Chapter 10

Communication and Information Technology

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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.

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

LEARNING OUTLINE (contd)

Follow this Learning Outline as you read and study this chapter.

Interpersonal Communication
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.

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

LEARNING OUTLINE (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.

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

LEARNING OUTLINE (contd)

Follow this Learning Outline as you read and study this chapter.

Understanding Information Technology

Describe how technology affects managerial communication. Define electronic data interchange, teleconferencing, videoconferencing, intranet, and extranet. Explain how information technology affects organizations.

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

LEARNING OUTLINE (contd)

Follow this Learning Outline as you read and study this chapter.

Communication Issues in Todays Organizations

Discuss how Internet employee gripe sites affect communication. Explain how organizations can manage their knowledge resources. Explain why communicating with customers is an important managerial issue.

Explain how political correctness is affecting communication.

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

What Is Communication?
Communication
The transfer and understanding of meaning Interpersonal communication
Communication between two or more people

Organizational communication
All the patterns, network, and systems of communications within an organization

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Functions of Communication
Control Motivation Emotional Expression Information

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Elements of Interpersonal Communication Process

Sender Message Source: senders intended meaning Encoding The message converted to symbolic form Channel The medium through which the message travels Receiver Decoding The receivers retranslation of the message Noise Disturbances that interfere with communications
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Exhibit 10.1 The Interpersonal Communication Process

Message Channel Receiver Decoding

Encoding
Sender

Noise

Message

Feedback

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Distortions in Communications
Noise:
any thing that interferes with understanding of meanings

Sender
(skills n abilities- writing, speaking, symbolizing, acting)

Message (selection of words, symbols, signals)

Channel (incompatibility with message)

Receiver (inattention, skills- reading, listening,

understanding)

Feedback Loop (same problems as channel)

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Evaluating Communication Methods

Feedback Complexity capacity Breadth potential Confidentiality Encoding ease Decoding ease Time-space constraint Cost Interpersonal warmth Formality Scanability Time of consumption
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Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Fitting Communication with Circumstances

Managers can use 12 questions to help them evaluate appropriate communication methods for different circumstances. 1. Feedback. How quickly can the receiver respond to the message? 2. Complexity capacity. Can the method effectively process complex messages? 3. Breadth potential. How many different messages can be transmitted using this method? 4. Confidentiality. Can communicators be reasonably sure their messages are received only by those for whom theyre intended? 5. Encoding ease. Can the sender easily and quickly use this channel?

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Fitting Communication with Circumstances (contd)

6. Decoding ease. Can the receiver easily and quickly decode messages? 7. Timespace constraint. Do senders and receivers need to communicate at the same time and in the same space? 8. Cost. How much does it cost to use this method? 9. Interpersonal warmth. How well does this method convey interpersonal warmth? 10. Formality. Does this method have the needed amount of formality? 11. Scanability. Does this method allow the message to be easily browsed or scanned for relevant information? 12. Time of consumption. Does the sender or receiver exercise the most control over when the message is dealt with?
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Interpersonal Communication Methods

Face-to-face Telephone Group meetings Formal presentations Memos Postal mail Fax Publications Bulletin boards Audio-/videotapes Hot lines E-mail Computer conference Voice mail Teleconference Videoconference
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Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Exhibit 10.2 Interpersonal Communication Methods

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Nonverbal Communication
Communication that is transmitted without words Sounds Images Situational behaviours Clothing and physical surroundings Body language: gestures, facial expressions, and other body movements that convey meaning Verbal intonation (paralinguistic): emphasis that a speaker gives to certain words or phrases that conveys meaning
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Interpersonal Communication Barriers

National Culture
Filtering Emotions

Language

Interpersonal Communication

Information Overload

Defensiveness

Selective Perception

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Barriers to Effective Interpersonal Communication

Filtering
The deliberate manipulation of information to make it appear more favourable 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
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Barriers to Effective Interpersonal Communication (contd)

Selective Perception
Individuals interpret reality based on their own needs, motivations, experience, background, and other personal characteristics

Defensiveness
When threatened, reacting in a way that reduces the ability to achieve mutual understanding

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Barriers to Effective Interpersonal Communication (contd)

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

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Overcoming the Barriers to Effective Interpersonal Communications

Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Exhibit 10.3 Active Listening Behaviours

Avoid interrupting speaker Don't overtalk Be empathetic

Paraphrase

Active Listening

Make eye contact

Avoid distracting actions or gestures

Ask questions

Exhibit affirmative head nods and appropriate facial expressions

Source: Based on P.L. Hunsaker, Training in Management Skills (Upper Saddle River, NJ: Prentice Hall, 2001).
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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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

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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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
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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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

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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 Chain Network

Types of Communication Networks

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
Communication flows freely among all members of the work team
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Exhibit 10.4 Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria
Chain Wheel All-Channel

Criteria Speed Accuracy Emergence of leader Member satisfaction

Moderate High Moderate Moderate

Fast High High Low

Fast Moderate None High

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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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

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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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 co-workers
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Information Technology (contd)

Networked Computer Systems
Linking individual computers to create an organizational network for communication and information sharing
E-mail Instant messaging Voice-mail and fax Electronic data exchange (EDI) Teleconferencing and videoconferencing Intranets and extranets

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Tips for Sending E-mails

Always use the subject line. Be careful using emoticons and acronyms for business communication. Write clearly and briefly. Copy e-mails to others only if they really need the information. Sleep on angry e-mails before sending.
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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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 capabilities
Wireless communication depends on signals sent through air or space without any physical connection, using things such as microwave signals, satellites, radio waves and radio antennas, or infrared light rays.

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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How IT Affects Organizations

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
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Ethical Concerns for E-mail and Voice-mail Use

Not necessarily private Employer has access to them. The federal Privacy Act and the Access to Information Act apply to all federal government departments, most federal agencies, and some federal crown corporations. Many private sector employees are not covered by privacy legislation. Only Quebecs privacy act applies to the entire private sector. Managers need to clearly convey: Whether communications will be monitored Company policies on personal Internet and e-mail use

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Current Communication Issues

Being Connected Versus Being Concerned
Managing Internet gripe sites is a valuable resource for unique insights into the organization
Employee complaints (hot-button issues) Customer complaints

Responding to Internet gripe sites

Recognize 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
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Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Current Communication Issues (contd)

Managing the Organizations Knowledge Resources
Build on-line 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

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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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
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Politically Correct Communication

Do not use words or phrases that stereotype, intimidate, or offend individuals based on their differences Choose words carefully to maintain as much clarity as possible in communications

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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