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Chapter10/Slide1Copyright©2011PearsonCanadaInc.Chapter10CommunicationChapter10/Slide2Copyright©2011PearsonCanadaInc.LearningObjectives1.Definecommunicationandexplainwhycommunicationbythestrictchainofcommandisoftenineffective.2.Discussbarrierstoeffectivemanager-employeecommunication.3.Explaintheorganizationalgrapevineanddiscussitsmainfeatures.Chapter10/Slide3Copyright©2011PearsonCanadaInc.LearningObjectives(continued)4.Reviewtheroleofverbalandnonverbalcommunicationatwork.5.Discussgenderdifferencesincommunicationandidentifyhowafailuretorecognizethesedifferencescancausecommunicationproblems.6.Discusschallengesrelatingtocross-culturalcommunicationandidentifyusefulstrategiestodetermiscommunication.Chapter10/Slide4Copyright©2011PearsonCanadaInc.LearningObjectives(continued)7.Definecomputer-mediatedcommunicationandhighlightitsstrengthsandweaknesses.8.Reviewpersonalstrategiesandorganizationalinitiativesaimedatenhancingcommunication.Chapter10/Slide5Copyright©2011PearsonCanadaInc.WhatisCommunication?•Theprocessbywhichinformationisexchangedbetweenasenderandareceiver.•Interpersonalcommunicationinvolvestheexchangeofinformationbetweenpeople.•Thesimplestprototypeforinterpersonalcommunicationisaone-on-oneexchangebetweentwoindividuals.Chapter10/Slide6Copyright©2011PearsonCanadaInc.AModeloftheCommunicationProcessChapter10/Slide7Copyright©2011PearsonCanadaInc.AModeloftheCommunicationProcessandanExample•Thinking–Purchasingmanagerthinks,“Ithinkwe’regettingshortonA-40s.”•Encoding–Purchasingmangerkeyboardsmemotoassistantrequestingthathe/sheorderA-40s.•Transmitting–Purchasingmanagersendsmemobyemail.Chapter10/Slide8Copyright©2011PearsonCanadaInc.AModeloftheCommunicationProcessandanExample(continued)•Perceiving–Assistantreadsmemo.•Decoding–AssistantcheckspartscataloguetodeterminewhatanA-40is.Chapter10/Slide9Copyright©2011PearsonCanadaInc.AModeloftheCommunicationProcessandanExample(continued)•Understanding–Assistantrealizesthathemustplaceanorderforflangebolts.•Feedback–Assistantsendsthemanageracopyoftheorder.Chapter10/Slide10Copyright©2011PearsonCanadaInc.WhatisCommunication?(continued)•Themodeldemonstratesanumberofpointsatwhicherrorscanoccur.•Effectivecommunicationoccurswhentherightpeoplereceivetherightinformationinatimelymanner.•Violatinganyofthesethreeconditionsresultsinacommunicationepisodethatisineffective.•Thereareafewbasicissuesaboutorganizationalcommunication.Chapter10/Slide11Copyright©2011PearsonCanadaInc.CommunicationbyStrictChainofCommand•Thechainofcommandreferstothelinesofauthorityandformalreportingrelationshipsinanorganization.•Underthissystem,threenecessaryformsofcommunicationcanbeaccomplished:–Downwardcommunication–Upwardcommunication–HorizontalcommunicationChapter10/Slide12Copyright©2011PearsonCanadaInc.DownwardCommunication•Informationthatflowsfromthetopoftheorganizationtowardthebottom.•Avice-presidentofproductionmightinstructaplantmanagertogearupformanufacturinganewproduct.•Theplantmanagerwouldthenprovidespecificstosupervisors,whowouldinstructtheproductionworkers.Chapter10/Slide13Copyright©2011PearsonCanadaInc.UpwardCommunication•Informationthatflowsfromthebottomoftheorganizationtowardthetop.•Achemicalengineerwhoconceivesofanewplasticformulawithuniquepropertiesmightpassthisontotheresearchanddevelopmentmanager,whowouldtheninformtherelevantvice-president.Chapter10/Slide14Copyright©2011PearsonCanadaInc.HorizontalCommunication•Informationthatflowsbetweendepartmentsorfunctionalunits,usuallyasameansofcoordinatingeffort.•Withinastrictchainofcommand,suchcommunicationwouldflowuptoandthendownfromacommonmanager.Chapter10/Slide15Copyright©2011PearsonCanadaInc.DeficienciesintheChainofCommand•Theformalchainofcommandisanincompleteandsometimesineffectivepathofcommunication.•Managersneedtoconsider:–Informalcommunication–Filtering–SlownessChapter10/Slide16Copyright©2011PearsonCanadaInc.InformalCommunication•Thechainofcommanddoesnotconsiderinformalcommunicationbetweenmembers.•Informalcommunicationhelpspeopleaccomplishtheirjobsmoreeffectively.•Notallinformalcommunicationbenefitstheorganization.Chapter10/Slide17Copyright©2011PearsonCanadaInc.Filtering•Thetendencyforamessagetobewatereddownorstoppedduringtransmission.•Bothupwardanddownwardfilteringcanoccur.•Thepotentialforfilteringincreaseswiththenumberoflinksinthecommunicationchain.Chapter10/Slide18Copyright©2011PearsonCanadaInc.Filtering(continued)•Organizationsoftenestablishchannelsinadditiontothoseintheformalchainofcommand.•Manymanagersestablishanopendoorpolicy,inwhichanyorganizationalmemberbelowthemcancommunicatedirectlywithoutgoingthroughthechain.Chapter10/Slide19Copyright©2011PearsonCanadaInc.Filtering(continued)•Topreventdownwardfiltering,manyorganizationsattempttocommunicatedirectlywithpotentialreceivers,bypassingthechainofcommand.Chapter10/Slide20Copyright©2011PearsonCanadaInc.Slowness•Thechainofcommandcanbeveryslowespeciallyforhorizontalcommunicationbetweendepartments.•Itisnotagoodmechanismforreactingquicklytocustomerproblems.•Cross-functionalteamsandemployeeempowermenthavebeen