where
little or feedback is expected (e.g., newsletters,
reports)

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 Communication Networks
Communication Networks
 The pathways along which information flows in
groups and teams and throughout the
organization.
 Choice of communication network depends on:
 The nature of the group’s tasks
 The extent to which group members need to communicate
with each other to achieve group goals.

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 Communication Networks in
Groups and Teams
Type of Network
Wheel Network Information flows to and from one central
member.

Chain Network Members communicate only with the people next

to them in the sequence.

Wheel and chain networks provide little interaction.

Circle Network Members communicate with others close to them

in terms of expertise, experience, and location.

All-Channel Networks found in teams with high levels of

Network communications between each member and all
others.

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 Organization Communication
Networks
Organization Chart
 Summarizes the formal reporting channels in an
organization.
 Communication in an organization flows through formal
and informal pathways
 Vertical communications flow up and down the corporate
hierarchy.
 Horizontal communications flow between employees of
the same level.
 Informal communications can span levels and
departments—the grapevine is an informal network
carrying unofficial information throughout the firm.
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 Technological Advances in
Communication
 Internet
 Global system of computer networks that is easy to
join and is used by employees to communicate
inside and outside their companies
 World Wide Web (WWW)
 “Business district” with multimedia capabilities
 Intranets
 A company-wide system of computer networks for
information sharing by employees inside the firm.
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 Technological Advances in
Communication
Groupware
 Computer software that enables members
of groups and teams to share information
with each other and improve
communication.
 Best used to support
team-oriented
working environments.

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 Barriers to Effective
Communication
 Messages that are unclear, incomplete, difficult
to understand
 Messages sent over the an inappropriate
medium
 Messages with no provision for feedback
 Messages that are received but ignored
 Messages that are misunderstood
 Messages delivered through automated
systems that lack the human element
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 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,
importantly, one that is 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.
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 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 and managers
should expect and plan for this.
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