This document discusses communication in organizational settings. It begins by outlining the communication process and common barriers. It then describes how to communicate effectively through different channels like email, emphasizing face-to-face communication for ambiguous situations. Nonverbal communication and its role in emotional labor is also covered. The document then discusses communication strategies within organizational hierarchies, characteristics of the grapevine, and differences between male and female communication styles. It concludes by outlining active listening techniques.

1. © 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E RC H A P T E R 1111
CommunicatingCommunicating
in organisationalin organisational
settingssettings

2. 2
Chapter learning objectivesChapter learning objectives
1. Diagram the communication process.
2. Identify four common communication barriers.
3. Describe problems with communicating through electronic
mail.
4. Explain how non-verbal communication relates to emotional
labour and emotional contagion.
5. Identify two conditions requiring a channel with high media
richness.
6. Summarise four communication strategies in organisational
hierarchies.
7. Describe characteristics of the organisational grapevine.
8. Discuss the degree to which men and women communicate
differently.
9. Outline the key elements of getting your message across and
active listening.

3. 3
Tom Phillips: master communicatorTom Phillips: master communicator
The uncertain future of
Mitsubishi Motors Australia Ltd
(MMAL) has kept chief
executive Tom Phillips busy as
a corporate communicator.
Phillips kept everyone
informed of the company’s
future through town hall
meetings (shown here) and
visits to the shop floor.
© R. Millard, The Advertiser/(Adelaide)

4. 4
Four functions of communicationFour functions of communication
 Knowledge management
 Decision making
 Coordinating work activities
 Fulfilling relatedness needs
© R. Millard, The Advertiser/(Adelaide)

5. 5
ReceiverReceiver
DecodeDecode
messagemessage
EncodeEncode
feedbackfeedback
FormForm
feedbackfeedback
SenderSender
FormForm
messagemessage
EncodeEncode
messagemessage
DecodeDecode
feedbackfeedback
TransmitTransmit
messagemessage
TransmitTransmit
feedbackfeedback
ReceiveReceive
encodedencoded
messagemessage
ReceiveReceive
feedbackfeedback
Noise
Communication process modelCommunication process model

6. 6
Communication barriersCommunication barriers
 Perceptions
 Filtering
 Language
 jargon
 ambiguity
 Information overload
© Photodisc. With permission.

7. 7
Episodes of
information
overload
Employee’s
information
processing
capacity
Time
Information load
Information overloadInformation overload

8. 8
Managing information overloadManaging information overload
 Solution 1: Increase information processing
capacity
 learn to digest information more quickly
 temporarily work longer hours
 Solution 2: Reduce information load
 buffering
 omitting
 summarising

9. 9
Communicating through emailCommunicating through email
 Advantages of email
 efficient medium
 asynchronous
 random information access
 fewer social status barriers
 Problems with email
 information overload
 interpreting emotions
 flaming
 lacks empathy or social support

10. 10
:-)
:-}
<:-)
:-X
:-j
{}
Email emoticonsEmail emoticons
Happy
Smirk
Dumb question
OOPS!
Tongue in cheek
Hug

11. 11
Non-verbal communicationNon-verbal communication
 Actions, gestures, facial expressions, etc
 Transmits most info in face-to-face meetings
 Influences meaning of verbal and written symbols
 Less rule bound than verbal communication
 Important part of emotional labour

12. 12
Face-to-faceFace-to-face
TelephoneTelephone
EmailEmail
NewslettersNewsletters
Oversimplified
zone
Overloaded
zone
Routine/
clear
Non-routine/
ambiguous
Rich
Lean
Media
richness
Situation
Hierarchy of media richnessHierarchy of media richness

13. 13
© C. Mikula/Ottawa Citizen
MBWA of Pearse FlynnMBWA of Pearse Flynn
Pearse Flynn encourages
communication by redesigning
buildings and asking staff to write
their opinions on sticky notes. The
former Alcatel executive (now
CEO of Damovo) also practises
management by wandering
around by chatting with employees
in offices and pubs.

14. 14
Communicating in hierarchiesCommunicating in hierarchies
 Newsletters and e-zines
 multi-pronged strategy
 Workspace design
 need to balance need to
concentrate with improved informal
communication
 Employee surveys
 Management by walking around
© C. Mikula/Ottawa Citizen

15. 15
Organisational grapevineOrganisational grapevine
 Early research findings
 transmits information rapidly in all directions
 follows a cluster chain pattern
 more active in homogeneous groups
 transmits some degree of truth
 Changes due to Internet
 email etc becoming main grapevine medium
 social networks are now global
 vault.com extends gossip to anyone

16. 16
Grapevine: benefits and problemsGrapevine: benefits and problems
 Benefits
 supplements information
 strengthens corporate culture
 relieves anxiety
 signals that problems exist
 Problems
 suggests lack of concern for employees
 distortions might escalate anxiety

17. 17
Cross-cultural communicationCross-cultural communication
 Verbal differences
 language
 voice intonation
 Non-verbal differences
 interpreting non-verbal meaning
 importance of verbal versus non-verbal
 silence and conversational overlaps

18. 18
MenMen WomenWomen
Gender communication differencesGender communication differences
Give adviceGive advice
quickly and directlyquickly and directly
Give advice indirectlyGive advice indirectly
and reluctantlyand reluctantly
Report talkReport talk Rapport talkRapport talk
Avoid asking forAvoid asking for
informationinformation
Frequently ask forFrequently ask for
informationinformation
Less sensitive toLess sensitive to
non-verbal cuesnon-verbal cues
More sensitive toMore sensitive to
non-verbal cuesnon-verbal cues

19. 19
Getting your message acrossGetting your message across
 Empathise
 Repeat the message
 Use timing effectively
 Be descriptive
© Photodisc. With permission.

20. 20
ACTIVE
LISTENING
SensingSensing
•• Postpone evaluationPostpone evaluation
•• Avoid interruptionsAvoid interruptions
•• Maintain interestMaintain interest
EvaluatingEvaluating
•• EmpathiseEmpathise
•• Organise informationOrganise information
RespondingResponding
•• Show interestShow interest
•• Clarify the messageClarify the message
Active listening processActive listening process

21. 21
Overview of the next chapterOverview of the next chapter
 The five bases of power
 How information relates to power in organisations
 Contingencies of power
 Power dynamics in sexual harassment and
workplace romance
 Advantages and disadvantages of organisational
politics
 Six types of political activity in organisations
 Controlling dysfunctional organisational politics
 Features of persuasive communication

22. © 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E RC H A P T E R 1111
CommunicatingCommunicating
in organisationalin organisational
settingssettings