Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-1 Chapter. - презентация

1 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-1 Chapter 10 Communication and Information Technology

2 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-2 Learning Outline After you read this chapter you should know the following learning objectives: #1: What are the functions of communication? #2: Why does communication break down? #3: How does communication flow in organizations? #4:How does information technology affect organizations? #5:What are some of the major communication issues facing todays organizations?

3 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-3 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

4 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-4 Functions of Communication Control Motivation Emotional Expression Information

5 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-5 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

6 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-6 Overcoming the Barriers to Effective Interpersonal Communications Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues

7 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-7 Exhibit 10.1 The Interpersonal Communication Process Receiver Message Channel Noise Encoding Decoding Feedback Message Sender

8 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-8 Distortions in Communications Sender Message Channel Receiver Feedback Loop

9 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 10-9 Evaluating Communication Methods Feedback Complexity capacity Breadth potential Confidentiality Encoding ease Decoding ease Time-space constraint Cost Interpersonal warmth Formality Scanability Time of consumption

10 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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?

11 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Fitting Communication with Circumstances 6. Decoding ease. Can the receiver easily and quickly decode messages? 7. Time–space 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?

12 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Interpersonal Communication Methods Face-to-face Telephone Group meetings Formal presentations Memos Postal mail Fax Publications Bulletin boards Audio-/videotapes Hot lines Computer conference Voice mail Teleconference Videoconference

13 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Exhibit 10.2 Interpersonal Communication Methods

14 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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 (paralinguistics): emphasis that a speaker gives to certain words or phrases that conveys meaning

15 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Interpersonal Communication Barriers Defensiveness National Culture Emotions Information Overload Interpersonal Communication Language Filtering SelectivePerception

16 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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

17 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Barriers to Effective Interpersonal Communication 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

18 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Barriers to Effective Interpersonal Communication 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

19 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Overcoming the Barriers to Effective Interpersonal Communications Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues

20 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Exhibit 10.3 Active Listening Behaviours Source: Based on P.L. Hunsaker, Training in Management Skills (Upper Saddle River, NJ: Prentice Hall, 2001). Don't overtalk Ask questions Be empathetic Exhibit affirmative head nods and appropriate facial expressions Avoid distracting actions or gestures Make eye contact Paraphrase Avoid interrupting speaker Active Listening

21 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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

22 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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

23 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Direction of Communication Flow 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

24 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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 –Communication flows freely among all members of the work team

25 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Exhibit 10.4 Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria Chain Moderate High Moderate Speed Accuracy Emergence of leader Member satisfaction Criteria Fast High Low Fast Moderate None High WheelAll-Channel

26 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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

27 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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

28 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Information Technology Networked Computer Systems –Linking individual computers to create an organizational network for communication and information sharing Instant messaging Voic and fax Electronic data exchange (EDI) Teleconferencing and videoconferencing Intranets and extranets

29 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Tips for Sending s Always use the subject line. Be careful using emoticons and acronyms for business communication. Write clearly and briefly. Copy s to others only if they really need the information. Sleep on angry s before sending.

30 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Information Technology 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

31 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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

32 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Ethical Concerns for and Voic 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 use

33 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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

34 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Current Communication Issues 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

35 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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

36 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 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

37 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Summary and Implications What are the functions of communication? –Control, motivation, emotional expression and information Why does communication break down? –Degree of filtering, sender/receiver emotional sate, whether too much information is being sent How does communication flow in organizations? –Formal or informal

38 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Summary and Implications How does information technology flow in organizations? –Allows people more access to each other, greater ability to share information, more opportunities for monitoring What are some of the major communication issues facing todays organizations? –Managing in an Internet world, an organizations knowledge resources, communicating affectively and appropriately with customers, politically correct communication