Griffin FOM 10e Ch12 PPT Instructor Final

Fundamentals of
Management
Chapter Twelve: Communication in
Organizations
Griffin, Management, 10e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1
Warm Up
• Think about a time when communication failed. What was the
scenario? Why do you think it failed?
• Given what you know about the communication process, what, if

anything, would you have changed about that communication?
Learning Objectives
By the end of this chapter, you should be able to:
12-1 Describe the interpersonal nature of organizations.
12-2 Describe the role and importance of communication in the

manager’s job.
12-3 Identify the basic forms of communication in organizations.
12-4 Discuss informal communication, including its various forms and types.
12-5 Describe how the communication process can be managed to

recognize and overcome barriers.
12-1 The Importance of Operations
• Interpersonal dynamics:
− Personal and positive: Mutual respect and affection, and enjoy interacting
− Personal but negative: Parties dislike each other, do not have mutual
respect, and do not enjoy interacting
• Outcomes of interpersonal behaviors:
▪ Needs satisfaction: Interpersonal relations in organization can be
primary source of social needs
▪ Social support: Others share a common frame of reference, source of
synergy
▪ Conflict: Exchange of anger or hostility
12-2 A Definition of Communication
• Communication:
− The process of transmitting information from one person to another
• Effective communication
− The process of sending a message in such a way that the
message received is as close in meaning as possible to the
message intended
− Based on the ideas of meaning and consistency of meaning
12-2c The Role of Communication
in Management (1 of 2)
• Communication should be:
− Accurate: Provides a valid and reliable reflection of reality
− Timely: Available in time for appropriate managerial action
− Complete: Provides the manager with all the information that he or she
needs
− Relevant: Information that is useful to managers in their particular

circumstances for their particular needs
12-2c The Role of Communication
in Management (2 of 2)
Communication related directly to basic management functions
− Organizing − Organization change
− Planning − Development
− Leading − Reward systems
− Controlling − Establishing procedures
− Delegation − Monitoring performance
− Coordination − Corrective actions
12-2d The Communication Process
• Steps in the communication process:
• Deciding to transmit a fact, idea, opinion, or other information to the receiver.
• Encoding the meaning into a form appropriate to the situation.
• Transmitting through the appropriate channel or medium.
• Decoding the message back into a form that has meaning to the receiver.
• Noise is anything disrupting the communication process.
Figure 12.1 The Communication Process
Knowledge Check 1
In which step of the communication process would the sender make conscious
decisions on how to phrase a message so that it is accurately understood by
the receiver?
A. Deciding to transmit a fact, idea, or other type of information
B. Shaping the message based on knowledge of the situation and the receiver
C. Choosing the channel and medium
D. Eliminating the potential for noise
Knowledge Check 1: Answer
• In which step of the communication process would the sender make conscious
decisions on how to phrase a message so that it is accurately understood by the
receiver?
B. Shaping the message based on knowledge of the situation and the

receiver
The encoding might take the form of words, facial expressions,

gestures, or even artistic expressions and physical actions. The choice
of how to encode the message is a very conscious decision based on
the sender’s knowledge of the situation and the receiver. The sender
must also make sure that the message has enough information that it
will not be misinterpreted by the receiver.
12-3a Interpersonal Communication
• Oral communication:
• Face-to-face conversation, group discussions,
telephone calls, and other circumstances in which the
spoken word is used to transmit meaning
• Nonverbal communication:
• Any communication exchange that does not use words
or uses words to carry more meaning than the strict
definition of the words themselves
12-3a Oral Communication
• Advantages:
• Promotes prompt feedback and interchange in the form of
verbal questions and responses
• Is easy to use and can be done with little preparation
• Disadvantages:
• Suffers from problems with inaccuracy in meaning and
details
• Leaves no time for thought and consideration and no
permanent record of what was said
12-3a Nonverbal Communication
• Three types practiced by managers:
− Image: Words or phrases people elect to use
− Settings: Boundaries, familiarity, the home turf
− Body language: Distance, eye contact, body and hand

movement, pauses in speech, mode of dress
Poll 1
When the verbal and nonverbal components of a message do not match, what
are you more likely to believe?
A. Verbal
B. Nonverbal
12-3a Written Communication (1 of 2)
• Written communication:
• Memos, letters, reports, notes, email, and other
circumstances in which the written word is used to
transmit meaning
• Advantages of written communication:

