Management Theory & Practice(Robbins, S. Coulter M.)

Computer People 2000Computer People 2000 11
Lecture # 7Lecture # 7
CommunicationCommunication

What is Communication?What is Communication?
Communication is theCommunication is the transfer andtransfer and
understandingunderstanding of meanings.of meanings.
TransferTransfer means information or ideas havemeans information or ideas have
been conveyed, communication has takenbeen conveyed, communication has taken
place.place.
Next thing is theNext thing is the understandingunderstanding of meaningof meaning
about the information that has been passed.about the information that has been passed.
Good communication means others areGood communication means others are
accepting the ideas that are presented toaccepting the ideas that are presented to
them.them.
When a conflict has gone on a long time,When a conflict has gone on a long time,
people says it’s because the parties aren'tpeople says it’s because the parties aren't
communicating effectively.communicating effectively.

What is Communication?What is Communication?
There are two types of managerialThere are two types of managerial
communication.communication.
– Interpersonal Communication:Interpersonal Communication:
Communication between two or moreCommunication between two or more
persons.persons.
– Organizational Communication:Organizational Communication: All theAll the
patterns, network and system ofpatterns, network and system of
communication within an organization.communication within an organization.

Understanding ManagerialUnderstanding Managerial
Anything a manager does involveAnything a manager does involve
communicating.communicating.
A manager cannot make decision withoutA manager cannot make decision without
Once a decision is made, communicationOnce a decision is made, communication
must again take place.must again take place.
The best ideas, suggestions, the bestThe best ideas, suggestions, the best
plans or the most effective job redesignplans or the most effective job redesign
can’t take shape without communication.can’t take shape without communication.
Managers need effective communicationManagers need effective communication
skills.skills.

The Process of InterpersonalThe Process of Interpersonal
Communication:Communication:
Before communication can take place, aBefore communication can take place, a
purpose expressed as apurpose expressed as a messagemessage to beto be
conveyed must exist.conveyed must exist.
The message passes between aThe message passes between a sourcesource
(the sender) and a(the sender) and a receiverreceiver..
The message is converted to symbolicThe message is converted to symbolic
fromfrom (encoding)(encoding) and passed by way ofand passed by way of
some mediumsome medium (channel)(channel) to the receiver,to the receiver,
who retranslates the sender’s messagewho retranslates the sender’s message
(decoding).(decoding).
The result is the transfer of meaning fromThe result is the transfer of meaning from
one person to another.one person to another.

Message Medium Receiver
MessageSender
Feedback
DecodingEncoding
Noise

AA SenderSender initiates a message by encodinginitiates a message by encoding
a thought.a thought.
– Four conditions influence theFour conditions influence the
effectiveness of that encoded message:effectiveness of that encoded message:
The skills, Attitudes, and knowledge ofThe skills, Attitudes, and knowledge of
the sender and the sociocultural systemthe sender and the sociocultural system..
TheThe MessageMessage itself can distort theitself can distort the
communication process, regardless of thecommunication process, regardless of the
kinds of supporting tools or technologieskinds of supporting tools or technologies
used to convey it.used to convey it.
TheThe ChannelChannel chosen to communicate thechosen to communicate the
message also has the potential to bemessage also has the potential to be
affected by noise.affected by noise.

TheThe ReceiverReceiver is the individual to whom theis the individual to whom the
message is directed.message is directed.
Before the message can be received, itBefore the message can be received, it
must be translated into a form that themust be translated into a form that the
receiver can understand. (receiver can understand. (DecodingDecoding))
The final link in the communication is aThe final link in the communication is a
Feedback loop.Feedback loop.
FeedbackFeedback returns the message to thereturns the message to the
sender and provides a check on whethersender and provides a check on whether
understanding of message has beenunderstanding of message has been
achieved.achieved.

Method of CommunicatingMethod of Communicating
InterpersonallyInterpersonally
There are 12 things available that helpThere are 12 things available that help
managers to evaluate the variousmanagers to evaluate the various
communication methods.communication methods.
Feedback, Complexity capacity, BreadthFeedback, Complexity capacity, Breadth
potential, Confidentially, Encoding ease,potential, Confidentially, Encoding ease,
Decoding ease, Time-Space Constraint,Decoding ease, Time-Space Constraint,
Cost, Interpersonal Warmth, Formality,Cost, Interpersonal Warmth, Formality,
Scan ability, Time of consumption.Scan ability, Time of consumption.
Which method a manager chooses shouldWhich method a manager chooses should
reflect the need of sender, the attributesreflect the need of sender, the attributes
of the message, the attributes of theof the message, the attributes of the
channel, and the need for receiver.channel, and the need for receiver.

