The document discusses organizational communication and behavior. It defines communication, explores the importance of good communication in organizations, and examines communication processes, issues, barriers, and networks. It also analyzes new communication technologies, how they affect behavior, and defensive versus non-defensive communication styles. Key topics covered include the definition of communication, importance of communication for efficiency, quality and innovation, verbal and nonverbal communication, formal and informal communication networks, and technological advances in organizational communication.

1. ORGANIZATIONAL BEHAVIOR
ORGANIZATIONAL
COMMUNICATION
NUZUL FARISYA AHMAD FADZIL
YANG IDURA MOHD YUSOF
BM770/2P
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2. Communication - Definition
• The sharing of information between two or
more individuals or groups to reach a
common understanding
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3. Importance of Good
Communication
• Increased efficiency in new technologies and skills
 Learning, Implementing, Training
 Expands workers skills
• Improved quality of products and services
• Subordinates communicate problems and solutions for
increasing quality to superiors
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4. Importance of Good
Communication
• Increased responsiveness to customers
 Empowered workers lower response time to satisfy
customer wants and needs
• More innovation through communication
 Cross-functional teams communicating effectively
produce higher quality products more efficiently
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5. The Communication Process
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6. Communication Issues
• Verbal Communication
 The encoding of messages into words, either
written or spoken
• Nonverbal
 The encoding of messages by means of facial
expressions, body language, and styles of dress
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7. Nonverbal Communication
• Nonverbal Communication - all elements of
communication that do not involve words
• Four basic types
 Proxemics - an individual’s perception & use of
space
 Kinesics - study of body movements, including
posture
 Facial & Eye Behavior - movements that add
cues for the receiver
 Paralanguage - variations in speech, such as
pitch, loudness, tempo, tone, duration, laughing,
& crying

8. Barriers to Communication
Communication
• Physical separation
Barriers - • Status differences
factors that block • Gender differences
or significantly • Cultural diversity
distort successful
communication • Language
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9. The Dangers of Ineffective
Communication
• Managers and their subordinates can become effective
communicators by:
– Selecting an appropriate medium for each
message—there is no one “best” medium.
– Considering information richness (the amount of
information a medium can carry).
• A medium with high richness can carry much
more information to aid understanding.
– Is there a need for a paper path or electronic trail to
provide documentation of the communication?
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10. Communication Networks
• Communication Networks
 The pathways along which information flows in
groups and teams and throughout the
organization.
 Choice of communication network depends on:
• The nature of the group’s tasks
• The extent to which group members need to
communicate with each other to achieve group
goals.
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11. Communication Networks
• Pathways
 Vertical
• Manager to upper level managers
• Manager to subordinates (direct reports)
 Lateral
• Manager to other managers
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12. Communication Networks
Communication
Network
Formal Informal
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13. Organization Communication
Networks
• Organization Chart
– A pictorial representation of formal reporting channels
in an organization.
• Communication in an organization flows through
formal and informal pathways
• Vertical communications flow up and down the
corporate hierarchy.
• Horizontal communications flow between employees
of the same level.
• Informal communications can span levels and
departments—the grapevine is an informal network
carrying unofficial information throughout the firm.
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14. Formal and Informal Communication
Networks in An Organization
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15. Formal communication network
15

16. Communication
Networks in
Groups and
Teams
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17. Communication Networks in
Groups and Teams
Type of Network
Wheel Network Information flows to and from one central
member.
Chain Network Members communicate only with the people next
to them in the sequence.
Wheel and chain networks provide little interaction.
Circle Network Members communicate with others close to them
in terms of expertise, experience, and location.
All-Channel Networks found in teams with high levels of
Network communications between each member and all
others.
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18. Information Richness of
Communication Media
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19. Collaborative Work Environment
New Technologies for Communication
• Informational databases
• Electronic mail systems
• Voice mail systems
• Fax machine systems
• Cellular phone systems
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20. Technological Advances in
Communication
• Internet
– Global system of computer networks used by many
firms use it to communicate with their suppliers.
• World Wide Web (WWW)
– Provides multimedia access to the Internet.
• Intranets
– A company-wide system of computer networks for
information sharing by employees inside the firm.
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21. How Do New Technologies
Affect Behavior?
• Fast, immediate access to information
• Immediate access to people in power
• Instant information exchange across distance
• Makes schedules & office hours irrelevant
• May equalize group power
• May equalize group participation
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22. • Communication can become more impersonal -
interaction with a machine
• Interpersonal skills may diminish -less tact, less
graciousness
• Non-verbal cues lacking
• Alters social context
• Easy to become overwhelmed with information
• Encourages polyphasic activity
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23. Defensive Communication
• Defensive Communication - communication that can be
aggressive, attacking & angry, or passive & withdrawing
• Leads to
– injured feelings
– communication breakdowns
– alienation
– retaliatory behaviors
– nonproductive efforts
– problem solving failures
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24. Non-defensive Communication
• Non-defensive Communication - communication that is
assertive, direct, & powerful
• Provides
– basis for defense when attacked
– restores order, balance, and effectiveness
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25. Two Defensiveness Patterns
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26. Defensive Tactics
Defensive Tactic Speaker Example
Power Play Boss “Finish this report by month’s end or
lose your promotion.”
Put-Down Boss “A capable manager would already be
done with this report.”
Labeling Boss “You must be a slow learner. Your report
is still not done?”
Raising Doubts Boss “How can I trust you, Chris, if you can’t
finish an easy report?”
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27. Defensive Tactics
Defensive Tactic Speaker Example
Misleading Employee “Morgan has not gone over with me
Information the information I need for the report.”
[Morgan left Chris with a copy of the
report.]
Scapegoating Employee “Morgan did not give me input until
just today.”
Hostile Jokes Employee “You can’t be serious! The report isn’t
that important.”
Deception Employee “I gave it to the secretary. Did she lose
it?”
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28. Tips for Effective Communication

29. Thank You
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