• Is accurate and creates a permanent record of the
exchange
• Leaves time for thought and consideration, can be
referenced
• Is easy to use and can be done with little preparation
12-3a Written Communication (2 of 2)
• Disadvantages of written communication:
• Inhibits feedback and interchange due to the burden of the
process of preparing a physical document
• Referred to as message “leanness”
• Considerable delay can occur in clarifying message

meanings
• Lag time between sending and response
• Can result in inaccurate interpretation of original
meaning
• Difficult and time-consuming
12-3b Choosing the Right Form
• The situation determines the most appropriate medium:

• Oral communication, email or text may be preferred for
personal, brief, nonroutine, or high-priority communications.
• Formal written communications (e.g., memos, letters, reports,

and notes) are used for messages that are impersonal,
routine, and of lower priority.
• Managers should capitalize on advantages of each
• Phone call or text for immediate response
• Follow up in writing
Discussion #1
• How could the overuse of oral communication delay managers

in the completion of their assignments?
12-3b Communicating in Networks
and Work Teams
• Communication network:
• The pattern through which the members of a group
communicate
• Research suggests:
• For simple and routine tasks, centralized networks
perform with the greatest efficiency and accuracy.
• For complex and nonroutine tasks, decentralized
networks with open communication are most effective.
Figure 12.2 Organizational Communication
12-3c Vertical Communication
• Vertical communication: Communication that flows up and down the
organization, usually along formal reporting lines; takes place between
managers and their superiors and subordinates and may involve several
different levels of the organization.
− Upward communication: Consists of messages from subordinates to

superiors
▪ Is more subject to distortion
− Downward communication
▪ Occurs when information flows down the hierarchy from superiors to
subordinates
Figure 12.3 Formal Communication
12-3c Horizontal Communication
• Horizontal communication
− Communication that flows laterally within the organization;

involves colleagues and peers at the same level of the
organization and may involve individuals from several
different organizational units.
▪ Facilitates coordination among independent units

▪ Useful in joint problem solving
▪ Plays a major role in communication among members of
work teams drawn from different departments
12-3d Digital Communication (1 of 2)
• Personal electronic technology
− Has created opportunities for quickly disseminating

information and contacting others in the organization
− Email, texting, teleconferences from personal computers and

smartphones
− Has also created opportunities for dysfunctional employee

behaviors
12-3d Digital Communication (2 of 2)
• Advantage:
− Allows people to work at home and transmit their work
electronically to the company
• Disadvantages:
− The lack of face-to-face contact
− Loss of strong personal relationships
− Falling behind professionally
− Losing out in organizational politics
Discussion #2
Many employees worked from home, or still may be working from

home, during the COVID-19 pandemic. What effect is this likely to
have on the future of telecommuting? What information
technology (IT) challenges might employers encounter as more
workers telecommute? How can an employer mitigate those
challenges?
12-4 Informal Communication (1 of 2)
• Interchanges among employees that take place outside the
normal work setting
• May or may not follow official reporting relationships and/or

prescribed organizational channels
• May have nothing to do with official organizational business
• Can promote a strong culture and enhance employee

understanding of how the organization works
Figure 12.4 Informal Communication (2 of 2)
12-4a The Grapevine
• Grapevine:
• An informal communication network among people in an
organization
• Does not always follow the same patterns as formal channels of
authority and communication
• Found to be 75 to 95 percent accurate, especially with
information that is based on fact
• Managers can control, but not eliminate, information traveling
through the grapevine
Knowledge Check 2
How can managers use the grapevine to their advantage?
A. Use the grapevine to learn gossip about other employees.
B. Learn who key people in the grapevine are and use them to get
reactions to new ideas.
C. Learn who is eavesdropping on other employees and use those

people as sources of information.
D. Managers should work to minimize the effects of gossip that

travels through the grapevine instead of using it to their
advantage.
Knowledge Check 2: Answer
• How can managers use the grapevine to their advantage?
B. Learn who key people in the grapevine are and use them to get reactions to
new ideas.
Attempts to eliminate the grapevine are not likely to succeed, but fortunately
the manager does have some control over it. By maintaining open channels of
communication and responding vigorously to inaccurate information, the
manager can minimize the damage the grapevine can do. And if used carefully,
in some situations the grapevine can actually be an asset. By learning who the
key people in the grapevine are, for example, the manager can use it to sound
out employee reactions to new ideas, such as a change
in human resource policies or benefit packages. The manager can also get
valuable information from the grapevine and use it to improve decision making.
Figure 12.5 Common Grapevine Chains
12-4b Management by Wandering Around
• Management by wandering around
• An approach to communication that involves the
manager literally wandering around and having
spontaneous conversation with others
• Encourages informal interchange that takes place

