Chapter 11 MANAGERIAL COMMUNICATION AND INFORMATION TECHNOLOGY 11

Chapter 11 MANAGERIAL COMMUNICATION AND INFORMATION TECHNOLOGY 11 -1

Learning Objectives You should learn to: – Explain the barriers to effective interpersonal communication and how to overcome them – Contrast the different organizational communication flows and networks – Describe two developments in information technology that have had a significant impact on managerial communication – Discuss how information technology affects organizations 11 -2

Learning Objectives (cont. ) You should learn to: – Define communication – Explain the interpersonal communication process – Describe the factors on which the different communication methods can be evaluated, and on what the choice of communication method depends – Tell how nonverbal communication affects managers 11 -3

Understanding Managerial Communication What is Communication? • The transfer and understanding of meaning • If no information has been conveyed, communication has not occurred • Everything that a manager does involves communicating • Effective communication does not equal agreement. You may understand the meaning of the massage but do not agree with views. • Ineffective communication is the basis for many managerial problems • Interpersonal communication - occurs between people • Organizational communication - all the patterns, networks, and systems of communication in an organization 11 -4

Process Of Interpersonal Communication Elements of the Process message - expresses the purpose of the communication. It can be the written document, the oral speech, and even the gestures and facial expressions we use. encoding - converting the message in symbolic form affected by the skills, attitudes, and knowledge of the sender, and by the culture of the organization. • A sender initiates a message by encoding a thought. • Four conditions influence the effectiveness of that encoded messages: skills, attitudes, knowledge of the sender, and the sociocultural system. • Example teaching at IUG. 11 -5

Process Of Interpersonal Communication Elements of the Process channel - medium for conveying the message decoding - retranslating symbols into a message, affected by personal characteristics of the receiver noise - disturbances that interfere with the transmission, receipt, or feedback of a message • Message itself and channel can distort communications feedback also subject to same sources of noise 11 -6

Process Of Interpersonal Communication Elements of the Process channel - medium for conveying the message a. Managers need to recognize that certain channels are more appropriate for certain messages. b. A manager might want to use multiple channels—this decreases the potential for distortion. 11 -7

Process Of Interpersonal Communication Elements of the Process The receiver is the individual to whom the message is directed. a. The receive must decode the message. b. Decoding accuracy is limited by the skills, attitudes, knowledge of the receiver, and sociocultural system. 11 -8

Process Of Interpersonal Communication Elements of the Process • The feedback loopcircle is the final link in the communication process. a. Feedback provides a check on whether understanding has been achieved. b. Because feedback can be transmitted along the same types of channels as the original message, it faces the same potential for distortion. 11 -9

The Interpersonal Communication Process Message Medium Encoding Receiver Decoding Noise Sender Message Feedback 11 -10

Process Of Interpersonal Communication (cont. ) Methods of Communicating Interpersonally • a wide variety of communication methods exist • choice of a method should reflect: 1. the needs of the sender 2. the needs of the receiver 3. the attributes of the message 4. the attributes of the channel 11 -11

Group work Choose the right channel of communication for the follows: 1. University would announce for new registration system. 2. Academic Affairs decided new examination system. This is needed to be conveyed to students. 3. A manager fired his employee because of low performance and he needs to submit the decision to the worker. 4. New restaurant was opened near be the IUG. How to convey the message to customer. © Prentice Hall, 2002 11 -12

Evaluating Communication Methods 1. Feedback - how quickly can the receiver respond to the message? 2. Complexity capacity - can the method effectively process complex messages? 3. Breadth potential - how many different messages can be transmitted using this method? 4. Confidentiality - can communicators be reasonably sure their messages are received only by those intended? 5. Encoding ease - can sender easily and quickly use this channel? 6. Decoding ease - can receiver easily and quickly decode messages? 7. Time-space constraint - do senders and receivers need to communicate at the same time and in the same space? 11 -13

Evaluating Communication Methods 1. Cost - how much does it cost to use this method? 2. Interpersonal warmth - how well does this method convey interpersonal warmth? 3. Formality - does this method have the needed amount of formality? 4. Scanability - does this method allow the message to be easily browsed or scanned for relevant information? 5. Time of consumption - does sender or receiver exercise the most control over when the message is dealt with? 11 -14

Comparison of Communication Methods 11 -15

Process Of Interpersonal Communication (cont. ) Methods of Communicating Interpersonally (cont. ) • nonverbal communication - communication without words • Types • body language – gesturessigns, facial expressions, and other body movements that convey meaning • verbal intonation tone- emphasis someone gives to words or phrases that conveys meaning • every oral communication is accompanied by a nonverbal message. • It is not what you said, it is how you said it. • nonverbal component usually carries the greatest impact 11 -16

