communication: the process of transferring information, meaning, and understanding from sender to...
TRANSCRIPT
Communication: the process of transferring information, meaning, and understanding from sender to receiver
• Encoding - the act of constructing a message• Medium - the mode or form of transmission of a
message• Decoding - the act of interpreting a message• Noise - potential interference with the
transmission or decoding of a message
Basic Model of Communication
Sender• Encodes message• chooses a medium
(channel)• Sends the
message
Sender• Encodes message• chooses a medium
(channel)• Sends the
message
Receiver• Receives message• Decodes message• May send feedback
for clarification
Receiver• Receives message• Decodes message• May send feedback
for clarification
Noise: Can interfere at any point
Noise: Can interfere at any point
Basic Model of Communication
Modes of Communication
Adapted from Exhibit 12.2
VERBAL MODE(Language used to convey meaning)
NONVERBAL MODE
ORAL WRITTEN NONVERBAL
Examples • Conversation• Speeches• Telephone calls• Videoconferences
• Letters• Memos• Reports• E-mail• Fax
• Dress• Speech intonation• Gestures• Facial expressions
Advantages • Vivid• Stimulating• Commands
attention• Difficult to ignore• Flexible• Adaptive
• Decreased misinterpretation
• Precise
• Effectiveness of communication increases with congruence to oral presentation
• Emphasize meaning
Disadvantages • Transitory• Subject to
misinterpretation
• Precision translation loss
• Inflexible• Easier to ignore
• Meanings of nonverbal communication not universal
Communication Media
• How information is transmitted from sender to receiver
• Different media have different characteristics (media richness)– Personal-impersonal nature– Speed in sending and receiving– Availability of multiple cues – Opportunity to receive immediate and continuing
feedback from the receiver
• Message should be matched to best medium
Factors in Media Richness
Rich Media• Personal• Multiple cues to
aid in decoding• Immediate
feedback
Rich Media• Personal• Multiple cues to
aid in decoding• Immediate
feedback
Lean Media• Impersonal• Few cues to aid
in decoding• Delayed
feedback
Lean Media• Impersonal• Few cues to aid
in decoding• Delayed
feedback
Examples:
Rich Lean
Face to face Telephone E-mails, memos
Adapted from Exhibit 12.3
Organizational context affects communication
• Directions– Downward, upward, lateral
• Channels– Formal, informal
• Patterns– Communication networks
Organizational Context of Communication
Directions of Communication
SupervisorSupervisor SupervisorSupervisor
SubordinateSubordinate SubordinateSubordinate
LATERAL COMMUNICATION
DOWNWARD COMMUNICATIONGoals, objectives, directions,
decisions, feedback
LATERAL COMMUNICATIONInformation, (formal or informal)
for joint problem solving
UPWARD COMMUNICATIONInformation, questions,suggestions, problems,
requests forclarification
Adapted from Exhibit 12.4
Channels of Communication
FORMAL CHANNELS
• Specify individuals responsible for tasks
• Specify individuals responsible for communicating information above and below them
• Indicate persons to whom work-related messages should be sent
FORMAL CHANNELS
• Specify individuals responsible for tasks
• Specify individuals responsible for communicating information above and below them
• Indicate persons to whom work-related messages should be sent
INFORMAL CHANNELS
• Tend to operate laterally more than vertically
• Move information quite rapidly
• Carry both work-related and nonwork information
INFORMAL CHANNELS
• Tend to operate laterally more than vertically
• Move information quite rapidly
• Carry both work-related and nonwork information
Channels of Communication
CEOCEO
Vice President of Marketing
Vice President of Marketing
Manager Toy
Manufacturing
Manager Toy
Manufacturing
Advertising Manager
Advertising Manager
Promotions Manager
Promotions Manager
SupervisorBoard Games
Testing
SupervisorBoard Games
Testing
SupervisorElectronic
Games Testing
SupervisorElectronic
Games Testing
FORMAL channels of communication
INFORMAL channels of communication
Example of Communication Networks
SaltLakeCity
SaltLakeCity
SanDiegoSan
Diego
DenverDenver
SeattleSeattle
IrvineIrvine
PortlandPortland SanFrancisco
SanFrancisco
NewYorkBoss