Method of CommunicatingMethod of Communicating
InterpersonallyInterpersonally
Nonverbal Communication:Nonverbal Communication: communicationcommunication
transmitted without words.transmitted without words.
Some of most meaningful communication areSome of most meaningful communication are
neither spoken nor written. For example:neither spoken nor written. For example:
Loud Siren , red light.Loud Siren , red light.
The best-know types of nonverbalThe best-know types of nonverbal
communication are body language andcommunication are body language and
verbal intonation.verbal intonation.
– Body Language:Body Language: refers to gesture, facialrefers to gesture, facial
expressions, and other body movementexpressions, and other body movement
that convey meanings.that convey meanings.
– Verbal intonation:Verbal intonation: refers to the emphasisrefers to the emphasis
someone gives to words or phrases thatsomeone gives to words or phrases that
conveys meaning.conveys meaning.

Barrier to Effective InterpersonalBarrier to Effective Interpersonal
Filtering:Filtering: the deliberate manipulation ofthe deliberate manipulation of
information to make it appear moreinformation to make it appear more
favorable to the receiver.favorable to the receiver.
Selective Perception:Selective Perception: When peopleWhen people
selectively interpret what they see or hearselectively interpret what they see or hear
on the basis of their interests,on the basis of their interests,
background, experience and attitude.background, experience and attitude.
Emotions:Emotions: How a receiver feels when aHow a receiver feels when a
massage is received influences how he ormassage is received influences how he or
she interprets itshe interprets it..

Barrier to Effective InterpersonalBarrier to Effective Interpersonal
Information Overload:Information Overload: the informationthe information
we have to work with exceeds ourwe have to work with exceeds our
processing capacity.processing capacity.
Other barriers are Defensiveness,Other barriers are Defensiveness,
Language and National culture.Language and National culture.

Overcoming Barrier to EffectiveOvercoming Barrier to Effective
Interpersonal CommunicationInterpersonal Communication
Use Feedback:Use Feedback:
– Many communication problems can beMany communication problems can be
directly to misunderstanding anddirectly to misunderstanding and
inaccuracies.inaccuracies.
– These problems are less likely to occur ifThese problems are less likely to occur if
the manager uses the feedback loop in thethe manager uses the feedback loop in the
communication process.communication process.
Simplify Language:Simplify Language:
Listen Activity:Listen Activity: Listening for full meaningListening for full meaning
without making premature judgments orwithout making premature judgments or
interpretation.interpretation.
Constrain Emotions & Watch Nonverbal cuesConstrain Emotions & Watch Nonverbal cues

Computer People 2000Computer People 2000
1414
Organizational CommunicationOrganizational Communication
Communication within an org. is oftenCommunication within an org. is often
describes as formal or informal.describes as formal or informal.
Formal Com.:Formal Com.: that follows the official chainthat follows the official chain
of command or is part of the com. requiredof command or is part of the com. required
to do one’s job.to do one’s job.
Informal Com.:Informal Com.: com. That is not defined bycom. That is not defined by
the org.’s structural hierarchy.the org.’s structural hierarchy.
This com. Fills two purposes in org.This com. Fills two purposes in org.
It permits employee to satisfy their needIt permits employee to satisfy their need
for social interaction.for social interaction.
It can improve an org. performance byIt can improve an org. performance by
creating alternatives, and frequentlycreating alternatives, and frequently
faster, and more efficient, channels offaster, and more efficient, channels of

Directions of Communication FlowDirections of Communication Flow
Org. com. Can flow downward, upward,Org. com. Can flow downward, upward,
laterally, or diagonally.laterally, or diagonally.
Downward Com:Downward Com: that flows downwardthat flows downward
from a manager to employees.from a manager to employees.
Upward Com:Upward Com: that flows upward fromthat flows upward from
employees to manager.employees to manager.
Lateral Com:Lateral Com: that takes place amongthat takes place among
any employees on the same org. level.any employees on the same org. level.
Diagonal Com:Diagonal Com: that cuts across workthat cuts across work
areas and org. level.areas and org. level.