Facial Expressions Convey Emotions 11 -17

Process Of Interpersonal Communication (cont. ) Barriers to Effective Interpersonal Communication • Filtering - the deliberate manipulation/handling of information to make it appear more favorable to the receiver • upward communication is condensed by senders to avoid information overload by top-level receivers • extent of filtering affected by: • the number of vertical levels in the organization • culture of the organization: the importance of appearance. • Selective Perception - is when people selectively interpret what they see or hear on the basis of their interests, background, experience, and attitudes. 11 -18

Process Of Interpersonal Communication (cont. ) Barriers to Effective Interpersonal Communication (cont. ) • Emotions - interpretation of a message affected by the way the receiver feels • extreme emotions likely to hinder effective communication • It’s best to avoid reacting to a message when the receiver is upset because he/she is not likely to be thinking clearly. • Information Overload - information available exceeds processing capacity. Such as 600 waiting e-mail messages in the in box. • frequent complaint of executives. a. Receivers tend to select out, ignore, pass over, or forget information when they have too much information. b. Or, receivers may put off further processing until the overload situation is over—still ineffective communication. 11 -19

Process Of Interpersonal Communication (cont. ) Barriers to Effective Communication (cont. ) • Defensiveness - behaviors that result from feeling threatened. • engaging in behaviors such as verbally attacking others, making sarcastic remarks, being overly judgmental, and questioning others’ motives— happens when people feel that they’re being threatened. • hinders effective communication 11 -20

Process Of Interpersonal Communication (cont. ) Barriers to Effective Communication (cont. ) • Language - meaning of words differs among people with diverse backgrounds. a. Age, education, and cultural background can influence language use and definition given to words b. Jargon is specialized terminology or technical language that members of a group use to communicate among themselves. • National Culture - cultural values affect the way people communicate • individualism versus collectivism 11 -21

Process Of Interpersonal Communication (cont. ) Overcoming the Barriers to Effective Interpersonal Communication • Use Feedback - ask a set of questions about a message to determine whether it was understood as intended • ask receivers to restate the message in their own words • Simplify Language - tailor the language to the audience for whom the message is intended. • jargon can facilitate understanding when used in appropriate groups. • Listen Actively - listen for full meaning a. Listening is an active search for meaning, whereas hearing is passive. b. Active listening is listening for full meaning without making premature judgments or interpretations, and demands total concentration. c. Active listening is enhanced by developing empathysympathy with the sender—placing yourself in the sender’s position. d. Exhibit 11. 4 on p. 292 lists other specific behaviors that active listeners demonstrate. 11 -22

Active Listening Behaviors Avoid interrupting the speaker Don’t overtalk Avoid distracting/ Disturbing actions Or gestures Be empathetic kind Active Listening Ask questions Make eye contact Paraphrase/ rephrase Exhibit affirmative head nods and appropriate facial expressions 11 -23

Process Of Interpersonal Communication (cont. ) Overcoming Communication Barriers (cont. ) • Constrain Emotions - emotions severely cloud and distort the transference of meaning • refrain from communicating until one regains her/his composure • Watch Nonverbal Cues signals- actions should be aligned with words • nonverbal message should reinforce verbal message 11 -24

Organizational Communication Formal Communication • communication that follows the official chain of command or is communication required to do one’s job • It takes place within prescribed organizational work arrangements. Informal Communication • not defined by the organization’s structural hierarchy. • It fulfills two purposes • permits employees to satisfy their needs for social interaction • creates alternative, and frequently faster and more efficient, channels of communication 11 -25

Organizational Communication (cont. ) Direction of Communication Flow • • • Downward - flows from a manager to subordinates used to inform, direct, coordinate, and evaluate employees Upward - flows from subordinates to managers keeps managers aware of employees’ feelings source for ideas on improving operations The amount of upward communication is affected by the culture of the organization – trust and empowerment increase upward flow – mechanistic and authoritarian environment decrease upward flow 11 -26

Organizational Communication (cont. ) Direction of Communication Flow (cont. ) • Lateral communication: takes place among employees on the same organizational level. Horizontal cross functional team. • Diagonal - cuts across both work areas and organizational levels • benefits efficiency and speed. • e-mail facilitates diagonal communication. • Diagonal communication has the potential to create problems if employees don’t keep their managers informed. 11 -27

