Promoting Effective Communication

Transcription

1 CHAPTER 16 Promoting Effective Communication LEARNING OBJECTIVES Explain why effective communication helps an organization gain a competitive advantage. Describe the communication process, and explain the role of perception in communication. Define information richness, and describe the information richness of communication media available to managers. Describe the communication networks that exist in groups and teams. Explain how advances in technology have given managers new options for managing communications. Describe important communication skills that managers need as senders and receivers of messages. 2 1

2 Communication 1. Communication and Management - Definitions The sharing of information between two or more individuals or groups to reach a common understanding. Importance of Good Communication Increased efficiency in new technologies and skills Improved quality of products and services Increased responsiveness to customers More innovation through communication 3 2. The Communication Process Phases of the Communication Process: Transmission phase in which information is shared by two or more people. Feedback phase in which h a common understanding di is assured. Theprocessstartswithasender (an individual or group) who wants to share information. Senders must decide what information to share and puts the message into symbols or language (encoding). Message: the information that a sender wants to share Encoding: translating a message into understandable symbols or language. The encoding of messages can be verbal or nonverbal: Verbal Communication The encoding of messages into words, either written or spoken Nonverbal communication The encoding of messages by means of facial expressions (smiling, frowning), body language (posture, gestures, nods), and styles of dress (casual, formal, trendy). 4 2

3 2. The Communication Process Messages are transmitted over a medium to a receiver. Noise: anything that hampers any stage of the communication process Medium: the pathway over which the message is transmitted (e.g., telephone, written note, ). Receiver: the person getting the message. Decoding: interpreting and trying to make sense of a message The receiver decodes (interprets) the message, g, allowing the receiver to understand the message. This is a critical point: failure to properly decode the message can lead to a misunderstanding. Feedback by receiver informs the sender that the message is understood or that it must be re-sent. 5 Fig The Communication Process 6 3

4 2. The Communication Process The role of perception in communication Perception process throughh which h people select, organize, and interpret tsensory input to give meaning and order to the world around them Biases systematic tendencies to use information about others in ways that can result in inaccurate perceptions Stereotypes often inaccurate beliefs about the characteristics of particular groups of people can interfere with the encoding and decoding of messages The Dangers of Ineffective Communication: When managers and other members of an organization are ineffective communicators, organizational performance suffers and any competitive advantage the organization might have is likely to be lost 7 3. Information Richness and Communication Media (Fig.16-2) Managers and their subordinates can become effective communicators by: Selecting an appropriate medium for each message there is no one best medium. Considering information richness (the amount of information a medium can carry). A medium with high richness can carry much more information to aid understanding. Is there a need for a paper path or electronic trail to provide documentation of the communication? Face-to-Face Communication Has highest information richness. Can take advantage of verbal and nonverbal signals. Provides for instant feedback. Management by wandering around takes advantage of this with informal talks to workers about issues and concerns Video conferences provide much of this richness and reduce travel costs and meeting times. 8 4

5 Fig The Information Richness of Communication Media 9 3. Information Richness and Communication Media Spoken Communication Electronically Transmitted Has the second highest information richness. Telephone conversations are information rich with tone of voice, sender s emphasis, and quick ikfeedback, but providenovisual i nonverbal cues. Personally Addressed Written Communication Has a lower richness than the verbal forms of communication, but still is directed at a given person. Personal addressing helps ensure receiver actually reads the message personal letters and are common forms. Does not provide instant feedback to the sender although sender may get feedback later. Excellent media for complex messages requesting follow-up actions by receiver. Dos and Don ts allows telecommuting employees to work from home and keep in contact. The use of is growing rapidly and etiquette is expected: Typing messages in all CAPITALS is seen as screaming at the receiver. Punctuate your messages for easy reading and don t ramble on. Pay attention to spelling and treat the message like a written letter. Impersonal Written Communication Has the lowest information richness. Good for messages to many receivers where little or no feedback is expected (e.g., newsletters, reports) 10 5

6 4. Communication Networks Communication Networks The pathways along which information flows in groups and teams and throughout the organization. Choice of communication network depends on: The nature of the group s tasks The extent to which group members need to communicate with each other to achieve group goals Communication Networks Types of Communication Networks Wheel Network Chain Network Information flows to and from one central member. Members communicate only with the people next to them in the sequence. Wheel and chain networks provide little interaction. Circle Network All-Channel Network Members communicate with others close to them in terms of expertise, experience, and location. Networks found in teams with high levels of communications between each member and all others. 12 6

7 Fig Communication Networks in Groups & Teams Communication Networks Organizational Communication Networks Organizationation Chart Summarizes the formal reporting channels in an organization. Communication in an organization flows through formal and informal pathways Vertical communications flow up and down the corporate hierarchy. Horizontal communications flow between employees of the same level. Informal communications can span levels and departments the grapevine is an informal network carrying unofficial information throughout the firm. 14 7

8 Fig Formal & Informal Communication Networks in an Organization Information Technology and Communication Internet Global system of computer networks used by many firms use it to communicate with their suppliers. World Wide Web (WWW) Provides multimedia access to the Internet. Intranets A company-wide system of computer networks for information sharing by employees inside the firm. Advantages of intranets Lies in their versatility as a communication medium Canbeusedforanumberof different purposes by people who may have little expertise in computer software and programming Groupware Computer software that enables members of groups and teams to share information with each other and improve communication. Best used to support team-oriented working environments. 16 8

9 5. Information Technology and Communication How to Be Successful Using Groupware: 1. Work is team-based and members are rewarded for group performance 2. Groupware has full support of top management 3. Culture of the organization stresses flexibility 4. Groupware is being used for a specific purpose 5. Employees receive adequate training Employees are likely to resist using groupware when: people are working primarily on their own people are rewarded ddfor their ownindividual idiid performances People are reluctant to share information Collaboration software groupware that aims to promote collaborative, highly interdependent interactions among members of a team and provide the team with an electronic meeting site for communication Communication Skills for Managers Barriers to Effective Communication Messages that are unclear, incomplete, difficult to understand Messages sent over an inappropriate medium Messages with no provision for feedback Messages that are received but ignored Messages that are misunderstood Messages delivered through automated systems that lack the human element 18 9

10 6. Communication Skills for Managers Managers as Senders Send clear and complete messages. Encode messages in symbols thereceiver understands. d Select a medium appropriate for the message and, importantly, one that is monitored by the receiver. Select a medium that the receiver monitors. Avoid filtering (holding back information) and information distortion as the message passes through other workers. Ensure a feedback mechanism is included in the message. Provide accurate information to avoid rumors. Jargon specialized language that members of an occupation, group, or organization develop to facilitate communication among themselves should never be used when communicating with people outside the occupation, group, or organization Communication Skills for Managers Managers as Receivers Pay attention to what is sent as a message. Be a good listener: don t interrupt. Ask questions to clarify your understanding. Beempathetic: try to understand d what the sender feels. Understand linguistic styles (a person s characteristic way of speaking): different people speak differently. Speed, tone, pausing all impact communication. This is particularly true across cultures and managers should expect and plan for this. Reviewe e Questions s 1. List and briefly discuss the barriers to effective communication using examples where appropriate to support your answer. 2. List and define the types of communication networks