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Communication  Chapter   ELEVEN
Functions of Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],Communication The transference and the understanding of meaning.
The Communication Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Elements of the Communication Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Communication Process Model Communication Process The steps between a source and a receiver that result in the transference and understanding of meaning. E X H I B I T 11 –1
Direction of Communication Upward Lateral Downward
Interpersonal Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Nonverbal Communication Body Movement Facial Expressions Intonations  © 2007 Prentice Hall Inc. All rights reserved. Physical Distance
Intonations: It’s the Way You Say It! E X H I B I T 11 –2 Change your tone and you change your meaning: Placement of the emphasis    What it means  Why don’t I take  you  to dinner tonight? I was going to take someone else. Why don’t  I  take you to dinner tonight?  Instead of the guy you were going with. Why  don’t  I take you to dinner tonight?  I’m trying to find a reason why I  shouldn’t take you. Why  don’t I take you to dinner tonight?  Do you have a problem with me? Why don’t I  take  you to dinner tonight?  Instead of going on your own. Why don’t I take you to  dinner  tonight?  Instead of lunch tomorrow. Why don’t I take you to dinner  tonight ?  Not tomorrow night. Source: Based on M. Kiely, “When ‘No’ Means ‘Yes,’ ”  Marketing , October 1993, pp. 7–9. Reproduced in A. Huczynski and D. Buchanan,  Organizational Behaviour , 4th ed. (Essex, England: Pearson Education, 2001), p. 194.
Three Common Formal Small-Group Networks E X H I B I T 11 –3
Small-Group Networks and Effectiveness Criteria E X H I B I T 11 –4   TYPES OF NETWORKS Criteria  Chain  Wheel  All Channel  Speed  Moderate  Fast  Fast Accuracy  High  High  Moderate Emergence of a leader  Moderate  High  None Member satisfaction  Moderate  Low  High
Grapevine ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Control Reliability Self- Interests The Grapevine
Suggestions for Reducing the Negative Consequences of Rumors E X H I B I T 11 –5 ,[object Object],[object Object],[object Object],[object Object],Source: Adapted from L. Hirschhorn, “Managing Rumors,” in L. Hirschhorn (ed.),  Cutting Back  (San Francisco: Jossey-Bass, 1983), pp. 54–56. With permission.
Computer-Aided Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Computer-Aided Communication (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Knowledge Management (KM) Why KM is important: Intellectual assets are as important as physical assets. When individuals leave, their knowledge and experience goes with them. A KM system reduces redundancy and makes the organization more efficient. Knowledge Management A process of organizing and distributing an organization’s collective wisdom so the right information gets to the right people at the right time.
Choice of Communication Channel ,[object Object],[object Object],[object Object],[object Object],Channel Richness The amount of information that can be transmitted during a communication episode.
Information Richness of Communication Channels Low channel richness High channel richness Routine  Nonroutine  E X H I B I T 11 –7 Source:  Based on R.H. Lengel and D.L. Daft, “The Selection of Communication Media as an Executive Skill,”  Academy of Management Executive , August 1988, pp. 225–32; and R.L. Daft and R.H. Lengel, “Organizational Information Requirements, Media Richness, and Structural Design,”  Managerial Science , May 1996, pp. 554–72. Reproduced from R.L. Daft and R.A. Noe,  Organizational Behavior  (Fort Worth, TX: Harcourt, 2001), p. 311.
Barriers to Effective Communication Filtering A sender’s manipulation of information so that it will be seen more favorably by the receiver. Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes. Information Overload A condition in which information inflow exceeds an individual’s processing capacity.
Barriers to Effective Communication (cont’d) Emotions How a receiver feels at the time a message is received will influence how the message is interpreted. Language Words have different meanings to different people. Communication Apprehension Undue tension and anxiety about oral communication, written communication, or both.
Communication Barriers Between Men and Women ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Silence as Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“Politically Correct” Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Source:  The Far Side by Gary Larson © 1994 Far Works, Inc. All rights reserved. Used with permission. E X H I B I T 11 –8
Barriers to Effective Cross-Cultural Communication ﴀ © 2007 Prentice Hall Inc. All rights reserved.   Word Connotations Semantics Tone Differences Perception Differences
Hand Gestures Mean Different Things in Different Countries E X H I B I T 11 –9
Hand Gestures Mean Different Things in Different Countries (cont’d) E X H I B I T 11 –9 (cont’d)
Communication Barriers and Cultural Context High-Context Cultures Cultures that rely heavily on nonverbal and subtle situational cues to communication. Low-Context Cultures Cultures that rely heavily on words to convey meaning in communication.
