Chapter 16: Promoting Effective Communication - Contemporary Management 12th Ed PDF

Because learning changes everything. ® Chapter 16 Promoting Effective Communication © 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGra...

Because learning changes everything. ® Chapter 16 Promoting Effective Communication © 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  Learning Objectives 1 1. Explain why effective communication helps an organization gain a competitive advantage. 2. Describe the communication process, and explain the role of perception in communication. 3. Define information richness, and describe the information richness of communication media available to managers. © McGraw Hill 2  Learning Objectives 2 4. Describe the communication networks that exist in groups and teams. 5. Explain how advances in technology have given managers new options for managing communications. 6. Describe important communication skills that managers need as senders and as receivers of messages and why it is important to understand differences in linguistic styles. © McGraw Hill 3  Communication and Management Communication: The sharing of information between two or more individuals or groups to reach a common understanding. A human endeavor. Does not take place unless a common understanding is reached. © McGraw Hill ©Gary Burchell/Getty Images 4  The 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. © McGraw Hill 5  Figure 16.1: The Communication Process Access the text alternative for slide images. © McGraw Hill 6  The Communication Process 1 Sender person wishing to share information with some other person Message the information to communicate Encoding sender translates the message into symbols or language. Noise refers to anything that hampers any stage of the communication process © McGraw Hill 7  The Communication Process 2 Receiver person or group for which the message is intended Medium pathway through which an encoded message is transmitted to a receiver Decoding critical point where the receiver interprets and tries to make sense of the message © McGraw Hill 8  The Communication Process 3 Verbal Nonverbal communication: communication: The encoding of The encoding of messages into words, messages by means of either written or facial expressions, body spoken. language, and styles of dress. © McGraw Hill 9  The Role of Perception in Communication 1 Perception: Process through which people select, organize, and interpret sensory input to give meaning and order to the world around them. Influenced by people’s personalities, values, attitudes and moods as well as their experience and knowledge. © McGraw Hill 10  The Role of Perception in Communication 2 Biases: Systematic tendencies to use information about others in ways that can result in inaccurate perceptions. For example, stereotypes. © McGraw Hill 11  The Role of Perception in Communication 3 Stereotypes: Simplified and often inaccurate beliefs about the characteristics of particular groups of people. Can interfere with the encoding and decoding of messages. © McGraw Hill 12  The Dangers of Ineffective Communication Not only can ineffective communication harm the competitive advantage, it can be dangerous. Harvard University studied the risk of doctors’ communications during shift changes. Change in communication reduced risk of adverse events in patients by 30%. Improving communication, reduced medical errors by almost 25%. © McGraw Hill 13  Information Richness and Communication Media Managers and their employees can become effective communicators by: Selecting an appropriate medium for each message —there is no one “best” medium./ Considering information richness. A medium with high richness can carry much more information to aid understandings. © McGraw Hill 14  Information Richness The amount of information that a communication medium can carry. The extent to which the medium enables the sender and receiver to reach a common understanding. © McGraw Hill 15  Figure 16.2: Information Richness of Communication Media Access the text alternative for slide images. © McGraw Hill 16  Face-to-Face Communication 1 Face-to-face: Has highest information richness. Can take advantage of verbal and nonverbal signals. Example: ProQuest, although mainly electronic communication, every four months, face-to-face. © McGraw Hill 17  Face-to-Face Communication 2 Management by wandering around: Face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues and concerns. © McGraw Hill 18  Spoken Communication Electronically Transmitted Has the second highest information richness. Telephone conversations are information rich with tone of voice, sender’s emphasis, and quick feedback, but provide no visual nonverbal cues. © McGraw Hill 19  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 email common forms. © McGraw Hill 20  Impersonal Written Communication 1 Impersonal written communication: Has the lowest information richness. Good for messages to many receivers where little or feedback is expected (for example, newsletters, reports). © McGraw Hill 21  Impersonal Written Communication 2 Information overload: The potential for important information to be ignored or overlooked while tangential information receives attention. © McGraw Hill 22  Impersonal Written Communication 3 Blog: A website on which an individual, a group, or an organization posts information, commentary, and opinions and to which readers can often respond with their own commentary and opinions. © McGraw Hill 23  Impersonal Written Communication 4 Social networking site: A website that enables people to communicate with others with whom they have some common interest or connection. Facebook, Twitter, Instagram. © McGraw Hill 24  Communication Networks 1 Communication Type of communication networks: network depends on: The pathways along The nature of the group’s which information tasks. flows in groups and The extent to which group teams and members need to throughout the communicate with each organization. other to achieve group goals. © McGraw Hill 25  Figure 16.3: Communication Networks in Groups and Teams Access the text alternative for slide images. © McGraw Hill 26  Communication Networks 2 Wheel Network: Information flows to and from one central member. Other group members do not communicate with each other. Chain Network: Members only communicate with the people next to them in the sequence. Wheel and chain networks provide little interaction. Circle Network: Members communicate with others close to them in terms of expertise, experience, and location. All-Channel Network: These are networks found in teams with high levels of communications between each member and all others. © McGraw Hill 27  Organizational Communication Networks 1 Organization chart: The chart summarizes the formal reporting channels in an organization. Communication in organization flows through formal and informal pathways. Vertical communications flow up and down corporate hierarchy. © McGraw Hill 28  Organizational Communication Networks 2 Organization chart: Horizontal communications flow between employees of the same level. Informal communications can span levels and departments. Grapevine: An informal network carrying unofficial information throughout the firm. © McGraw Hill 29  Figure 16.4: Formal and Informal Communication Networks in an Organization Access the text alternative for slide images. © McGraw Hill 30  Technology and Communication Intranets: A companywide system of computer networks. Advantages of intranets: Versatility as a communication medium. Can be used for several different purposes by people who may have little expertise in computer software and programming. © McGraw Hill 31  Collaboration Software Programs that promote and facilitate collaborative, highly interdependent interactions and provide an electronic meeting site for communication among team members. Site where employees can post, share, and save data; have team-based conferences; and communicate with messages. More efficient than email or instant messaging for managing ongoing team collaboration. Stored documents one click away. Zoho, Slack, and Microsoft Teams. © McGraw Hill 32  Barriers to Effective Communication Origins with sender: Messages unclear, incomplete, difficult to understand. Messages sent over the inappropriate medium. Messages with no provision for feedback. Origins with receiver: Message that are received but ignored. Messages that are misunderstood. Errors with technology: Messages delivered through automated systems that lack the human element. © McGraw Hill 33  Table 16.1: Communication Skills for Managers as Senders Seven Communication Skills for Managers as Senders of Messages 1. Send messages that are clear and complete. 2. Encode messages in symbols that the receive understands. 3. Select a medium that is appropriate for the message. 4. Select a medium that the receiver monitors. 5. Avoid filtering and information distortion. 6. Ensure that a feedback mechanism is built into messages. 7. Provide accurate information to ensure that misleading rumors are not spread. © McGraw Hill 34  Communication Skills for Managers as Senders 1 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. © McGraw Hill 35  Example: Political Jargon Unless you’re a serious follower of politics, you may not understand the terms RINO, blue dog, lame duck, or gerrymandering. © McGraw Hill 36  Communication Skills for Managers as Senders 2 Filtering: Withholding part of a message because of the mistaken belief that the receiver does not need or will not want the information. Information distortion: Changes in the meaning of a message as the message passes through a series of senders and receivers. © McGraw Hill 37  Communication Skills for Managers as Receivers Pay attention. Be a good listener. Be empathetic. © McGraw Hill 38  End of Main Content Because learning changes everything. ® www.mheducation.com © 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.