Strategic management is the ongoing planning, monitoring, analysis and assessment of all necessities an organization needs to meet its goals and objectives. Changes in business environments will require organizations to constantly assess their strategies for success. The strategic management process helps organizations take stock of their present situation, chalk out strategies, deploy them and analyze the effectiveness of the implemented management strategies. Strategic management strategies consist of five basic strategies and can differ in implementation depending on the surrounding environment. Strategic management applies both to on-premise and mobile platforms.

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Communicating
Chapter Fifteen
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2. 15 - 2
Quote
“The single biggest problem with
communication is the illusion that it has taken
place.”
G.B. Shaw
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3. 15 - 3
Learning Objectives (1 of 2)
LO 1 Discuss important advantages of two-way
communication.
LO 2 Identify communication problems to avoid.
LO 3 Describe when and how to use the various
communication channels.
LO 4 Summarize ways to become a better
sender and receiver of information.
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4. 15 - 4
Learning Objectives (2 of 2)
LO 5 Explain how to improve downward,
upward, and horizontal communication.
LO 6 Summarize how to work with the company
grapevine.
LO 7 Describe the boundaryless organization
and its advantages.
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5. 15 - 5
Interpersonal Communication (1 of 4)
• Communication
– The transmission of information and meaning
from one party to another through the use of
shared symbols.
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6. 15 - 6
Interpersonal Communication (2 of 4)
The sender initiates the process by conveying
information to the receiver—the person for
whom the message is intended.
The sender has a meaning he or she wishes to
communicate and encodes the meaning into
symbols (the words chosen for the message).
Then the sender transmits, or sends, the
message through some channel, such as a
verbal or written medium.
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7. 15 - 7
Interpersonal Communication (3 of 4)
The receiver decodes the message and attempts
to interpret the sender’s meaning.
The receiver may provide feedback to the
sender by encoding a message in response to
the sender’s message.
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8. 15 - 8
Interpersonal Communication (4 of 4)
• Noise
– Interference in the
system.
– Blocks perfect
understanding .
• Examples
– Ringing telephones.
– Thoughts about
other things.
– Simple fatigue or
stress.
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9. 15 - 9
Exhibit 15.1 One-Way Communication
• One-way communication
–A process in which information flows in only
one direction—from the sender to the
receiver, with no feedback loop.
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10. 15 - 10
Two-Way Communication
• A process in which
information flows in
two directions—the
receiver provides
feedback, and the
sender is receptive
to the feedback.
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11. 15 - 11
Question (1 of 2)
___________ is the process of withholding,
ignoring, or distorting information
A. Perception
B. Filtering
C. Acuity
D. Discernment
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12. 15 - 12
Communication Pitfalls
Perception
– The process of receiving and interpreting
information
Filtering
– The process of withholding, ignoring, or distorting
information.
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13. 15 - 13
Oral and Written Channels
Oral communication
Includes face-to-face discussion, telephone
conversations, and formal presentations and
speeches.
Written communication
– Includes e-mail, memos, letters, reports,
computer files, and other written documents.
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14. 15 - 14
Oral Communication
• Advantages
– Questions can be asked and answered.
– Feedback is immediate and direct.
– More persuasive.
• Disadvantages
– It can lead to spontaneous, ill-considered statements (and
regret).
– There is no permanent record of it.

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Written Communication
• Advantages
– Message can be revised.
– Provides for a permanent record.
– Message unchanged even if relayed.
– Receiver has more time to analyze the message.
• Disadvantages
– Sender has no control over where, when, or if the message is
read.
– Sender does not receive immediate feedback.
– Receiver may not understand parts of the message.
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16. 15 - 16
Electronic Media
• Teleconferencing
– Groups of people in different locations interact
over telephone lines and perhaps also see one
another on monitors as they participate in group
discussions (videoconferencing).
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17. 15 - 17
Advantages of Electronic
Communication
• The sharing of more information.
• The speed and efficiency in delivering routine
messages to large numbers of people across
vast geographic areas.
• Can save companies untold amounts of paper,
postage, meetings, travel budgets, conference
calls.
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18. 15 - 18
Disadvantages of Electronic
Communication
• Difficulty of solving complex problems that
require more extended, face-to-face
interaction.
• Inability to pick up subtle, nonverbal, or
inflectional clues about what the
communicator is thinking or conveying.
• Electronic messages sometimes are seen by
those for whom they are not intended.
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19. 15 - 19
The Virtual Office
• A mobile office in which people can work
anywhere, as long as they have the tools to
communicate with customers and colleague.
– There are numerous, minimally short term,
benefits associated with virtual offices.
