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    POM Chapter11

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    This document provides an overview of communication principles from a management textbook. It defines communication as the process of sharing attitudes, values, emotions and needs to accomplish organizational goals. Effective communication requires planning and thought across all stages, from sender to receiver to feedback. It also discusses barriers to interpersonal and organizational communication, as well as best practices for improving communication, such as selecting the proper medium, actively listening, and providing feedback.

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    POM Chapter11

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    indie01
    94 views4 pages
    This document provides an overview of communication principles from a management textbook. It defines communication as the process of sharing attitudes, values, emotions and needs to accomplish organizational goals. Effective communication requires planning and thought across all stages, from sender to receiver to feedback. It also discusses barriers to interpersonal and organizational communication, as well as best practices for improving communication, such as selecting the proper medium, actively listening, and providing feedback.

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    This document provides an overview of communication principles from a management textbook. It defines communication as the process of sharing attitudes, values, emotions and needs to accomplish organizational goals. Effective communication requires planning and thought across all stages, from sender to receiver to feedback. It also discusses barriers to interpersonal and organizational communication, as well as best practices for improving communication, such as selecting the proper medium, actively listening, and providing feedback.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    94 views4 pages

    POM Chapter11

    Uploaded by

    indie01
    This document provides an overview of communication principles from a management textbook. It defines communication as the process of sharing attitudes, values, emotions and needs to accomplish organizational goals. Effective communication requires planning and thought across all stages, from sender to receiver to feedback. It also discusses barriers to interpersonal and organizational communication, as well as best practices for improving communication, such as selecting the proper medium, actively listening, and providing feedback.

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    Download as PDF, TXT or read online from Scribd
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    of 4

    Principles of Management MGT 2010

    Chapter 11 Communication: Interpersonal & Organizational

    Communication

    • Process through which people and organizations accomplish goals.


    • Through communication we share:
    ¾ Attitudes
    ¾ Values
    ¾ Emotions
    ¾ Ambitions
    ¾ Wants
    ¾ Needs
    • Successful communication is well planned and thoughtfully executed.
    • Failed plans are often the result of failed attempts at communicating.
    • Communication can avoid waste and confusion

    Communication Process

    Communication is transmission of information.


    • The goal is common understanding.
    • Sender = the initiator of communication.
    • Receiver = the person or group who gets the communication.
    • Message = the information that is transmitted.
    • Medium = channel or means chosen by the sender to transmit the message.
    • Feedback = information from receiver showing how they received the sender’s
    message.

    Mediums of Communication
    Verbal
    1) Traditional Printed matter
    2) Electronic Delivery systems
    3) Conversations should be used when it is intended for one person and it requires
    personal contact.
    4) Choice of Medium is influenced by:
    ¾ Content of message.
    ¾ Importance of feedback.
    ¾ The number of intended receivers.
    ¾ The receiver’s & sender’s preferences in communication.
    ¾ The environment of the sender and receiver.
    ¾ The technologies available.
    Nonverbal Communication
    - Consists of messages transmitted without the use of words.
    • Letters
    • Memos
    • Outlines
    • Reports
    • Pictures

    Interpersonal Communication

    Face to face or voice to voice conversations that takes place in real time and allows for
    instant feedback.

    Appropriate when:
    • Discussing matters that require discussion.
    • Counseling and coaching an employee.
    • Performance appraisals.
    • Brainstorming sessions.
    • Committee meetings.

    Communication & Teams Page 367 Figure 11.4


    • Teams are a growing trend in business.
    ¾ They exchange views.
    ¾ Discuss work.
    ¾ Deliberate on a problem or issue.
    ¾ Transmit information.

    Barriers to Interpersonal Communication

    • Diction is the choice and use of words in speech and writing that significantly
    affects communication.
    • Semantics is the meaning of words and how people interpret the meaning or the
    abstract concept.
    • Jargon is the specialized or technical language of a trade, a profession, subculture
    or other group.
    • Expectations of Familiarity. If receivers are familiar with speaker’s thoughts, they
    tend to tune them out.
    • The source lacks credibility.
    • Preconceived notions by the receiver which cause them to shut out the message.
    This type of person tends to have limited growth and development.
    • Differing perceptions.
    ¾ Perception is ways in which people observe and the bases for their
    judgments about the stimuli they experience.
    ¾ Stereotypes are predetermined beliefs about a group of people.
    ¾ Everyone needs to keep an open mind.
    • Conflicting nonverbal communication is when a person’s physical appearance
    sends a different message from their words.
    • Emotions interfere with reason and understanding.
    • Noise is anything in the environment that interferes with the sending and
    receiving of messages.

    Organizational Communication

    Formal Channels
    • Management designates a pipeline running up and down the organization for
    official communication.

    Formal Channels

    Downward
    • Figure 11.6 Page 372

    Informal Communication Channels

    Grapevine
    • Can penetrate security.
    • It is fast.
    • Tends to only have anonymous sources.
    • Difficult to stop or counter.
    • Accessible to every person in the organization.
    • It can be supportive or an obstacle to management.

    Barriers to Organizational Communication

    • Overload. To much information or information people do not want.


    • Filtering Levels. Management levels can become barriers as they interpret
    information and pass it along.
    • Timing. Communications that must pass through several hands can delay the
    process.
    • Lack of Trust & Openness. Companies that are secretive about information or do
    not trust their workers will have difficulty communicating.
    • Inappropriate Span of Control. If a manager supervises more people than time and
    energy permit, communication suffers.
    • Change. Change often hinders communication.
    • Rank or Status in the Company. Status hinders some employees from
    communicating openly.
    • Managers’ Interpretations. How a manager perceives the world is how they will
    react to it.
    • Electronic Noise. Breakdowns, overloads and systems “going down” add more
    problems to communication.
    Improvement of Communication

    Responsibility of Senders
    1) Be Certain of Intent.
    2) Know the receiver and construct the message accordingly.
    3) Select the proper medium.
    4) Timing the transmission.
    5) Seeking and giving feedback.

    Responsibilities of Receivers
    1) Listen Actively
    2) Be sensitive to the Sender.
    3) Receivers can facilitate communication by stating a preference for a certain
    medium.
    4) Initiate feedback

    Ten Commandments of Good Communication Page 383 Figure 11.11

    Homework, Page 387 Application Case “Alcoa’s Open Work Spaces

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