function of leading.
2) Without communications, managers cannot influence individuals and groups
of symbols
5) The Communication Process:
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1. The Communicator
2. Encoding- the translating of a communication into an understandable
message by a communicator
3. The Message
4. The Medium
5. Decoding- the process by which receivers translate a message into terms
meaningful to them
6. The Receiver
7. Noise-any element or condition that disturbs or interferes with sending
and receiving effective communication
8. Feedback-an element that enables the communicator to determine
whether a message has been received and whether it has produced the
intended message
Organizational Communication Formal Channels:
Downward communication-communication that flows from individuals
at higher levels; the most common type of downward communication is
job instructions that are transmitted from the superior to the subordinate
Upward communication-communication that flows from individuals at
lower levels of an organization structure to those at higher levels
Horizontal communication-communication that occurs when the
communicator and the receiver are at the same level in the organization
Organizational Communication Informal Channels:
Grapevine-an informal communication network in organizations that
short-circuits the formal channels
Rumors-unverified beliefs that circulate in an organization or into its
external environment; comprises the target (the rumors object), the
source (the rumors communicator), and the allegation (the rumors point
about the target)
The informal organization in corporate life is widely underappreciated among
practicing managers. As a result, many managers dont have a mastery of
the workings of the informal organization and often downplay its comparative
importance.
Sociogram-a graphical presentation of pathways used for communication;
shows who is communicating with whom
Cliques-groups within an organization that tend to communicate internally
on a regular basis
Isolates-individuals or small groups within an organization that tend not to
communicate with other individuals and/or group
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range of direct verbal and nonverbal signals that pass between and among
individuals in the work place
Information-derived from data; essentially, data that are organized for a
specific purpose
Interpersonal style-the way in which an individual prefers to relate to
others
Good communicators learn to recognize their interpersonal style and the
styles of others. They also learn to modify their style to enhance the
likelihood of effective communications
Verbal communication-communication by talking or writing
Written communication-the transmission and receipt of messages
through the written word
Oral communication- the transmission and receipt of messages that
occurs when the spoken word is used to transmit a message
Research has indicated that 67% of new employees recruited from full-time
education start their careers without essential interpersonal skills.
Written communication takes more time to prepare and doesnt allow
interaction or immediate feedback. Managers rely on two-way communication
to resolve problems quickly. It takes much longer to get ideas on paper, to
distribute them to others, and to receive written responses; a telephone call
or a meeting is quicker. Written communication, by its formal nature, may
also discourage open communication. E-mail, a form of written
communication, is more timely and allows quick response, perhaps explaining
its popularity.
Non-verbal communication-the transmission and receipt or messages by
some medium other than verbal or written
Emblems-nonverbal communication that resembles sign language;
examples include a thumbs up gesture indicating approval
Illustrators-physical gestures that illustrate what is being said (e.g.,
extended hands to indicate the size of an object); a form of body language
Regulators-physical movements that regulate a conversation (e.g.,
nodding the head to indicate understanding); a form of body language
Adapters-physical expressions used to adjust psychologically to the
interpersonal climate of a particular situation; frequently used to deal with
stress (e.g., drumming fingers on a table); a form of body language
Affect displays-usually subconscious expressions that directly
communicate an individuals emotions (e.g., a closed posture that
communicates defensiveness); a form of body language
Proxemics-an individuals use of space when communicating with others
Why Communications Break Down:
Conflicting Frames of Reference-individuals can interpret the same
communication differently, depending on their previous experiences
Selective Perception-the process of blocking out new information,
especially if it conflicts with what the receiver believes
Value Judgements-the assignment by a receiver of an overall worth to a
message before the receiver receives the entire communication
Status Differences-the differences between communicators that often
hinder the communication
Security
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Source Credibility-the trust, confidence, and faith that the receiver has
in the words and actions of the communicator
Time Pressure-communication problems caused by inadequate time
Information Overload
Semantic Problems
Poor Listening Skills-Effective interpersonal communication requires
that each participant not only hear the words that are said but also
understand their meaning. This task requires the ability to listen to focus
on the speaker, block out distractions, and carefully comprehend the
communicators message. Although listening is a key requirement for
effective communication, most individuals listen at only a 25 percent level
of efficiency. On average, an individual speaks about 125 words a minute
but listens at a rate that is more than three times as fast (from 400 to 600
words a minute). As a result, 75% of listening time is free time that is,
time to become mentally sidetracked by any number of distractions.
How Communication Can Be Improved:
Effective Listening
Following Up
Regulating Information Flow
Utilizing Feedback
Empathy-the ability to put oneself in another persons role and to assume
that persons role and to assume that persons viewpoints and emotions
Simplifying Language
Organizational Stories
Final Comments
Work groups-a collection of interacting employees (managerial or
nonmanagerial) who share certain norms and are striving toward member
need satisfaction through the attainment of group goals
Work team-a special type of organizational work group; teams are selfmanaging and have a great deal more decision autonomy than work groups
Formal groups-the departments, units, and project teams that an
organization forms to do the work
Command group-the group shown on an organization chart that reports
to a single manager
Task group-a formal group put together temporarily to complete a
specific job or project
Informal group-natural grouping of people based on common interests or
needs
Interest group-an informal group formed to achieve some job-related,
but personal, objective
Friendship group-an informal group that evolves because of some
common characteristics, such as age, political sentiment, or background
Group development-the phases or sequences through which a group
passes, such as mutual acceptance, decision making, motivation, and control
The Development of Work Groups:
Stage 1 Forming-is the beginning stage of group development where
individuals are brought together for a specific purpose; they agree to rules
of conduct and the goals of the team
Stage 2 Storming-is the most turbulent stage of group development;
refers to the fact that, after initial niceties, the group falls into a process of
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