Chapter 13 Communicating in Organizations 2006 by SouthWestern

Chapter 13 Communicating in Organizations © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 13 -1

The Manager as Information Nerve Center Ex. 13. 1 External Information Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York: Harper & Row, 1973), 72. Internal Information Manager as Monitor Information processor Communicator © 2006 by South-Western, a division of Thomson Learning. All rights reserved. ck Manager as Disseminator Distributes information to subordinates ba ed Fe Fe k ac b ed Manager as Spokesperson Distributes information to people outside the organization 2

Downward, Upward, and Horizontal Communication in Organizations Ex. 13. 5 SOURCE: Adopted from Richard L. Daft and Richard M. Steers, Organizations; A Micro. Macro Approach, 538 Copyright 1986 by Scott, Foresman and Company, Used by permission. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 3

Ex. 13. 2 A Model of the Communication Process © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 4

Ex. 13. 3 The Pyramid of Channel Richness © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 5

Barriers to Communication o Physical Barriers © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 6

Barriers to Communication o Physical Barriers n Crashed computers, loud sounds © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 7

Barriers to Communication o o Physical Barriers Semantic Barriers © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 8

Barriers to Communication o o Physical Barriers Semantic Barriers n “We need to get this done right away. ” © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 9

Barriers to Communication o o o Physical Barriers Semantic Barriers Personal Barriers © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10

Barriers to Communication o o o Physical Barriers Semantic Barriers Personal Barriers n n Communication Skills Level Lens of Interpretation Credibility Faulty Listening Skills © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11

Nonverbal Communication l l Messages sent through human actions and behavior rather than through words. Meeting place/time Tone of voice Body language © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 12

Charades © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 13

Ex. 13. 4 Ten Keys to Effective Listening SOURCE: Adapted from Sherman K. Okum, “How to Be a Better Listener, ” Nation’s Business (August 1975), 62 and Philip Morgan and Kent Baker, “Building a Professional Image; Improving Listening Behavior, ” Supervisory Management (November 1985), 34 -38. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 14

Ex. 13. 9 Communication Barriers & Ways to Overcome Them Individual Interpersonal dynamics Channels and media Defense mechanisms Semantics Inconsistent cues Organizational Status and power differences Departmental needs and goals Lack of formal channels Communication network unsuited to task Poor coordination © 2006 by South-Western, a division of Thomson Learning. All rights reserved. How to Overcome Active listening Selection of appropriate channel Question underlying assumptions Knowledge of other’s perspective MBWA Climate of trust, dialogue Development and use of formal channels Encouragement of multiple channels, formal and informal Changing organization or group structure to fit communication needs Feedback and learning 15