ninth edition

STEPHEN P. ROBBINS

Chapter

11
2007 Prentice Hall, Inc.
All rights reserved.

MARY COULTER

Communication
and Information
Technology
PowerPoint Presentation by Charlie Cook
The University of West Alabama

LEARNING OUTLINE
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 and how it takes
place.
Explain the barriers to effective interpersonal
communication and how to overcome them.
112

L E A R N I N G O U T L I N E (contd)
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, blogs and wikis, voicemail, fax, EDI, teleconferencing, videoconferencing, web
conferencing, intranet, and extranet.
Explain how information technology affects organizations.
113

L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.

Communication Issues in Todays Organization

Discuss the challenges of managing communication in an
Internet world.
Explain how organizations can manage knowledge.
Explain why communicating with customers is an
important managerial issue.
Explain how political correctness is affecting
communication.

114

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

115

Four Functions of Communication

Control
Control

Motivation
Motivation

Functions
Functionsof
of
Communication
Communication

Information
Information

Emotional
Emotional
Expression
Expression

116

Functions of Communication
Control / Controlling and Coordinating group
activities
Formal and informal communications act to control
individuals behaviors in organizations.

Motivation / Motivating organizational members

Communications clarify for employees what is to
done, how well they have done it, and what can be
done to improve performance.

117

Functions of Communication (contd)

Emotional Expression / Expressing feelings and
emotions
Social interaction in the form of work group
communications provides a way for employees to
express themselves.

Information / Providing Knowledge

Individuals and work groups need information to
make decisions or to do their work.

118

Interpersonal Communication
Message
Source: senders intended meaning

Encoding
The message converted to symbolic form

Channel
The medium through which the message travels

Decoding
The receivers retranslation of the message

Noise
Disturbances that interfere with communications

119

Exhibit 111 The Interpersonal Communication Process

1110

The Communication Process

1111

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 messages meaning
The content of the message itself
The choice of message format
Noise interfering with the message

1112

Distortions in Communications (contd)

The Channel
The senders 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
1113

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

1114

Evaluating Communication Methods

Feedback

Time-space constraint

Complexity capacity

Cost

Breadth potential

Interpersonal warmth

Confidentiality

Formality

Encoding ease

Scanability

Decoding ease

Time consumption

1115

Exhibit 112 Comparison of Communication Methods

Note: Ratings are on a 15 scale where 1 = high and 5 = low. Consumption time refers to who
controls the reception of communication. S/R means the sender and receiver share control.

Source: P. G. Clampitt, Communicating for Managerial Effectiveness (Newbury Park, CA: Sage Publications, 1991), p. 136.

1116

Methods of Communicating
Verbal Communication
The encoding of messages into words, either written
or spoken.
Oral: popular forms of oral communications include
speeches, formal one-to-one and group discussions,
informal discussions and the rumor mill or grape vine.
Written: include memos, letters, organizational
periodicals, bulletin boards, or any other device that
transmits written words or symbols.

1117

Interpersonal Communication (contd)

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: emphasis that a speaker gives to
certain words or phrases that conveys meaning.

1118

Interpersonal Communication (contd)

Electronic Mail
Instantaneous transmission of written messages on
computers that are linked together
Include closed-circuit television, voice-activated
computers, xerographic reproduction, multimedia
software, fax machines and a host of other electronic
devices that we can use in conjunction with speech to
paper to create more effective communication. may
be the fastest growing is Electronic mail (e-mail)

1119

Interpersonal Communication Barriers

National
Culture

Language

Filtering
Emotions

Interpersonal
Communication

Information
Overload

Defensiveness

1120

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 individuals capacity to process it.
1121

Barriers to Effective Interpersonal

Communication (contd)
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.
1122

Overcoming the Barriers to Effective

Interpersonal Communications

Use Feedback
Simplify Language
Listen Actively
Constrain Emotions
Watch Nonverbal Cues

1123

Exhibit 113 Active Listening Behaviors

Source: Based on P.L. Hunsaker, Training in Management

Skills (Upper Saddle River, NJ: Prentice Hall, 2001).

1124

Types of Organizational Communication

Formal Communication
Communication that follows the official chain of
command or is part of the communication required to
do ones job.

Informal Communication
Communication that is not defined by the
organizations hierarchy.

Permits employees to satisfy their need for social interaction.

