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PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
Copyright © 2005 Prentice Hall, Inc.Copyright © 2005 Prentice Hall, Inc.
All rights reserved.All rights reserved.
8th
edition
Steven P. Robbins
Mary Coulter
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–2
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Understanding Communications
• Differentiate between interpersonal and organizational
communication.
• Discuss the functions of communication.
The Process of Interpersonal Communications
• Explain all the components of the communication
process.
• List the communication methods managers might use.
• Describe nonverbal communication an how it takes place.
• Explain the barriers to effective interpersonal
communication and how to overcome them.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Organizational Communication
• Explain how communication can flow in an organization.
• Describe the three common communication networks.
• Discuss how managers should handle the grapevine.
Understanding Information Technology
• Describe how technology affects managerial
communication.
• Define e-mail, instant messaging, voice-mail, fax, EDI,
teleconferencing, videoconferencing, intranet, and
extranet.
• Explain how information technology affect organizations.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–4
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Communication Issues in Today’s Organization
• Discuss how Internet employee gripe sites affect
communications.
• Explain how organizations can manage knowledge.
• Describe why communicating with customers is an
important managerial issue.
• Explain how political correctness is affecting
communication.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–5
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
What Is An Organization?
• Describe the characteristics of an organization.
• Explain how the concept of an organization is changing.
Why Study Management?
• Explain the universality of management concept.
• Discuss why an understanding of management is
important even if you don’t plan to be a manager.
• Describe the rewards and challenges of being a manager.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–6
What Is Communication?
• Communication
The transfer and understanding of meaning.
 Transfer means the message was received in a form
that can be interpreted by the receiver.
 Understanding the message is not the same as the
receiver agreeing with the message.
Interpersonal Communication
 Communication between two or more people
Organizational Communication
 All the patterns, network, and systems of
communications within an organization
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–7
Four Functions of Communication
Functions ofFunctions of
CommunicationCommunication
Functions ofFunctions of
CommunicationCommunication
ControlControlControlControl MotivationMotivationMotivationMotivation
EmotionalEmotional
ExpressionExpression
EmotionalEmotional
ExpressionExpressionInformationInformationInformationInformation
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–8
Functions of Communication
• Control
Formal and informal communications act to control
individuals’ behaviors in organizations
• Motivation
Communications clarify for employees what is to
done, how well they have done it, and what can be
done to improve performance
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–9
Functions of Communication (cont’d)
• Emotional Expression
Social interaction in the form of work group
communications provides a way for employees to
express themselves.
• Information
Individuals and work groups need information to
make decisions or to do their work.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–10
Interpersonal Communication
• Message
Source: sender’s intended meaning
• Encoding
The message converted to symbolic form
• Channel
The medium through which the message travels
• Decoding
The receiver’s retranslation of the message
• Noise
Disturbances that interfere with communications
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–11
Distortions in Communications
• Message Encoding
The effect of the skills, attitudes, and knowledge of
the sender on the process of encoding the message
The social-cultural system of the sender
• The Message
Symbols used to convey the message’s meaning
The content of the message itself
The choice of message format
Noise interfering with the message
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–12
Distortions in Communications (cont’d)
• The Channel
The sender’s choice of the appropriate channel or
multiple channels for conveying the message
• Receiver
The effect of skills, attitudes, and knowledge of the
receiver on the process of decoding the message
The social-cultural system of the receiver
• Feedback Loop
Communication channel distortions affecting the
return message from receiver to sender
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–13
Interpersonal Communication Methods
• Face-to-face
• Telephone
• Group meetings
• Formal presentations
• Memos
• Traditional Mail
• Fax machines
• Employee publications
• Bulletin boards
• Audio- and videotapes
• Hotlines
• E-mail
• Computer conferencing
• Voice mail
• Teleconferences
• Videoconferences
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–14
Evaluating Communication Methods
• Feedback
• Complexity capacity
• Breadth potential
• Confidentiality
• Encoding ease
• Decoding ease
• Time-space constraint
• Cost
• Interpersonal warmth
• Formality
• Scanability
• Time consumption
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–15
Interpersonal Communication (cont’d)
• Nonverbal Communication
Communication that is transmitted without words.
 Sounds with specific meanings or warnings
 Images that control or encourage behaviors
 Situational behaviors that convey meanings
 Clothing and physical surroundings that imply status
Body language: gestures, facial expressions, and
other body movements that convey meaning.
