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Chapter 12 communication in organizations
1.
Communication in Organizations Chapter 12
2.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 2 Communication How manager’s job require communication What is communication? A model of communication Communication channels Communicating to persuade and influence others Communicating with candour Topics Chapter 12
3.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. Personal Networking Is an important skill for managers because it enables them to get things done more rapidly than they could do in isolation. 3
4.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 4 The Manager as Communication Champion Strategic conversation refers to people talking across boundaries and hierarchical levels about the team or organization's vision, critical strategic themes and the values that help achieve important goals External Information Internal Information Manager as Communication Champion Purpose-Directed Direct attention to vision, values, desired outcomes Influence employee behavior Strategic Conversations Open communication Listening Dialogue Feedback Methods Rich channels Upward, downward, & horizontal channels Nonverbal communication Personal networks
5.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 5 Communication In today’s turbulent environment, crisis communication is at the top of everyone’s needed-skills list. Effective communication, both within the organization and with people outside the company, is a major challenge and responsibility for managers
6.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 6 What is Communication? Process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior Manager = 80% every working day in direct communication with others – 48 min/hour Manager = 20% every working day in communication in the form of reading and writing - 12 min/hour
7.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 7 Communication Process Model Noise Sender Encodes Message Receiver Decodes Message Channel Feedback Loop (Return message decoded) (Return message encoded) Channel
8.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 8 Open Communication Climate Open Communication - sharing all types of information throughout the company, across functional and hierarchical levels Recent trend - reflects manager’s increased emphasis on – Empowering employees – Building trust and commitment – Enhancing collaboration
9.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 9 Types of communication network Centralized network – A team communication structure in which team members communicate through one individual to solve problems or make decisions. Decentralized network – A team communication structure in which team members can communicate freely with each other and arrive at decisions together
10.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. Communication Channels Face to face Telephone call Text message Email Memo or letter Company blog 10
11.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 11 Channel Richness Information amount can be transmitted during communication episode
12.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. Selecting the appropriate channel 12 Non routine messages – typically are ambiguous, concern novel events and involve great potential for misunderstanding. They often are characterised by time pressure and surprise. Routine messages – are simple and straight forward. They convey data into or statistics or simply put into words what managers already agree on and understand.
13.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 13 Persuasion and Influence Businesses are run largely by cross- functional teams who are actively involved in making decisions Ability to persuade and influence others is even more critical today than ever before To persuade and influence, managers have to communicate frequently and easily with others Experiential Exercise: Personal Assessment of Communication Apprehension
14.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. Communicating with candour Being direct , honest and clear about what employees need to do to meet objectives, while also expressing respect for others and not making people feel slighted, controlled or exploited. 14
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