outside normal work hierarchy
12-5a Barriers to Communication
• Individual barriers: • Organizational barriers:
• Conflicting or inconsistent • Semantics
signals • Status or power differences
• Credibility about the • Different perceptions
subject
• Noise
• Reluctance to
• Overload
communicate
• Poor listening skills • Language differences
• Predisposition about the

subject
Poll 2
Which skill do you need to improve in order to strengthen your
communication efforts?
A. Sending conflicting or inconsistent signals

B. Credibility about the subject
C. Reluctance to communicate
D. Listening skills
E. Having a predisposition about the subject
12-5b Improving Communication
Effectiveness (1 of 3)
Individual skills:
• Develop good listening skills: Considered to be the single most
important individual skill for improving communication effectiveness
• Encourage two-way communication: Ask questions, allow for

feedback
• Be aware of language and meaning: Meaning varies based on

context and sender
Individual skills:
• Maintain credibility: Avoid pretending to be an expert; be as accurate
and honest as possible.
• Be sensitive to the receiver’s perspective: News might be unwelcome,

a surprise, or upsetting.
• Be sensitive to sender’s perspective: Information might be difficult for

sender to share; avoid taking out anger and frustration on the sender.
Organizational skills:
• Follow up: Check in later to ensure message was received and
understood.
• Regulate information flows: Take steps to ensure overload does not

occur. Avoid passing too much information through the system at one
time.
• Understand the richness of media: Face-to-face allows for questions

and responses. Objective and precise message should be in writing.
Figure 12.6 More and Less Effective
Listening Skills
Summary
Now that the lesson has ended, you will have learned how to:
• Describe the interpersonal nature of organizations.
• Describe the role and importance of communication in the
manager’s job.
• Identify the basic forms of communication in organizations.
• Discuss informal communication, including its various forms and
types.
• Describe how the communication process can be managed
to recognize and overcome barriers.

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Fundamentals of

• Given what you know about the communication process, what, if

12-1 Describe the interpersonal nature of organizations.

12-2 Describe the role and importance of communication in the

12-3 Identify the basic forms of communication in organizations.

12-5 Describe how the communication process can be managed to

− Timely: Available in time for appropriate managerial action

− Relevant: Information that is useful to managers in their particular

• Deciding to transmit a fact, idea, opinion, or other information to the receiver.

• Encoding the meaning into a form appropriate to the situation.

• Transmitting through the appropriate channel or medium.

• Noise is anything disrupting the communication process.

A. Deciding to transmit a fact, idea, or other type of information

C. Choosing the channel and medium

D. Eliminating the potential for noise

B. Shaping the message based on knowledge of the situation and the

The encoding might take the form of words, facial expressions,

• Three types practiced by managers:

− Image: Words or phrases people elect to use

− Settings: Boundaries, familiarity, the home turf

− Body language: Distance, eye contact, body and hand

• Advantages of written communication:

• Considerable delay can occur in clarifying message

• The situation determines the most appropriate medium:

• Formal written communications (e.g., memos, letters, reports,

• How could the overuse of oral communication delay managers

− Upward communication: Consists of messages from subordinates to

− Communication that flows laterally within the organization;

▪ Facilitates coordination among independent units

− Has created opportunities for quickly disseminating

− Email, texting, teleconferences from personal computers and

− Has also created opportunities for dysfunctional employee

Many employees worked from home, or still may be working from

• May or may not follow official reporting relationships and/or

• May have nothing to do with official organizational business

• Can promote a strong culture and enhance employee

A. Use the grapevine to learn gossip about other employees.

C. Learn who is eavesdropping on other employees and use those

D. Managers should work to minimize the effects of gossip that

• Encourages informal interchange that takes place

• Predisposition about the

A. Sending conflicting or inconsistent signals

• Encourage two-way communication: Ask questions, allow for

• Be aware of language and meaning: Meaning varies based on

• Be sensitive to the receiver’s perspective: News might be unwelcome,

• Be sensitive to sender’s perspective: Information might be difficult for

• Regulate information flows: Take steps to ensure overload does not

• Understand the richness of media: Face-to-face allows for questions

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