Organizational CommunicationOrganizational Communication
NetworkNetwork
The vertical and horizontal flow of org.The vertical and horizontal flow of org.
com. Can be combined into verity ofcom. Can be combined into verity of
pattern calledpattern called Communication NetworkCommunication Network..
Chain Network:Chain Network: com. flows according tocom. flows according to
the formal chain of command, boththe formal chain of command, both
downward, upward.downward, upward.
Wheel Network:Wheel Network: Com. flowing betweenCom. flowing between
clearly identifiable and strong leader andclearly identifiable and strong leader and
others in a work group or team.others in a work group or team.
All Channel:All Channel: Com. Flows freely among allCom. Flows freely among all
members of a work team.members of a work team.

How Technology AffectsHow Technology Affects
Managerial CommunicationManagerial Communication
Technology and more specifically IT, hasTechnology and more specifically IT, has
radically changed the way org. membersradically changed the way org. members
communicate.communicate.
Two developments in IT are mostTwo developments in IT are most
important.important.
Networked Computer Systems:Networked Computer Systems:
– Email, Instant messaging (IM), Voice mail,Email, Instant messaging (IM), Voice mail,
Fax, Electronic data interchange,Fax, Electronic data interchange,
Teleconferencing, Videoconferencing, InternetTeleconferencing, Videoconferencing, Internet
and Extranet.and Extranet.
Wireless CapabilitiesWireless Capabilities

Using Communication SkillsUsing Communication Skills
Negotiation to Manage ConflictsNegotiation to Manage Conflicts
Conflicts:Conflicts: Disagreement about theDisagreement about the
allocation of resourcesallocation of resources
OROR
Clashes regarding Goals, Value and soClashes regarding Goals, Value and so
on, Can occur on the interpersonal oron, Can occur on the interpersonal or
Organizational Level.Organizational Level.
Negotiation:Negotiation: The use of communicationThe use of communication
skills and bargaining to manage conflictsskills and bargaining to manage conflicts
and reach mutually satisfying outcomes.and reach mutually satisfying outcomes.

Negotiation situation are defined byNegotiation situation are defined by
three characteristics.three characteristics.
1.1.There isThere is conflict of interestconflict of interest betweenbetween
two or more parties.two or more parties.
2.2.Either there isEither there is no fixed or establishedno fixed or established
rules and proceduresrules and procedures, or the parties, or the parties
prefer to workprefer to work outside of a set of rulesoutside of a set of rules..
3.3.The parties prefer toThe parties prefer to search ofsearch of
agreementagreement rather than to fight openly.rather than to fight openly.

The success of negotiation processThe success of negotiation process
depends upon the following factors.depends upon the following factors.
1.1. PartiesParties interest dependenceinterest dependence on eachon each
other.other.
2.2. Trust & DistrustTrust & Distrust between parties.between parties.
3.3. Parties ability toParties ability to Communicate orCommunicate or
PersuadePersuade other party.other party.
4.4. TheThe Personality of PeoplesPersonality of Peoples involved ininvolved in
negotiation.negotiation.
5.5. TheThe goals and interestgoals and interest of the parties.of the parties.Computer People 2000Computer People 2000 2020

Stability of Negotiations OutcomeStability of Negotiations Outcome
When two parties interact throughWhen two parties interact through
negotiation to resolve conflict, bothnegotiation to resolve conflict, both
parties have an idea about what theyparties have an idea about what they
want to gain from conflict.want to gain from conflict.
Capable negotiators are interested in theCapable negotiators are interested in the
stability of the outcome that they jointlystability of the outcome that they jointly
shape.shape.
Satiability is not the feature of successfulSatiability is not the feature of successful
negotiation, but it is necessary one.negotiation, but it is necessary one.

Linda Putman has distinguished twoLinda Putman has distinguished two
generic kinds of negotiation processesgeneric kinds of negotiation processes
that differ in their relative prospectsthat differ in their relative prospects
for stability.for stability.
Integrative Process:Integrative Process: NegotiationNegotiation
Process in which the prospects of bothProcess in which the prospects of both
parties' gains are encouraging: alsoparties' gains are encouraging: also
known asknown as win-win situationwin-win situation..

Distributive Process:Distributive Process: NegotiationNegotiation
Process in which each parties tendsProcess in which each parties tends
to seekto seek maximum gainsmaximum gains and wants toand wants to
imposeimpose maximum lossesmaximum losses to the otherto the other
: also known as a: also known as a win-loss situationwin-loss situation
or zero sumor zero sum..

Relations Between Labor &Relations Between Labor &
ManagementManagement
Stability in negotiations process is aStability in negotiations process is a
major concern of union leaders andmajor concern of union leaders and
their management counterparts.their management counterparts.

Management Theory & Practice(Robbins, S. Coulter M.)

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