Verbal intonation: the emphasis that a speaker gives
to certain words or phrases that conveys meaning.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–16
Interpersonal Communication Barriers
DefensivenessDefensiveness
NationalNational
CultureCulture EmotionsEmotions
InformationInformation
OverloadOverload
InterpersonalInterpersonal
CommunicationCommunication
LanguageLanguage
FilteringFiltering
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–17
Barriers to Effective Interpersonal
Communication
• Filtering
The deliberate manipulation of information to make it
appear more favorable to the receiver.
• Emotions
Disregarding rational and objective thinking processes
and substituting emotional judgments when
interpreting messages.
• Information Overload
Being confronted with a quantity of information that
exceeds an individual’s capacity to process it.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–18
Barriers to Effective Interpersonal
Communication (cont’d)
• Defensiveness
When threatened, reacting in a way that reduces the
ability to achieve mutual understanding.
• Language
The different meanings of and specialized ways
(jargon) in which senders use words can cause
receivers to misinterpret their messages.
• National Culture
Culture influences the form, formality, openness,
patterns and use of information in communications.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–19
Overcoming the Barriers to Effective
Interpersonal Communications
• Use Feedback
• Simplify Language
• Listen Actively
• Constrain Emotions
• Watch Nonverbal Cues
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–20
Types of Organizational Communication
• Formal Communication
Communication that follows the official chain of
command or is part of the communication required to
do one’s job.
• Informal Communication
Communication that is not defined by the
organization’s hierarchy.
 Permits employees to satisfy their need for social
interaction
 Can improve an organization’s performance by creating
faster and more effective channels of communication.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–21
Communication Flows
LateralLateral
Diagonal
Diagonal
DD
oo
ww
nn
ww
aa
rr
dd
UU
pp
ww
aa
rr
dd
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–22
Direction of Communication Flow
• Downward
Communications that flow from managers to
employees to inform, direct, coordinate, and evaluate
employees.
• Upward
Communications that flow from employees up to
managers to keep them aware of employee needs
and how things can be improved to create a climate
of trust and respect.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–23
Direction of Communication Flow
(cont’d)
• Lateral (Horizontal) Communication
Communication that takes place among employees
on the same level in the organization to save time and
facilitate coordination.
• Diagonal Communication
Communication that cuts across both work areas and
organizational levels in the interest of efficiency and
speed.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–24
Types of Communication Networks
• Chain Network
Communication flows according to the formal chain of
command, both upward and downward.
• Wheel Network
All communication flows in and out through the group
leader (hub) to others in the group.
• All-Channel Network
Communications flow freely among all members of
the work team.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–25
The Grapevine
• An informal organizational communication
network that is active in almost every
organization.
Provides a channel for issues not suitable for formal
communication channels
The impact of information passed along the grapevine
can be countered by open and honest communication
with employees.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–26
Information Technology
• Benefits of Information Technology (IT)
Increased ability to monitor individual and team
performance
Better decision making based on more complete
information
More collaboration and
sharing of information
Greater accessibility
to coworkers
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–27
Information Technology (cont’d)
• Networked Computer Systems
Linking individual computers to create
an organizational network for
communication and information sharing.
 E-mail
 Instant messaging
 Voice-mail
 Fax machines
 Electronic Data Exchange (EDI)
 Teleconferencing
 Videoconferencing
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–28
Information Technology (cont’d)
• Types of Network Systems
Intranet
 An internal network that uses Internet
technology and is accessible only to
employees.
Extranet
 An internal network that uses Internet
technology and allows authorized
users inside the organization to
communicate with certain outsiders
such as customers and vendors.
Wireless capabilities
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–29
How IT Affects Organization
• Removes the constraints of time and distance
Allows widely dispersed employees to work together.
• Provides for the sharing of information
Increases effectiveness and efficiency.
• Integrates decision making and work
Provides more complete information and participation
for better decisions
• Creates problems of constant accessibility to
employees
Blurs the line between work and personal lives
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–30
Current Communication Issues
• Being connected versus being concerned
Managing Internet gripe sites as a valuable resource
for unique insights into the organization.
 Employee complaints (“hot-button” issues)
 Customer complaints
Responding to Internet gripe sites
 Recognized them as a valuable source of information
 Post message that clarify misinformation
 Take action to correct problems noted on the site
 Set up an internal gripe site
 Continue to monitor the public gripe site
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–31
Current Communication Issues (cont’d)
• Managing the Organization’s Knowledge
Resources
Build online information databases that employees
can access
Create “communities of practice” for groups of people
who share a concern, share expertise, and interact
with each other.
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–32
Communication and Customer Service
• Communicating Effectively with Customers
Recognize the three components of the customer
service delivery process
 The customer
 The service organization
 The service provider
Develop a strong service culture focused on the
personalization of service to each customer.
