novel

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Chapter 14
Communicating
in Organizations
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14-1

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Learning Objectives
1. Explain why communication is essential for effective
management and describe how nonverbal behavior and
listening affect communication among people.
2. Explain how managers use communication to persuade and
influence others.
3. Describe the concept of channel richness, and explain how
communication channels influence the quality of
communication.
4. Explain the difference between formal and informal
organizational communications and the importance of each
for organization management.
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Learning Objectives (contd.)
1. Identify how structure influences team communication
outcomes.
2. Explain why open communication, dialogue, and feedback
are essential approaches to communication in a turbulent
environment.
3. Identify the skills managers need for communicating during
a crisis situation.
4. Describe barriers to organizational communication, and
suggest ways to avoid or overcome them.
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Ex. 14.1 The Manager as Information Nerve Center
External Internal
Information Information
Source: Adapted from Henry
Mintzberg, The Nature Of
Managerial Work(New Manager as Monitor
York:Harper & Row, 1973),72.

Information processor
c k  Communicator
ba
Fe
d
ed
ee
ba
F
ck
Manager as Disseminator Manager as Spokesperson
 Distributes Distributes
information to information to
subordinates
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people outside the organization 14-4

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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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Ex. 14.2 A Model of the Communication Process
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Ex. 14.3 The Pyramid of Channel Richness
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Capacity of Information Channel
Influences
 The ability to handle multiple cues simultaneously.
 The ability to facilitate rapid, two-way feedback.
 The ability to establish a personal focus for the
communication.
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Nonverbal Communication
 Messages sent through human actions and
behavior rather than through words.
 Most nonverbal communication is
unconscious or subconscious.
 Occurs mostly face-to-face.
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Ex. 14.4 Ten Keys to Effective Listening
SOURCE: Adapted from Sherman K. Okum, “How to Be a Better Listener,” Nation’s Business (August 1975), 62 and Philip Morgan and Kent Baker, “Building a Professional Image; Improving
Listening Behavior,” Supervisory Management (November 1985), 34-38.
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Ex. 14.5 Downward, Upward, and Horizontal Communication in
Organizations
SOURCE: Adopted from Richard L. Daft
and Richard M. Steers, Organizations; A
Micro-Macro Approach, 538 Copyright 1986
by Scott, Foresman and Company, Used by
permission.
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Downward Communication
 Messages sent from top management
down to subordinates.
 Most familiar and obvious flow of formal
communication.
 Major problem is drop off.
 Another concern, distortion.
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Upward Communication
 Messages that flow from the lower to the
higher levels in the organizations.
 Upward communications mechanisms:
1. Suggestion boxes.
2. Employee surveys.
3. MIS reports.
4. Face to face conversations.
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Horizontal Communication
 Lateral or diagonal exchange of messages
among peers or coworkers.
 Horizontal communication’s three categories:
1. Intradepartmental problem solving.
2. Interdepartmental coordination.
3. Change initiatives and improvements.
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The Grapevine
 Will always exist in organizations.
 Used to fill in information gaps.
 Tends to be more active during periods of
change.
 About 80% of topics are business related.
 About 70-90% of details of grapevine are
accurate.
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Dialogue and
Ex. 14.8
Discussion: The Conversation
Differences
Lack of understanding, disagreement,
divergent points of view
Dialogue Discussion
Reveal feelings State positions
Explore assumptions Advocate convictions
Suspend convictions Convince others
Build common ground Build
oppositions
Results Results
Long-term, innovative solutions Short-term resolution
Unified group Agreement by logic
Shared meaning Opposition beaten
down Mind-
Transformed mind-sets sets held onto
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Ex. 14.9 Communication Barriers & Ways to Overcome Them
Barriers How to Overcome
Individual
Interpersonal dynamics Active listening
Channels and media Selection of appropriate channel
Defense mechanisms Question underlying assumptions
Semantics Knowledge of other’s perspective
Inconsistent cues MBWA
Organizational
Status and power differences Climate of trust, dialogue
Departmental needs and goals Development and use of formal channels
Lack of formal channels Encouragement of multiple channels,
formal and informal
Communication network unsuited Changing organization or group structure to
to task fit communication needs
Poor coordination Feedback and learning
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