Can improve an organizations performance by creating

faster and more effective channels of communication.

1125

Communication Flows

U
p
w
a
r
d

al
n
go
a
Di

Lateral

D
o
w
n
w
a
r
d

1126

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.

1127

Direction of Communication Flow

(contd)
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.

1128

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.

1129

Exhibit 114 Three Common Organizational Communication Networks

and How They Rate on Effectiveness Criteria

1130

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.

1131

Dangers of Ineffective Communication

Managers and their subordinates can become
effective communicators by:
Selecting an appropriate medium for each message
there is no one best medium.
Considering information richness (the amount of
information a medium can carry).

A medium with high richness can carry much more

information to aid understanding.

Asking if there is a need for a paper path or electronic

trail to provide documentation of the communication.

Copyright 2004 McGraw-Hill. All rights reserved.

1332

Information Richness of Communication

Media

Copyright 2004 McGraw-Hill. All rights reserved.

Figure 13.3
1333

Communication Media
Face-to-Face
Has highest information richness.
Can take advantage of verbal and nonverbal signals.
Provides for instant feedback.
Management by wandering around takes advantage of this
with informal talks to workers.
Video conferences provide
much of this richness and
reduce travel costs and
meeting times.

Copyright 2004 McGraw-Hill. All rights reserved.

1334

Communication Media (contd)

Spoken Communication Electronically
Transmitted
Has the second highest information richness.

Telephone conversations are information rich with tone of

voice, senders emphasis, and quick feedback, but provide
no visual nonverbal cues.

Copyright 2004 McGraw-Hill. All rights reserved.

1335

Communication Media (contd)

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
messagepersonal letters and e-mail are common forms.
Does not provide instant feedback to the sender although
sender may get feedback later.
Excellent media for complex messages requesting follow-up
actions by receiver.

Copyright 2004 McGraw-Hill. All rights reserved.

1336

E-Mail Dos and Donts

E-mail allows telecommuting employees to work
from home and keep in contact.
The use of e-mail is growing rapidly and e-mail
etiquette is expected:
Typing messages in all CAPITALS is seen as
screaming at the receiver.
Punctuate your messages for easy reading and dont
ramble on.
Pay attention to spelling and treat the message with a
much care as a written letter.

Copyright 2004 McGraw-Hill. All rights reserved.

1337

Communication Media (contd)

Impersonal Written Communication
Has the lowest information richness.
Good for messages to many receivers where little or
feedback is expected (e.g., newsletters, reports).
May add to the receivers
information overload:
A superabundance of
information that increases
the likelihood that important
information is ignored and
tangential information receives attention.

Copyright 2004 McGraw-Hill. All rights reserved.

1338

Understanding 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

1139

Information Technology (contd)

Networked Computer
Systems
Linking individual
computers to create an
organizational network for
communication and
information sharing.

2007 Prentice Hall, Inc. All rights reserved.

E-mail
Instant messaging (IM)
Blogs
Wikis
Voice-mail
Fax machines
Electronic Data Exchange
(EDI)
Teleconferencing
Videoconferencing
Web conferencing
1140

Information Technology (contd)

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 (WIFI) capabilities

2007 Prentice Hall, Inc. All rights reserved.

1141

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.

1142

Current Communication Issues

Managing Communication in an Internet World
Legal and security issues
Inappropriate use of company e-mail and instant messaging
Loss of confidential and proprietary information due to
inadvertent or deliberate dissemination or to hackers.

Lack of personal interaction

Being connected is not the same as face-to-face contact.
Difficulties occur in achieving understanding and
collaboration in virtual environements.

1143

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 messages 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.

1144

Current Communication Issues (contd)

Managing the Organizations 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.

1145

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.

1146

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.

1147

Terms to Know
communication
interpersonal
communication
organizational
communication
message
encoding
channel
decoding
communication process
noise
nonverbal communication

body language
verbal intonation
filtering
selective perception
information overload
jargon
active listening
formal communication
informal communication
downward communication
upward communication
1148

Terms to Know (contd)

lateral communication
diagonal communication
communication networks
grapevine
e-mail
instant messaging (IM)
blog
wiki
voice mail
fax
electronic data
interchange (EDI)

2007 Prentice Hall, Inc. All rights reserved.

teleconferencing
videoconferencing
web conferencing
intranet
extranet
communities of practice

1149