 Listen and respond to the customer
 Provide access to needed service information
Copyright © 2005 Prentice Hall, Inc. All
rights reserved. 11–33
“Politically Correct” Communication
• Do not use words or phrases that stereotype,
intimidate, or offend individuals based on their
differences.
• However, choose words carefully to maintain as
much clarity as possible in communications.

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Management ch11

  • 1. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc.Copyright © 2005 Prentice Hall, Inc. All rights reserved.All rights reserved. 8th edition Steven P. Robbins Mary Coulter
  • 2. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–2 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Understanding Communications • Differentiate between interpersonal and organizational communication. • Discuss the functions of communication. The Process of Interpersonal Communications • Explain all the components of the communication process. • List the communication methods managers might use. • Describe nonverbal communication an how it takes place. • Explain the barriers to effective interpersonal communication and how to overcome them.
  • 3. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–3 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Organizational Communication • Explain how communication can flow in an organization. • Describe the three common communication networks. • Discuss how managers should handle the grapevine. Understanding Information Technology • Describe how technology affects managerial communication. • Define e-mail, instant messaging, voice-mail, fax, EDI, teleconferencing, videoconferencing, intranet, and extranet. • Explain how information technology affect organizations.
  • 4. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–4 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Communication Issues in Today’s Organization • Discuss how Internet employee gripe sites affect communications. • Explain how organizations can manage knowledge. • Describe why communicating with customers is an important managerial issue. • Explain how political correctness is affecting communication.
  • 5. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–5 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. What Is An Organization? • Describe the characteristics of an organization. • Explain how the concept of an organization is changing. Why Study Management? • Explain the universality of management concept. • Discuss why an understanding of management is important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
  • 6. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–6 What Is Communication? • Communication The transfer and understanding of meaning.  Transfer means the message was received in a form that can be interpreted by the receiver.  Understanding the message is not the same as the receiver agreeing with the message. Interpersonal Communication  Communication between two or more people Organizational Communication  All the patterns, network, and systems of communications within an organization
  • 7. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–7 Four Functions of Communication Functions ofFunctions of CommunicationCommunication Functions ofFunctions of CommunicationCommunication ControlControlControlControl MotivationMotivationMotivationMotivation EmotionalEmotional ExpressionExpression EmotionalEmotional ExpressionExpressionInformationInformationInformationInformation
  • 8. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–8 Functions of Communication • Control Formal and informal communications act to control individuals’ behaviors in organizations • Motivation Communications clarify for employees what is to done, how well they have done it, and what can be done to improve performance
  • 9. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–9 Functions of Communication (cont’d) • Emotional Expression Social interaction in the form of work group communications provides a way for employees to express themselves. • Information Individuals and work groups need information to make decisions or to do their work.
  • 10. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–10 Interpersonal Communication • Message Source: sender’s intended meaning • Encoding The message converted to symbolic form • Channel The medium through which the message travels • Decoding The receiver’s retranslation of the message • Noise Disturbances that interfere with communications
  • 11. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–11 Distortions in Communications • Message Encoding The effect of the skills, attitudes, and knowledge of the sender on the process of encoding the message The social-cultural system of the sender • The Message Symbols used to convey the message’s meaning The content of the message itself The choice of message format Noise interfering with the message
  • 12. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–12 Distortions in Communications (cont’d) • The Channel The sender’s choice of the appropriate channel or multiple channels for conveying the message • Receiver The effect of skills, attitudes, and knowledge of the receiver on the process of decoding the message The social-cultural system of the receiver • Feedback Loop Communication channel distortions affecting the return message from receiver to sender
  • 13. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–13 Interpersonal Communication Methods • Face-to-face • Telephone • Group meetings • Formal presentations • Memos • Traditional Mail • Fax machines • Employee publications • Bulletin boards • Audio- and videotapes • Hotlines • E-mail • Computer conferencing • Voice mail • Teleconferences • Videoconferences
  • 14. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–14 Evaluating Communication Methods • Feedback • Complexity capacity • Breadth potential • Confidentiality • Encoding ease • Decoding ease • Time-space constraint • Cost • Interpersonal warmth • Formality • Scanability • Time consumption
  • 15. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–15 Interpersonal Communication (cont’d) • Nonverbal Communication Communication that is transmitted without words.  Sounds with specific meanings or warnings  Images that control or encourage behaviors  Situational behaviors that convey meanings  Clothing and physical surroundings that imply status Body language: gestures, facial expressions, and other body movements that convey meaning. Verbal intonation: the emphasis that a speaker gives to certain words or phrases that conveys meaning.
