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Chapter

15

Managing Communication

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 Learning Objectives
After reading this chapter, you should be able to:

Understand the process of communication.

Eliminate barriers that distort the meaning of information.
Analyze the basic patterns of organizational
communication.
Develop the skills of organizing and running effective
meetings.
Master electronic forms of communication such as e-mail
and know when to use them.
Work with an organization’s informal communication.
Improve assertive communication, presentation, nonverbal,
and listening skills.

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 The Process of
Communication
Communication is a process that
involves the transmission of
meaningful information from one
party to another through the use of
shared symbols.

Communication is successful when

meaning is understood.

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 The Process of Communication
(continued)

Two forms of information are sent and received in

communication:
 Facts – bits of information that can be objectively measured
or described.
 Feelings – an individual’s emotional responses to decisions
made or actions taken by other people.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

 Skills for Managing
Communication

Assertive
Communication
Skills
Presentation
Skills

Listening Skills

Nonverbal
Communication
Skills
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 The Communication Process

Communication Noise
Channel

Sender Receiver
(encodes message) (decodes message)

Feedback
Noise

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 The Communication Process:
Feedback
Feedback allows the sender to clarify the message if its
true meaning is not received.
 Two-way Communications – communication channels that provide for
feedback.

 One-way Communications – communication channels that provide no

opportunity for feedback.

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 The Communication Process:
Barriers to Effective
Communication
Barriers can disrupt the accurate transmission of
information.
These barriers take different forms:
 Sender barrier
 Encoding barrier
 Communication channel barrier
 Decoding barrier
 Receiver barrier
 Feedback barrier
 Noise barrier
 Perception barrier

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 Patterns of Organizational
Communications
Communications in organizations can be complex.
Possible barriers to communication includes:
 Differences in employee status and power
 Diversity
 Differences in interests

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 Patterns of Organizational
Communications

Downward
Communication

Upward Communication

Horizontal
Communication

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 Constructive Feedback

Focus your feedback on specific behaviors that

were successful or that were unsuccessful.
Keep personality traits out of your feedback by
focusing on what rather than who.
Investigate whether the employee had control over
the results before giving feedback about
unsuccessful behaviors.
Feedback should be given as soon as possible.
Ensure privacy when giving feedback about
negative behaviors.
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 Communication Channels
Ranked by Information
Richness
Richest Leanest
Channel Channel
Physical Interactive Personal Impersonal
presence channels static static
(face-to- (telephone, channels channels
face, electronic (memos, (fliers,
meetings) media, voice letters, bulletins,
mail, e-mail) reports generalized
Best for non- tailored to reports)
Best for
routine, receiver)
routine,
ambiguous, clear, simple
difficult messages
messages

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 Managing Organizational
Communications

Face-to-Face Electronic
Communicatio Communicatio
n n

Written Informal
Communicatio Communicatio
n n

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 Steps you can take to make
meetings more productive
 Ask yourself if it’s important even to schedule a
meeting.
 Schedule the meeting for an appropriate place.
 Create an agenda for the meeting and distribute
it ahead of time.
 Establish rules for participation.
 Follow the agenda’s time limits for each topic.
 Leave some open time for topics not on the
agenda.
 End the meeting with a plan of action.

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 Informal Communication
Also called the grapevine – informal communication
that takes place at the workplace.
 can be about promotions and other personnel decisions
 can be about company events (new products, downsizing)
 must be managed so that negative rumors do not hurt
morale

Management by Wandering Around (MBWA) –

dropping in unannounced for spontaneous
conversations
 builds levels of trust
 stops harmful rumors

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 Assertive Communication
Skills
Assertive communication skills—communicate in ways
that meet one’s own needs while at the same time respecting the
needs and rights of others

Several less effective styles people tend to use

because they are indirect or not mindful of needs:
 Passive communication – an individual does not let others
know directly what he or she wants or needs.
 Aggressive communication – a forceful approach that expresses
dominance or anger.
 Passive-aggressive communication – avoids giving direct
responses but rather tries to “get even” with others.
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 Presentation Skills

Basic guidelines
Prepare objectives
Organize the presentation
Structure the presentation
Tailor the presentation
Establish credibility
Speak in a responsive and conversational style
Use visual aids
Practice presentation skills
Restate key ideas

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 Nonverbal Communication
Skills
Nonverbal communication is sending and decoding
messages with emotional content.
Dimensions of nonverbal communication:
 Body movements and gestures
 Eye contact
 Touch
 Facial expressions
 Physical distance
 Tone of voice

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 Listening Skills
Help create understanding between both parties
Are an active rather than passive activity
Use of nonverbal indicators, like eye contact, tone
of voice, or touch
Are an invaluable skill for managers

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 Guidelines for Active Listening
 Do create a supportive  Don’t try to change the other’s
atmosphere. views.
 Do listen for feelings as well as  Don’t solve the problem for the

words. speaker.
 Don’t give advice.
 Do note cues.
 Don’t pass judgment.
 Do occasionally test for
 Don’t explain or interpret others’
understanding. behavior.
 Do demonstrate acceptance and  Don’t give false reassurances.
understanding.  Don’t attack if the speaker is
 Do ask exploratory, open-ended hostile.
questions.  Don’t ask “why” the feelings.

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 Applications of Management
Perspectives—For the Manager
Use your listening skills when dealing with an
employee who has an issue that is emotional in
nature.
Try to understand the issue from the employee’s
perspective.
If it is necessary to give negative feedback, make
sure that the behavior being criticized is one the
employee is able to control.

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 Applications of Management
Perspectives—For Managing Teams
If you are part of a virtual team it is important to
schedule periodic face-to-face meetings in order to
build team spirit and trust.
Without trust, there can be misunderstandings and
teams are likely to be short-lived.
Make sure individual team members and the team
as a whole receive performance feedback.
Give team members customer feedback.

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 Applications of Management
Perspectives—For Individuals
Look for ways to practice presentation skills by
speaking to different audiences.
Find ways to enhance your credibility so that
people want to listen to what you have to say.
Act with integrity around other employees.
Make sure your actions are consistent with your
verbal messages.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.