– The longer term impact on productivity and
morale is still in question.
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Exhibit 15.2 Media Richness
• The degree to which a communication
channel conveys information.
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Adding Power to Your Presentation (1 of 2)
1. Spend adequate time on content.
2. Clearly understand your objective.
3. Tell the audience the purpose of the
presentation.
4. Provide meaning, not just data.
5. Practice, practice, practice.
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22. 15 - 22
Adding Power to Your Presentation (2 of 2)
6. Remember that a presentation is more like a
conversation than a speech.
7. Remember eye contact.
8. Allow imperfection.
9. Be prepared for tough questions.
10.Provide a crisp wrap-up to a question-and-
answer session.
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23. 15 - 23
Nonverbal Skills
1. Use time
appropriately.
2. Make your office
arrangement
conducive to open
communication.
3. Remember your body
language.
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24. 15 - 24
Listening
• Reflection
–Process by which a
person states
what he or she
believes the other
person is saying.
–e.g., “So what
you’re saying is…”
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25. 15 - 25
Ten Keys to Effective Listening
• Find an area of interest.
• Judge content, not
delivery.
• Hold your fire.
• Listen for ideas.
• Be flexible.
• Resist distraction.
• Exercise your mind.
• Keep your mind open.
• Capitalize on thought
speed.
• Work at listening.
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26. 15 - 26
Observing
• A vital source of useful observations comes
from personally visiting people, plants, and
other locations to get a firsthand view.
• You must accurately interpret what you
observe.
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27. 15 - 27
Exhibit 15.5 Organizational Communication
• Downward
communication
– Information that
flows from
higher to lower
levels in the
organization’s
hierarchy.
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Organizational Communication (1 of 3)
• Coaching
– Dialogue with a goal of helping another be more
effective and achieve his or her full potential on
the job.
• Open-book management
– Practice of sharing with employees at all levels of
the organization vital information previously
meant for management’s eyes only.
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29. 15 - 29
Organizational Communication (2 of 3)
Upward communication
– Information that flows from lower to
higher levels in the organization’s
hierarchy.
– May be facilitated by techniques such as
MBWA.
– Management must not hold a grudge if
they receive negative information.
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30. 15 - 30
Organizational Communication (3 of 3)
Horizontal communication
– Information moving between people on the same
hierarchical level.
– Allows sharing of information, coordination, and
problem solving among units.
– Helps solve conflicts.
– Provides social and emotional support to people.
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31. 15 - 31
Social Enterprise
Confusion Still Surrounds the “Social Enterprise”
Concept
• The Twin Cities chapter of the Social Enterprise
Alliance and local practitioners worked together to
identify a simple definition of social enterprise.
• They defined a social enterprise as “any organization
that sells products and services in order to achieve
its social purpose.”
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32. 15 - 32
Social Enterprise Questions
Confusion Still Surrounds the “Social Enterprise”
Concept
• Can you identify some organizations that fit both of
the criteria of (1) officially having a social purpose
and (2) selling products or services?
• Assume that Khan Academy wanted to move from
being a nonprofit to a social enterprise. What
products or services could it sell?
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33. 15 - 33
Question (2 of 2)
What is the social network of informal
communications?
A. Second Life
B. Facebook
C. Grapevine
D. Scuttlebutt
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34. 15 - 34
Informal Communication
• Grapevine
– The social network of informal communications.
– Provides people with information.
– Helps them solve problems.
– Teaches them how to do their work successfully.
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Managing Informal Communication
(1 of 2)
• Don’t allow malicious
gossip.
• Managers should talk to
the key people involved
to get the facts and
their perspectives.
• Neutralize rumors once
they have started.
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36. 15 - 36
Managing Informal Communication
(2 of 2)
• Suggestions for preventing rumors from
starting include:
– Explaining events that are important but have not
been explained.
– Dispelling uncertainties by providing facts.
– Working to establish open communications and
trust over time.
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37. 15 - 37
Boundarylessness
• Boundaryless organization
– An organization in which there are no barriers to
information flow.
– Implies information available as needed moving
quickly and easily enough so that the organization
functions far better as a whole than as separate
parts.
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38. 15 - 38
Management in Action - Onward
Formal and Informal Communication at Yahoo
• CEO Marissa Mayer’s initial months at Yahoo
showed her to be concerned about formal and
informal communication.
• To increase informal communication, Mayer
ended work-at home arrangements.
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39. 15 - 39
Management in Action - Questions
Formal and Informal Communication at Yahoo
• How could Mayer make her downward
communication more effective?
• How could Yahoo make informal
communication among employees more
constructive?
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