NewYorkBoss
Chicago,Retired former
colleague
Chicago,Retired former
colleague
MarketingResearchers
MarketingResearchers
New YorkManagers
Los AngelesSubordinatesNetwork 1
Network 2
Divisional Marketing Manager,
Los Angeles
Divisional Marketing Manager,
Los Angeles
Barriers to CommunicationLevel Origin of barrier Affects communication between:
Inter-
personal
• Selective perception• Frame of reference• Individual differences• Emotion• Language• Nonverbal cues
• Individuals or groups
Organi-
zational
• Hierarchical (barriers from structure)
• Functional (barriers between functions)
• Individuals and/or groups within an organization
• Individuals and/or groups in different organizations
Cultural • Language• High/low-context
culture• Stereotyping• Ethnocentrism• Cultural distance
• Individuals or groups in different organizations with different national cultures
• Individuals or groups from different organizational cultures
• Individuals or groups form diverse cultural backgrounds
Adapted from Exhibit 12.7
Improving Communication:Individual Level
Improving Your Listening Skills– Listen rather than talking yourself– Be more open-minded– Develop empathy– Listen actively– Observe nonverbal cues
Improving Your Sending Skills– Simplify the language– Organize your writing– Understand the audience
Gatekeepers are at the communication interface between separate organizations or different units. They:
• Increase formal communication
• Replace face-to-face communication with electronic communication
• Develop networks
• Create centralized office to manage communication activities
Improving Communication:Organizational Level
Negotiation• Process of conferring to arrive at an agreement
between different parties, each with their own interests and preferences
• Why negotiation skills are important for managers:– Can be used to solve disagreements in day-to-day
activities of the managers organizational unit– May be part of a formally appointed negotiating team
representing their unit or organization
Communication and Negotiation
Achieving Effective/Successful Negotiations
Less effective More effective
Positions People Involved Maintaining/
Increasing Competition(Win/Lose Focus)
Interests Problem/Issue Decreasing/
Lessening Competition(Collaborative Focus)
Key Factors in Negotiations
The People– Listening skills– Orientation toward people– High self-esteem– Influence in the home organization
The Situation– Location– Physical arrangements– Emphasis on speed and time– Composition of the negotiating teams
The Negotiation Process Itself
Stages in the Negotiation Process
Planning and preparation• Advance planning and
analysis• Background research• Gathering of relevant
information• Planning of strategies
and tactics• Setting objectives• Predetermining possible
concessions
Adapted from Exhibit 12.13
STAGE 1Planning and Preparation
Stages in the Negotiation Process
Relationship building between negotiation parties
• Developing trust• Developing personal
rapport• Establishing long-
term association
Adapted from Exhibit 12.13
STAGE 1Planning and Preparation
STAGE 2Relationship Building
Between Negotiating Parties
Stages in the Negotiation Process
Information exchange• Learning about the
needs and demands of the other set of negotiators
• Acquiring and exchanging other information
Adapted from Exhibit 12.13
STAGE 1Planning and Preparation
STAGE 2Relationship Building
Between Negotiating Parties
STAGE 3Information Exchange
Stages in the Negotiation Process
Persuasion attempts• American managers
treat as the most important stage
• Mixture of approaches– Assertive and
straightforward – Warnings or threats– Calculated delays
Adapted from Exhibit 12.13
STAGE 1Planning and Preparation
STAGE 2Relationship Building
Between Negotiating Parties
STAGE 3Information Exchange
STAGE 4Persuasion Attempts
Stages in the Negotiation Process
Concessions/Agreement• Permit each party to take
away something of value• American managers tend
to have less leeway for concessions
• Some use normative appeals such as “it’s your obligation”
Adapted from Exhibit 12.13
STAGE 1Planning and Preparation
STAGE 2Relationship Building
Between Negotiating Parties
STAGE 3Information Exchange
STAGE 4Persuasion Attempts
STAGE 5Concessions and Agreement