Organizational Communication Networks • combination of vertical and horizontal flows into a variety of patterns. • Types of Networks • chain - communication flows according to the formal chain of command, both direction. • wheel - flows between a clearly identifiable and strong leader and others in a work group or team. Leader serves as a hub through whom all communication passes. • all-channel - flows freely among all members of a work team • no single network is best for all situations 11 -28

Three Common Organizations Communication Networks and How They Rate on Effectiveness Criteria 11 -29

Homework Answer the case study in p. 303 as a group work. Every group will make a submission in one week from today. Making presentation is a voluntary. © Prentice Hall, 2002 11 -30

Organizational Communication (cont. ) Organizational Communication Networks (cont. ) Grapevinegossip - an informal network that is active in almost every organization. • Important source of information. • Identifies issues that employees consider important and anxiety producing. • Can use the grapevine to disseminate important information. • Rumors can never be eliminated entirely a. The grapevine is active in almost every organization. One survey reported that 75 percent of employees hear about matters first through rumors on the grapevine. b. The grapevine can act as both a filter and a feedback mechanism. 11 -31

Understanding Information Technology How Technology Affects Managerial Communication • Information technology has changed organizational communication. • Disseminates more complete information. • Provides more opportunities for collaboration. • Employees are fully accessible. • Two developments in information technology seem to be having the most significant impact: networked computer systems and wireless capabilities. • First: Networked Computer Systems - linking computers through compatible hardware and software. • Some of its communication applications are the follows: • e-mail - instantaneous transmission of written messages. • It is fast and cheap and can be used to send the same message to numerous people at the same time. 11 -32

Understanding Information Technology (cont. ) Effect of Technology (cont. ) Networked Computer Systems - (cont. ) • instant messaging (IM) - interactive real-time communication • requires groups to be logged on the computer network at the same time. E. g. , communication among friends on line. • leaves network open to security breaches. • IM software is currently incompatiblecontrary with important business applications software. • voice-mail - digitizes a spoken message • transmits message over the network. • stores the message for later retrieval. 11 -33

Understanding Information Technology (cont. ) Effect of Technology (cont. ) Networked Computer Systems (cont. ) • Fax - allows transmission of documents containing both text and graphics over ordinary telephone lines • Electronic data interchange (EDI) - permits the exchange of standard business transaction documents. such as invoices or purchase orders, using direct computer-tocomputer networks. Used with vendors, suppliers and consumers. • Teleconferencing - permits simultaneous conferraltalking using telephone or e-mail group communications software. • videoconferencing - participants can see each other. 11 -34

Understanding Information Technology (cont. ) Effect of Technology (cont. ) Networked Computer Systems (cont. ) • Intranet - Internet technology that links organizational employees. • Extranet - systems are organizational communication networks that use Internet technology and allow authorized users inside the organization to communicate with certain outsiders such as customers and vendors. • Internet-based voice communication - allows users to talk with each other. On Compaq web site, visitors can click on an icon and speak live to a company representative. • Second: Wireless Capabilities - depends on signals sent through space without any physical connection • based on microwave signals, satellites, radio waves, or infrared light rays 11 -35

Understanding Information Technology (cont. ) How Information Technology Affects Organizations? • communications among organizational members are no longer constrained by geography or time. • More cooperation and integration. • Effective decision making. • psychological drawback - personal costs associated with being constantly accessible. pressure to “check in” even during off hours. 11 -36

Review Why isn’t effective communication synonymous with agreement? A message can be clearly understood, but not agreed with. As long as the message is clearly understood, effective communication has happened. © Prentice Hall, 2002 11 -37

Review Which do you think is more important for the manager: speaking accurately or listening actively? Why? Students’ reactions may vary. However, they need to make a strong case for their specific opinion. Many will think that listening actively is more important because correct information cannot be returned to the employees or supervisor if the manager has not listened actively and correctly heard the information request. Others will make the argument that it’s more important for the manager to speak accurately to begin with. 11 -38 © Prentice Hall, 2002

Review “Ineffective communication is the fault of the sender. ” Do you agree or disagree with this statement? Discuss Student responses to this question will vary. In fact, this would be an excellent question to set up as a debate with half of the class supporting the sender and the other half supporting the receiver. © Prentice Hall, 2002 11 -39

Review Is information technology helping managers be more effective and efficient? Explain your answer. Yes, information technology is helping managers be more effective and efficient. It has significantly improved a manager’s ability to monitor individual or team performance, it has allowed employees to have more complete information to make faster decisions, and it has provided employees more opportunities to collaborate and share information. It has also made it possible for people in organizations to be fully accessible, any time, regardless of where they are. 11 -40 © Prentice Hall, 2002