The document discusses communication in interpersonal and organizational contexts. It describes how communication allows people to share attitudes, values, emotions, and needs. Effective communication in organizations requires that people be able to freely express themselves, coordinate efforts, focus on customer needs, and articulate their own needs. The choice of communication medium depends on factors like message content, need for feedback, number of receivers, and available technologies. Barriers to communication include overload, lack of trust, inappropriate hierarchies, and electronic noise.
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Ch12
1. Communication:
Interpersonal and Organizational
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2. By Communicating We Share
Attitudes Ambitions
Values Wants
Emotions Needs
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3. People in Organizations
Must be free to express what they know and
believe
Must coordinate and pool their efforts
Must focus on the needs of the customers
Must be able to articulate their needs
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4. Mediums of Communication
Verbal (spoken or written words)
Nonverbal (images, facial expressions, gestures,
and body language)
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5. Choice of Medium is Influenced By
The content of the message.
The importance of feedback.
The number of intended receivers.
The receiver’s and sender’s preferences and
characteristics.
The sender’s and receiver’s locations and
environments.
The technologies available.
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6. Interpersonal Communication
Involves real-time face-to-face or voice-to-
voice.
Allows instant feedback.
Appropriate when the issues affect others.
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7. Team Members Engage in
Four Kinds of Communication
Exchange views
Discuss work
Transmit information
Deliberate on a problem
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8. A Leader
A Leader A Goal
A Goal
Team
Members
Share
Related
Related Mutual
Mutual
Activities
Activities Dependency
Dependency
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10. Eight Barriers to
Interpersonal Communication
Diction
Jargon
Expectations of Familiarity
Source’s Lack of Creditibility
Preconceived Notions
Perceptions
Conflicting Nonverbal Communication
Emotions
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11. Subjects for
Downward Communication
DOWNWARD COMMUNICATION
CEO’s vision Job designs
Changes in rule or procedures Performance appraisals
Company mission Policies
Delegation of authority Solutions
Development Staff manager’s advice
Feedback Strategic goals
Incentives Training
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12. Subjects for
Horizontal Communication
HORIZONTAL COMMUNICATION
Coordination efforts Information to and about customers
Efforts to seek assistance Information to and about suppliers
Feedback Group-member interactions
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13. Subjects for
Upward Communication
UPWARD COMMUNICATION
Complaints Requests for assistance
Feedback Status reports
Recommended solutions Research results
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14. Horizontal Communication
Channels are Used to
Set goals.
Set goals.
Define roles.
Define roles.
Create, examine, and improve methods.
Create, examine, and improve methods.
Improve working relationships.
Improve working relationships.
Define, investigate, and solve problems.
Define, investigate, and solve problems.
Gather, process, and distribute information.
Gather, process, and distribute information.
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15. Formal Upward Channels
Provide the feedback required by downward
Provide the feedback required by downward
communication.
communication.
Allow workers to request assistance in solving some
Allow workers to request assistance in solving some
problems.
problems.
Provide a means for workers to recommend solutions to
Provide a means for workers to recommend solutions to
others.
others.
Provide status reports and inform higher authorities about
Provide status reports and inform higher authorities about
employee complaints.
employee complaints.
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16. Grapevine Characteristics
• It can penetrate the tightest security.
• It is fast.
• It tends to carry messages from anonymous sources.
• Its messages are difficult to stop or counter once they
get started.
• It is accessible to every person in an organization.
• It can be supportive of or an obstacle to
management’s efforts.
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17. Four Common Grapevine Configurations
Single Chain
A B C D
Gossip A
B F
C E
D
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18. Four Common Grapevine Configurations (cont.)
Random C D E
B F
A G
I H
B A D
Cluster
E C F
G M
H L
I J K
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19. Barriers to
Organizational Communication
Overload
Filtering by Levels
Timing
Lack of Trust and Openness
Inappropriate Span of Control
Change
Rank or Status in the Company
Manager’s Interpretations
Electronic Noise
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20. Four Responsibilities of Receivers
Listening Actively.
Being Sensitive to the Sender.
Indicating an Appropriate Medium.
Initiating Feedback.
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