High- vs. Low-Context Cultures E X H I B I T 11 –10
A Cultural Guide Cultivate Empathy Emphasize Description Develop a Hypothesis Assume Differences
© 2007 Prentice Hall Inc. All rights reserved. ,[object Object],Chapter Check-Up:  Communication
© 2007 Prentice Hall Inc. All rights reserved. Chapter Check-Up:  Communication  Consider this comic from Chapter 9.  What concept from this chapter is it capturing? Discuss with a classmate.

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Ob12 11st

  • 2.
  • 3.
  • 4.
  • 5. The Communication Process Model Communication Process The steps between a source and a receiver that result in the transference and understanding of meaning. E X H I B I T 11 –1
  • 6. Direction of Communication Upward Lateral Downward
  • 7.
  • 8. Nonverbal Communication Body Movement Facial Expressions Intonations © 2007 Prentice Hall Inc. All rights reserved. Physical Distance
  • 9. Intonations: It’s the Way You Say It! E X H I B I T 11 –2 Change your tone and you change your meaning: Placement of the emphasis What it means Why don’t I take you to dinner tonight? I was going to take someone else. Why don’t I take you to dinner tonight? Instead of the guy you were going with. Why don’t I take you to dinner tonight? I’m trying to find a reason why I shouldn’t take you. Why don’t I take you to dinner tonight? Do you have a problem with me? Why don’t I take you to dinner tonight? Instead of going on your own. Why don’t I take you to dinner tonight? Instead of lunch tomorrow. Why don’t I take you to dinner tonight ? Not tomorrow night. Source: Based on M. Kiely, “When ‘No’ Means ‘Yes,’ ” Marketing , October 1993, pp. 7–9. Reproduced in A. Huczynski and D. Buchanan, Organizational Behaviour , 4th ed. (Essex, England: Pearson Education, 2001), p. 194.
  • 10. Three Common Formal Small-Group Networks E X H I B I T 11 –3
  • 11. Small-Group Networks and Effectiveness Criteria E X H I B I T 11 –4 TYPES OF NETWORKS Criteria Chain Wheel All Channel Speed Moderate Fast Fast Accuracy High High Moderate Emergence of a leader Moderate High None Member satisfaction Moderate Low High
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  • 13. Control Reliability Self- Interests The Grapevine
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  • 17. Knowledge Management (KM) Why KM is important: Intellectual assets are as important as physical assets. When individuals leave, their knowledge and experience goes with them. A KM system reduces redundancy and makes the organization more efficient. Knowledge Management A process of organizing and distributing an organization’s collective wisdom so the right information gets to the right people at the right time.
  • 18.
  • 19. Information Richness of Communication Channels Low channel richness High channel richness Routine Nonroutine E X H I B I T 11 –7 Source: Based on R.H. Lengel and D.L. Daft, “The Selection of Communication Media as an Executive Skill,” Academy of Management Executive , August 1988, pp. 225–32; and R.L. Daft and R.H. Lengel, “Organizational Information Requirements, Media Richness, and Structural Design,” Managerial Science , May 1996, pp. 554–72. Reproduced from R.L. Daft and R.A. Noe, Organizational Behavior (Fort Worth, TX: Harcourt, 2001), p. 311.
  • 20. Barriers to Effective Communication Filtering A sender’s manipulation of information so that it will be seen more favorably by the receiver. Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes. Information Overload A condition in which information inflow exceeds an individual’s processing capacity.
  • 21. Barriers to Effective Communication (cont’d) Emotions How a receiver feels at the time a message is received will influence how the message is interpreted. Language Words have different meanings to different people. Communication Apprehension Undue tension and anxiety about oral communication, written communication, or both.
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  • 25. Source: The Far Side by Gary Larson © 1994 Far Works, Inc. All rights reserved. Used with permission. E X H I B I T 11 –8
  • 26. Barriers to Effective Cross-Cultural Communication ﴀ © 2007 Prentice Hall Inc. All rights reserved. Word Connotations Semantics Tone Differences Perception Differences
  • 27. Hand Gestures Mean Different Things in Different Countries E X H I B I T 11 –9
  • 28. Hand Gestures Mean Different Things in Different Countries (cont’d) E X H I B I T 11 –9 (cont’d)
  • 29. Communication Barriers and Cultural Context High-Context Cultures Cultures that rely heavily on nonverbal and subtle situational cues to communication. Low-Context Cultures Cultures that rely heavily on words to convey meaning in communication.
  • 30. High- vs. Low-Context Cultures E X H I B I T 11 –10
  • 31. A Cultural Guide Cultivate Empathy Emphasize Description Develop a Hypothesis Assume Differences
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  • 33. © 2007 Prentice Hall Inc. All rights reserved. Chapter Check-Up: Communication Consider this comic from Chapter 9. What concept from this chapter is it capturing? Discuss with a classmate.