  • 16. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–16 Interpersonal Communication Barriers DefensivenessDefensiveness NationalNational CultureCulture EmotionsEmotions InformationInformation OverloadOverload InterpersonalInterpersonal CommunicationCommunication LanguageLanguage FilteringFiltering
  • 17. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–17 Barriers to Effective Interpersonal Communication • Filtering The deliberate manipulation of information to make it appear more favorable to the receiver. • Emotions Disregarding rational and objective thinking processes and substituting emotional judgments when interpreting messages. • Information Overload Being confronted with a quantity of information that exceeds an individual’s capacity to process it.
  • 18. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–18 Barriers to Effective Interpersonal Communication (cont’d) • Defensiveness When threatened, reacting in a way that reduces the ability to achieve mutual understanding. • Language The different meanings of and specialized ways (jargon) in which senders use words can cause receivers to misinterpret their messages. • National Culture Culture influences the form, formality, openness, patterns and use of information in communications.
  • 19. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–19 Overcoming the Barriers to Effective Interpersonal Communications • Use Feedback • Simplify Language • Listen Actively • Constrain Emotions • Watch Nonverbal Cues
  • 20. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–20 Types of Organizational Communication • Formal Communication Communication that follows the official chain of command or is part of the communication required to do one’s job. • Informal Communication Communication that is not defined by the organization’s hierarchy.  Permits employees to satisfy their need for social interaction  Can improve an organization’s performance by creating faster and more effective channels of communication.
  • 21. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–21 Communication Flows LateralLateral Diagonal Diagonal DD oo ww nn ww aa rr dd UU pp ww aa rr dd
  • 22. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–22 Direction of Communication Flow • Downward Communications that flow from managers to employees to inform, direct, coordinate, and evaluate employees. • Upward Communications that flow from employees up to managers to keep them aware of employee needs and how things can be improved to create a climate of trust and respect.
  • 23. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–23 Direction of Communication Flow (cont’d) • Lateral (Horizontal) Communication Communication that takes place among employees on the same level in the organization to save time and facilitate coordination. • Diagonal Communication Communication that cuts across both work areas and organizational levels in the interest of efficiency and speed.
  • 24. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–24 Types of Communication Networks • Chain Network Communication flows according to the formal chain of command, both upward and downward. • Wheel Network All communication flows in and out through the group leader (hub) to others in the group. • All-Channel Network Communications flow freely among all members of the work team.
  • 25. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–25 The Grapevine • An informal organizational communication network that is active in almost every organization. Provides a channel for issues not suitable for formal communication channels The impact of information passed along the grapevine can be countered by open and honest communication with employees.
  • 26. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–26 Information Technology • Benefits of Information Technology (IT) Increased ability to monitor individual and team performance Better decision making based on more complete information More collaboration and sharing of information Greater accessibility to coworkers
  • 27. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–27 Information Technology (cont’d) • Networked Computer Systems Linking individual computers to create an organizational network for communication and information sharing.  E-mail  Instant messaging  Voice-mail  Fax machines  Electronic Data Exchange (EDI)  Teleconferencing  Videoconferencing
  • 28. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–28 Information Technology (cont’d) • Types of Network Systems Intranet  An internal network that uses Internet technology and is accessible only to employees. Extranet  An internal network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders such as customers and vendors. Wireless capabilities
  • 29. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–29 How IT Affects Organization • Removes the constraints of time and distance Allows widely dispersed employees to work together. • Provides for the sharing of information Increases effectiveness and efficiency. • Integrates decision making and work Provides more complete information and participation for better decisions • Creates problems of constant accessibility to employees Blurs the line between work and personal lives
  • 30. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–30 Current Communication Issues • Being connected versus being concerned Managing Internet gripe sites as a valuable resource for unique insights into the organization.  Employee complaints (“hot-button” issues)  Customer complaints Responding to Internet gripe sites  Recognized them as a valuable source of information  Post message that clarify misinformation  Take action to correct problems noted on the site  Set up an internal gripe site  Continue to monitor the public gripe site
  • 31. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–31 Current Communication Issues (cont’d) • Managing the Organization’s Knowledge Resources Build online information databases that employees can access Create “communities of practice” for groups of people who share a concern, share expertise, and interact with each other.
  • 32. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–32 Communication and Customer Service • Communicating Effectively with Customers Recognize the three components of the customer service delivery process  The customer  The service organization  The service provider Develop a strong service culture focused on the personalization of service to each customer.  Listen and respond to the customer  Provide access to needed service information
  • 33. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 11–33 “Politically Correct” Communication • Do not use words or phrases that stereotype, intimidate, or offend individuals based on their differences. • However, choose words carefully to maintain as much clarity as possible in communications.