2. Chapter Objectives
The two-way communication process
Barriers to communication
Factors leading to effective
communication
Downward and Upward communication
problems
The roles of Questioning and Listening
The impact of Electronic communication
Organizational grapevines and rumors
Managing Communication
3. It is the transfer of information and
understanding from one person to another
It is a process of exchange of facts, ideas,
opinions and a means that individuals or
organizations share the meaning and
understanding with one another.
Managing Communication
4. Importance of Communication
Managing Communication
If there is no communication,
employees cannot know what their
co-workers are doing, management
cannot receive information inputs,
and supervisors and team leaders
cannot give instructions.
17. Communication Barriers
Managing Communication
Types of Barriers
Personal Barriers
Are communication interferences
that arise from human emotions,
values, race sex, socioeconomic
status and other factors.
18. Communication Barriers
Managing Communication
Types of Barriers
Personal Barriers
Psychological Distance
a feeling of being
emotionally separated between
people that is similar to actual
physical distance.
28. Communication Symbols
Managing Communication
Types of Communication Symbols
Action
Body Language
important part of non
verbal communication by which
people communicate meaning to
others with their bodies in
interpersonal interaction.
29. Impact of Barriers on the
Communication Process
Managing Communication
Personal Barriers Physical Barriers Semantic Barriers
Communication
Steps
Emotions Listening
Psychological
Distance
Noise
Geographical
Distance
Semantic Symbols
1 Develop x
2 Encode x x
3 Transmit x x x
4 Received x x x x
5 Decode x x x x
6 Accept x x x
7 Use x
8 Feedback x
31. Vertical Communication
Communication that flows up and down the
organization, usually along formal reporting
lines.
Managing Communication
Organizational communication
33. Managing Communication
Prerequisites and Problems
Communication Overload
employees received
more communication inputs than
they can process or more than
they need.
Downward Communication
Organizational communication
34. Managing Communication
Prerequisites and Problems
Acceptance of communication
Acknowledge ledge legitimacy of the sender to send a message
Perceived competence of the sender relative to the issue
Trust in the sender as a leader and as a person
Perceived credibility of the message received
Acceptance of the tasks and goals that the communication is
trying to accomplish
Power of the sender to enforce sanctions on the receiver either
directly or indirectly
Downward Communication
Organizational communication
35. Managing Communication
Communication Needs
Job Instruction
Performance Feedback
News
Social Support
Downward Communication
Organizational communication
37. Managing Communication
Upward Communication
Organizational communication
Delay
unnecessarily slow movement
of information up to higher levels.
Filtering
partial screening out of
information occurs because the
natural tendency for an employee
to tell a superior only what the
employee thinks the superior wants
to hear,
Difficulties
38. Managing Communication
Upward Communication Practices
Organizational communication
Open Questions
introduce a broad topic and
give others an opportunity to
respond in many ways.
Closed Questions
focus on a narrower topic and
invite the receiver to provide a
specific response.
Questioning
39. Managing Communication
Upward Communication Practices
Organizational communication
It requires the use of the ears and
the mind. It helps receivers
understand both the factual idea
and the emotional message the
sender intended.
Listening
40. Managing Communication
Upward Communication Practices
Organizational communication
One useful method of building
upward communications is to meet
with small groups of employees. In
these meetings employees are
encouraged to talk about job
problems, needs, and management
practices that both help and
interfere with job performance.
Employee Meetings
41. Managing Communication
Upward Communication Practices
Organizational communication
Is a statement that encourages
employee to come their supervisor
or higher management with any
matter that concerns the.
An open door policy
Management by walking around
the managers takes the
initiative to systematically make
contact with large number of
employees.
42. Managing Communication
Upward Communication Practices
Organizational communication
Informal, casual recreational events
furnish support opportunities for
unplanned upward communication.
This spontaneous information
sharing reveals true conditions
better than most formal
communications.
Participation in Social Groups
43. Managing Communication
Lateral Communication
Other Forms of Communication
Communication across chains of
command.
Boundary Spanners
employees who play a major role
in lateral communication.
Networks
A group of people who develop and
maintain contact to exchange
information, informally, usually
about a shared interest.
Ombudsperson
Device for aiding communication.
44. Managing Communication
Electronic Communication
Other Forms of Communication
Electronic Mail
Computer based communication
systems that allows you to send a
message to someone or to a
hundred people almost
instantaneously.
Blogs
These are online diaries or journals
created and updated frequently by
individuals to express their
personal thoughts, musings and
commentaries on topics of interest
to them.
45. Managing Communication
Electronic Communication
Other Forms of Communication
Tellecommuting
Also called electronic cottage.
Telecommuters accomplish all or
part of their work at home, or at
satellite location, trough
computers links to their offices.
Virtual Offices
Physical office space and individual
desk are being replaced with an
amazing array of portable
communication tools- electronic
mail, cellular phones, thinkpads,
voice mail systems etc.
48. Managing Communication
Informal Communication
Rumors
Is a grapevine information that is communicated without
secure standards of evidence being present.
Guidelines for Control of Rumor
Remove its causes in order to
prevent it.
Apply efforts primarily to serious
rumors
Refute rumor with facts.
Deal with rumor as soon as
possible.
Emphasize face to face supply
facts, confirmed in writing if
necessary.
Provide facts from reliable
sources.
Retrain from repeating rumor
while refuting it.
Encourage assistance of
informal and union leaders if they
are cooperative.
Listen to all rumors in order to
understand what they may mean.