Transcript Chapter Eighteen - University of Mississippi

Mgmt 371
Chapter Eighteen
Managing Interpersonal
Relations and Communications
Much of the slide content was created by Dr, Charlie Cook, Houghton Mifflin, Co.©
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The Interpersonal Nature of
Organizations
 Interpersonal Dynamics


Positive
 When two parties know each other, have
mutual respect and affection, and enjoy
interacting with one another.
Negative
 When two parties dislike one another, do
not have mutual respect, and do not enjoy
interacting with one another.
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The Interpersonal Nature of
Organizations
 Outcomes of Interpersonal Behaviors
Satisfaction of social needs
 Social support
 Source of organizational synergy
 Source of conflict

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Communication and the Manager’s
Job
 Communication

The process of transmitting information from
one person to another.
 Effective Communication

The process of sending a message in such a
way that the message received is as close in
meaning as possible to the message intended.
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The Communication Process
 Steps in the Communication Process
1. Deciding to transmit a fact, idea, opinion, or other
information to the receiver.
2. Encoding the meaning into a form appropriate to
the situation.
3. Transmission through the appropriate channel or
medium.
4. Decoding the message back into a form that has
meaning to the receiver.
 “Noise” is anything disrupting the
communication process.
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The Communication Process
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Forms of Communication in
Organizations (Oral Communication)
 Advantages

Promotes prompt feedback and interchange in the
form of verbal questions and responses.

Is easy to use and can be done with little
preparation.
 Disadvantages

Suffers from problems with inaccuracy in
meaning and details.

Leaves no time for thought and consideration and
no permanent record of what was said.
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Forms of Communication in
Organizations (Written Communication)
 Memos, letters, reports, notes, emails and other
methods in which the written word is used to
transmit meaning.
 Advantages



Is accurate and leaves a permanent record of the
exchange.
Leaves for thought and consideration, can be
referenced.
Is easy to use and can be done with little
preparation.
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Forms of Communication in
Organizations (Written Communication)
 Disadvantages


Inhibits feedback and interchange due to burden
of the process of preparing a physical document.
Considerable delay can occur in clarifying
message meanings.
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Communication in Networks and
Work Teams)
 Communication network

The pattern through which the members of a
group or team communicate.
 Research suggests:

When the group’s task is simple and routine,
centralized networks perform with the greatest
efficiency and accuracy.

When the group’s task is complex and nonroutine,
decentralized networks with open communications
that foster interaction and exchange of relevant
information tend to be most effective.
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Types of Communication
Networks
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Organizational Communication
 Vertical communication

Communication that flows up and down the
organization, usually along formal reporting lines.

Takes place between managers and subordinates and may
involve several levels of the organization.
 Upward communication
 Flows from the operating core to the higher levels of the
organization
 Downward communication
 Flows from the higher levels of the organization to the
operating core
 Horizontal communication
 Formal communication in organizations

Follows the official reporting relationships and/or
prescribed channels.
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Formal Communication in
Organizations
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Forms of Communication in
Organizations
 Electronic Communication
 Formal Information Systems
 Accomplished (created) by either:
 A managerial approach
 An operational approach

Personal Electronic Technology
 Corporate intranets, the Internet, teleconferences, email
 Telecommuting

Disadvantages: the lack of face-to-face contact,
strong personal relationships, falling behind
professionally, and losing out in organizational
politics.
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Informal Communication in
Organizations
 Informal Communications
May or may not follow official reporting
relationships and/or prescribed
organizational channels
 May have nothing to do with official
organizational business.
 Common forms:




Management by wandering around
The grapevine
Nonverbal communication
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Informal Communication in
Organizations
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Informal Communication in
Organizations
 Management by Wandering Around
(MBWA)

Managers keep in touch with what’s going on
by wandering around and talking to people on
all levels in the organization
 Grapevine

An informal communication network that can
permeate an organization.
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Common Grapevine Chains Found in
Organizations
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Informal Communication in Organizations
(Nonverbal Communication)
 Any communication exchange that does not use
words, or uses words to carry more meaning than the
strict definition of the words themselves.
 Facial expression
 Inflection and tone of the voice.
 Only a small portion of the message content is due to
the words in the message.
 Kinds of nonverbal managerial communication:
 Images
 Settings
 Body language
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Barriers to Effective
Communication
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Overcoming Barriers to
Communication
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Improving Communication
Effectiveness
 Individual Skills
Being a good listener
 Providing feedback (two-way
communications)
 Awareness word meaning differences
 Maintain credibility
 Sensitive to the receiver’s perspective
 Sensitive to the sender’s perspective

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Improving Communication
Effectiveness
 Organizational Skills
 Following up
 Regulating information flow
 Understanding the richness of different media
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More and Less Effective Listening
Skills
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